Friday, August 19, 2011

Integrating Management Systems Within The ISO 9001 Standards

Today’s free market economies increasingly encourage diverse sources of supply and provide opportunities for expanding markets. Fair competition needs to be based on identifiable, clearly defined common references that are recognised from one country to the next. A standard, internationally recognised, developed by consensus among trading partners, serves as the language of trade. The International Organisation for Standardisation (ISO) has developed around 8?700, mostly technical related standards on this basis. Standards Series such as ISO 9000, ISO 14000 and what is to be known as ISO 18000 and ISO 26000 are Management related. These standards contain generic guidelines for Management Systems in the area of Quality, Environment, Occupational Health & Safety and Human Resources.

ISO is a word derived from the Greek isos, meaning “equal”. ISO 9000 Standards are developed and updated by the International Organisation for Standardisation which has around 150 member bodies. A member body of ISO is the national body “most representative of standardisation in its country”.(eg. Germany – DIN, USA – ANSI, Australia – SAA).
More than 50 countries, as well as the European Community have adopted ISO 9000 which is recognised internationally as a benchmark for measuring quality in a trade context. Since its first issue in 1987, approximately 430?000 companies have been using ISO 9000. Being a standard coming from an organisation that is usually involved in the development of technical standards, ISO 9000 is often regarded as a document that belongs in the hands of a technician exposed to production line quality control. At a closer look, however, ISO 9000 Standard Series provide guidance in the development and application of Management Systems as well as Quality Control in Manufacturing and Administration.

ISO has been developing a number of Management System Guidelines for various aspects of business. The most recent are the ISO 14000 Environmental Management System Guidelines. This is an international standard that will affect business in the near future. ISO 14000 has been designed to integrate with ISO 9000. However, apart from international standards there are local standards a company has to comply with. To remain compliant with local standards, further manuals and/or procedures are required (eg. lifting procedure in a warehouse to satisfy Work Safety requirements). A company may have several Manuals describing its Management Systems (eg. Human Resources, Quality, Security, Health/Safety, Finances). An overall link between the systems is often missing which makes the monitoring and the assessment of effectiveness difficult. Double handling of information, contradicting instructions, high maintenance costs, administrative excess and lack of overall transparency are common results.
ISO 9000 Standard Series for Quality (of) Management Systems provide generic guidance for the development of an overall Management System, ISO 14000 provides guidance for Environmental Management, etc. Transparency and monitoring of all business activities can be achieved by integrating all systems into one.
Complaints that ISO 9000 is paralysing operations and, that it does not reflect reality are usually a result of not clearly understanding how the standard can be properly structured to address the needs of a company. ISO 9000 can be structured by focusing on “best practice” process rather than the standard, by fitting the standard to the process and not the process to the standard. Having recognised this, ISO has been working on a new structure for ISO 9000, called “Vision 2000?, taking a process orientated approach to ensure that “best practice” as well as several standards can be addressed within one system. Focusing on process allows the development of a practical “working document”, providing an effective management tool. Having learned from the past, the trend to Process Orientated Management Systems started about three years ago in Europe and is finding increasing approval from certification bodies.Every company has its own culture and key individuals.
The business environment influences processes in certain ways (eg. employee market, laws, infrastructure, client, etc.)
To ensure competitiveness a company needs to ensure adequate flexibility in their system to effectively respond to changes in the business environment.
An effective system is a lean system that incorporates all necessary functions, controls of activities and “best practice” without being caught up in detail.
An effective system must also be flexible enough to enable the proper controls on outsourcing and sub-contracting of activities (eg. production, administration, service, etc.)

Monday, May 16, 2011

Aligning At ISO 9001 Standard Requirements

In conformity with the explanations of international series of standards elaborated in the 2008 year, the

implementation of QMS having the requires of ISO 9001 standard on basis (included in this series) can be done

in every kind of organization, indifferent of its field of activity , size or number of personnel. This means that

SMEs can also align at these requires. Practically, this thing is not so easy accessible to all SMEs, due to their

limited resources. The success of this action depends on more elements, mainly, the following ones:

· Strong commitment and decision of top management;

· Adopting an organization structure accordingly both with business plan of SME, and with the

requirements and guides of standards from quality management field, too.

This means that SME (sector in continuously development in Romania starting from 1990) can align to

these requirements. Practical, this is not easy to aces by all SMEs, because of their limited resources.


The success of this demarche depends on several elements, mainly, the following:

· The decision and the strong commitment of the top management ;

· Adopting an organizational structure according to the business plan of SMEs, but also with the

requirements and the directions of the norm/standards in the quality management field.

· Accurate planning of the implementation project of a quality management system

· Allocation of the m a t erial, financial and human resources necessary for developing and

maintaining of the system;

· Suitable training of the personnel of the organization for the documentation and implementation of the system, but also for its supervising;

· Maintaining of an efficient communication and collaboration with business partners, first, with the

suppliers and the clients of SMEs, but also with other interested parts, including their own

personnel;

And one more remark: the success of a quality management system in a SME depends on endowment degree and on technological level of the equipments and working and controlling installation of the processes.

In conformity with the explanations of international series of standards elaborated in the 2000 year, theimplementation of QMS having the requires of ISO 9001 standard on basis (included in this series) can be donein every kind of organization, indifferent of its field of activity , size or number of personnel. This means thatSMEs can also align at these requires. Practically, this thing is not so easy accessible to all SMEs, due to theirlimited resources. The success of this action depends on more elements, mainly, the following ones:· Strong commitment and decision of top management;· Adopting an organization structure accordingly both with business plan of SME, and with therequirements and guides of standards from quality management field, too.This means that SME (sector in continuously development in Romania starting from 1990) can align tothese requirements. Practical, this is not easy to aces by all SMEs, because of their limited resources. Thesuccess of this demarche depends on several elements, mainly, the following:· The decision and the strong commitment of the top management ;· Adopting an organizational structure according to the business plan of SMEs, but also with therequirements and the directions of the norm/standards in the quality management field.· Accurate planning of the implementation project of a quality management system· Allocation of the m a t erial, financial and human resources necessary for developing andmaintaining of the system;· Suitable training of the personnel of the organization for the documentation and implementation ofthe system, but also for its supervising;· Maintaining of an efficient communication and collaboration with business partners, first, with thesuppliers and the clients of SMEs, but also with other interested parts, including their ownpersonnel;And one more remark: the success of a quality management system in a SME depends on endowmentdegree and on technological level of the equipments and working and controlling installation of the processes.

A transparent quality management system, well conceived and applied, with adequate trained and motivated personnel, will be efficient and if technological level of endowments (working, supervising, measuring and monitoring equipments of the processes and product, working environment and infrastructure) will be comparable with the level of endowment of the top firms in the same activity area, as of the organization we refer to.

So, adopting a quality management system based on the requirements of the ISO 9001 standard is a strategic decision of the top management of an organization, much more for the management of SME that first of all has to analyse very well all the necessary resources, to put in balance both the necessary costs of the implementation and sustaining in function of a quality management system and the benefits brought, then to decide advisedly. Developing a quality management system gives both direct benefits and a contribution at the cost and risk management, being important not only for organization but also for the satisfaction of its clients and other interested parts.

The decision of designing and implementation of a quality management system in SME is influenced by proposed objectives, by the demand of the market, by products and services offered, as well as by objectives tendency of developing and the continuously improving of the performances of the processes of any organization.

A quality management system contains two essential elements. First, the most critical, refers to human resources and the other necessary resources for constant delivery of the adequate products and services to the client. Second refers to the existence of “documented quality management system” that is, usually, defined by documented policies, objectives, plans, processes, procedures and fabrication standards. The documented quality management system has to reflect the planning and carrying on the activities, made by SME. Both for the audit reported to the ISO 9001 standard’s requirements but also for improving activities, will need to generate adequate registrations to document the effective performance and to demonstrate the concordance.

Top management of SME has to be aware that the implementation of a quality management system according to this standard has to be approached as a project, to which are assigned resources and which has to be managed by a defined schedule.

First step is represented by defining the objectives of the schedule with an accent on those that will bring benefits for SME. For each objective must be defined the way in which will be measured his achievement, as well as the reference level. Schedule must also establish:

· An identification, documentation and continue improving system of SME’s processes;

· Stages that must be carried out for achieving the objectives regarding to the quality of the product and for long-term improving of a quality management system of SME;

After establishing the objectives, the next decision of the top management of SME refers to the type of approaching that will appeal to [3].

There are two ways of approaching:

a) to design the whole quality management system and then to be implemented;

b) to evaluate the processes and to appeal to improving techniques to build the system step by step, starting from existing elements.

The advantage of designing the whole quality management system is represented by obtaining a distinct structure, the main disadvantage being the tendency of a theoretical approach, separated from the realities and practices of SMEs. The performances of the personnel can also suffer because of the necessity to apply simultaneous a great number of new procedures.

The essential advantage of step by step approach is that if through evaluation of processes are determined both the adequate practices and the less acceptable, the efforts can be focused on those areas that ensure a maximum benefit. This approach has the disadvantage of the tendency to achieve a quality management system that is not so well structured and so is more difficult to understand and to apply by the personnel of SME.

The optimum approach represents a combination of the two variants. So, initially it is good to be established a general structure of the quality management system and then to be established frame models for documentation of the processes. Implementation activities will have in view identification and solving the problems and then the improving key processes of SME.

Indifferent the approaching way, top management of SME can decide if the conceiving and implementation project of the quality management system will be carried out through internal forces, or will be carried out external appealing to a specialised advising. In case they appeal to an advising firm, must exist an abiding collaboration between the two firm and a well tuned up contract to which will be affixed a plain schedule, with responsibilities and achievement terms.

Designing and implementation project of the quality management system cannot ensure solving all the problems. Changing the culture of an organization takes time and patience. Project must be accomplished through a well defined series of phases, with well established terms and with objectives that can be reached.

Active Implication Of The Implementation Of Quality Management System

Successful implementation of a quality management system is conditioned by implication of the top management of SME. ISO 9001 gives a special importance of the commitment of the top management obviously defining its role in the quality management system. It is underlined the promoting the leadership principle in practice as a base for operational the others principles of the quality management system.
The commitment and active implication of the top management are essential for developing, implementation and maintaining an efficient and efficacy quality system management, having as a final purpose ensuring an increasing clients’ satisfaction.
To achieve such a desideratum, top management must consider the following actions:
· defining the visions, policies and strategic objectives of SME;
· direct participation of the management to improving projects;
· obtaining the feedback regarding efficiency and efficacy of the processes of making the products;
· developing an environment that encourages the involving of the personnel;
· ensuring the necessary resources for achieving the objectives.
Top management defines the methods of the performances of SME to determine the stage of achievement the objectives.
These methods must allow the evaluation:
· financial performances of SME;
· performances of the processes of SME;
· client’s satisfaction, personnel’s and other interested parts’ satisfaction;
· other success factors identified by management.
Information that results from such evaluations are used as incoming elements for the analysis done by management for continue improving of the quality management system, that must ensure the base for improving
the performances of SME.
In this way, top management can demonstrate its commitment through:
· understanding the necessities and present expectations and client’s perspective;
· promoting policies and objectives for increasing the awareness and implication of the personnel in SME;
· adopting the principle of continue improving as a base principle for the processes of SME.
· Rigorous planning of all processes of SME and to operate the changes;
· ensuring an adequate background to satisfy the requirements of the interested parts.
Top management has to involve directly in identification the processes of fabrication the products because these are directly tied by SME’s success. Also, a special attention must be paid on identification of those reliance processes that affects either the efficacy and efficiency of the processes of fabrication of the products of SME, or the necessities and expectations of the interested parts.
The management of SMEs should ensure that the processes are carried out as an efficacious and efficient net. For this it should be analyzed and got at its best the interaction of all processes. In this purpose it must consider the following aspects:
· ensuring the sequence and interaction between processes are in that way designed so they allow getting the desired results;
· ensuring that incoming and outgoing elements are obvious defined and are kept under control;
· monitoring the incoming and outgoing elements to check if the processes are correlated and carried out efficacious and efficient;
· identification and administrate the risks and to turn to account the opportunities of improving
performances;
· doing the analysis of the information for continuously improving of the processes;
· designating the responsible of the processes;
· ensuring that every process is managed so that it allows the achievement of the established objectives;
· defining the necessities and expectations of the interested parts.
Top management can present proves regarding its commitment for developing and implementation of the quality management system as well as for continuously improving of its efficacy through:
· communication of the importance of satisfaction of the clients’ requirements in SME, as well as legal requirements;
· defining the policy and objectives regarding the quality;
· managing the analysis of the quality management system;
· ensuring the necessary resources for the achievement of the objectives.
One of the main tasks that top management has to accomplish refers to defining the policy in the quality field. There is no form of standard presentation, but the policy must be in such way formulated so it ensure:
· getting client’s satisfaction as a main goal;
· clarifying the way in which it is ensured the quality of the products and services of SME;
· explicit commitment of the management regarding continue improving of the quality;
· assuming by the management the responsibility regarding the achievement of the objectives regarding quality.
Policy will be implemented through the objectives regarding the quality, that should be measurable. The more participation of the top management is more direct and more visible, the more the necessary period will be shorter for establishing and implementation of the quality system management, on one hand because of the availability of the resources and on the other hand because of a less bureaucratic approach that top management of SME has in this case.
When it is decided the implementation of a quality management system or it is approved an improving schedule of this, it is vital to exist an obvious understanding of the estimated duration and necessary resources from the management. Often, the initiatives regarding the quality management system fail because of this commitment is missing, especially from the top management.

Monday, February 28, 2011

Introduction To ISO 14001 Standards

An environmental policy should reflect the vision, intentions, philosophy, values, and beliefs of the organization with respect to the environment. Top management should put a great deal of thought and imagination into developing and crafting the policy, since it will become the code of conduct by which the organization lives and operates. The policy should be practical and inspirational, providing a framework and a compass for business and technical decisions and actions, and at the same time motivate and encourage all personnel in the organization to achieve excellence in environmental performance.

The ISO 14001 Standard specifies several requirements for the development, content, intent, and implementation of an environmental policy:

1. Top management is responsible and accountable for defining the organization’s environmental policy. They must, as a minimum, carefully review, approve, and commit to abiding by an environmental policy that has been developed for their consideration.

2. The policy must completely cover the organization’s (i.e., facility’s) range of operations, including where appropriate, raw material acquisition, transportation, packaging, and shipping of product,as well as all on-site operations that may impact the environment.

3. The policy must contain three core commitments that are ISO 14001 absolute requirements:

(i) A commitment to continual improvement of the EMS and environmental performance.
(ii) A commitment to the prevention of pollution (i.e., this means taking all reasonable steps to eliminate, or at least minimize, pollution).
(iii) A commitment to comply with relevant environmental legislation and regulations, and with other requirements to which the organization subscribes. This means the organization commits to meet local, regional, and national legislated environmental standards.

4. The policy must give direction and a framework for progress through new environmental objectives and targets that will be set during the course of implementing and maintaining the EMS.

5. The policy must be documented, and it must be implemented through the day-to-day functioning of the EMS.

6. The policy must be maintained, meaning kept up to date and relevant to current operations and conditions.

7. The policy must be communicated to all employees. This implies active, intentional efforts by the organization, led by top management, to ensure all employees know about, understand, and apply the principles, ideas, and commitments in the policy.

8. The policy must be made available to the public, i.e., it must be accessible to all members of the public who wish to see it.

In addition to the essential requirements for an environmental policy, other considerations that may be incorporated into the policy include:

Principles of sustainable development, resource renewal, and preservation • of biological diversity

A commitment to use the most effective pollution abatement technology and • equipment, consistent with economic viability of the business (i.e., BEAT – Best Economically Achievable Technology)

Use of environmental performance indicators to quantitatively monitor • progress

Life cycle thinking – consideration of ‘cradle to grave’ impacts of a • product, which would require the organization to assess cumulative environmental impacts from all stages, from design of the product; acquisition of raw materials; processing to finished product; packaging; shipment; end-use; and ultimate re-use, recycle, or disposal.

For all components of this element of the Standard to be brought to fruition, it is essential that there is clear allocation of responsibilities for developing, approving, communicating, disseminating, implementing, maintaining, and when necessary, revising the environmental policy.

Although environmental policy is the first element of ISO 14001, it may be prudent for an organization to defer finalization of the wording of their policy until work has been done to identify the scope of environmental impacts from the operation, and other planning and preliminary preparation for the EMS has been done. This will help to ensure the policy is authentic and appropriate for the organization’s purpose.

Please visit http://www.e-wia.com for more information.

Global Warming & ISO 14001 Standards

It is not difficult to become a believer in global warming. According to the U.S. National Climatic Data Center 2001 was the second warmest year on record and it was the 23rd consecutive year of above normal temperatures. Perhaps most troubling is the fact that the rate of temperature increase is accelerating. Add to this the data just released from insurer Munich Re stating that deaths from natural disasters were more than double in 2001 versus 2000 and insured losses were up more than 50%.UNEP estimates that the extra economic costs of disasters attributable to global warming are running at more than $300 billion annually.
Some 180 countries are proceeding toward an expected ratification of the Kyoto Protocol by the end of this year. Of the six gases it will control CO2 is by far the largest contributing nearly 90% of the global warming impact. The primary source of CO2 is the burning of fossil fuels. Therefore the focus on energy will continue to increase.
Throughout the world different methods are being used to encourage reduced energy use. Japan has enacted the Energy Conservation Law in 1999 mandating huge efficiency improvements by 2004 for nearly all air conditioning products. The U.S. has revised ASHRAE Standard 90.1 for buildings to raise the minimum COP level for centrifugal chillers from the current value of 5.2 to 6.1 effective in October 2001. DOE and Green Seal have revised their recommended efficiency levels to an even higher level of 6.27.
Some countries use laws. Others use codes and standards. An increasing number of countries are using environmental costing which increases the price of energy thereby increasing the financial attractiveness of high efficiency products. European countries have been using such “carbon taxes” for more than a decade. However a rapidly growing trend in developing countries is the reduction of subsidies to energy industries “so prices more accurately reflect environmental impacts” according to OECD’s Environmental Strategy for the First Decade of the 21st Century.
China has shown leadership by reducing subsidies to the coal industry from $24.5 billion in 1990 to $10 billion in 1996 resulting in 7% emissions reduction while seeing a solid economic growth of 36%! China is now moving aggressively into environmental costing with the just announced (1/13/2002) 5-year environmental plan that commits 700 billion yuan ($84 billion) to help protect the environment. The government will provide the fist 65 billion yuan to initiate the project but will apply the “polluter pays” principle for the rest. The “environmental protection authorities will collect funds from the pollution-producing companies”. The impact on the price of energy is not known at this time. However it is clear that the addition of environmental costing will increase energy prices. According to a European Research Commission Report of July 2001 “The cost of producing electricity from coal or oil would double if costs such as damage to the environment and health were taken into account”.
The global movement to high efficiency is accelerating just like the rate of temperature increase. But this is not all that is changing. This second environmental threat of global warming is making it clear that we need to give combined consideration to ozone depletion and global warming. But more important is the need to focus on the real issue which is the total environmental impact not address each individual environmental threat in isolation. This includes the concept of environmental risk exposure, which recognizes that there are other environmental threats that are less well understood today. However, there are “no regrets” decisions we can make today (such as minimum refrigerant charge, minimum atmospheric life refrigerants, etc.) to minimize these risks.
Combined consideration would place more emphasis on reducing the use of CFCs, which are still being produced in developing countries until 2010 in accordance with the Montreal Protocol. Little attention is being given the large contribution to global warming from CFCs. Actions which cause confusion and delay the phaseout of CFCs cause increased environmental damage rather than lessening the environmental impact.
The other rapidly changing factor in the HVAC industry is the shift to becoming a hermetic industry, where refrigerant is contained throughout the life of a chiller and recycled for further use when the chiller is replaced. This simple understanding that “if it doesn’t get into the environment it does no harm” is a powerful argument, which will lead to the continued use of the most efficient refrigerants in such closed hermetic applications as chillers. In just 15 years annual refrigerants emissions from chillers have been reduced from 25% to well below 1% today. This defines a whole different world than that which existed when the Montreal Protocol was crafted some 15 years ago.
But perhaps the most important change coming to our industry is the realization that there are no new or “perfect” refrigerants waiting to be discovered. There are eight elements that can be combined for use in a vapor compression cycle. All feasible combinations of these eight have been evaluated. The reality is “what we have now is all there is”.
This recognition is why we are now seeing a shift from the search for a perfect refrigerant to a search for the right refrigerant(s) for the right application. Said another way, the highest efficiency refrigerants for the lowest emissions applications. Many in our industry call this “Responsible Use”.

It is not difficult to become a believer in global warming. According to the U.S. National Climatic Data Center 2001 was the second warmest year on record and it was the 23rd consecutive year of above normal temperatures. Perhaps most troubling is the fact that the rate of temperature increase is accelerating. Add to this the data just released from insurer Munich Re stating that deaths from natural disasters were more than double in 2001 versus 2000 and insured losses were up more than 50%.UNEP estimates that the extra economic costs of disasters attributable to global warming are running at more than $300 billion annually.
Some 180 countries are proceeding toward an expected ratification of the Kyoto Protocol by the end of this year. Of the six gases it will control CO2 is by far the largest contributing nearly 90% of the global warming impact. The primary source of CO2 is the burning of fossil fuels. Therefore the focus on energy will continue to increase.
Throughout the world different methods are being used to encourage reduced energy use. Japan has enacted the Energy Conservation Law in 1999 mandating huge efficiency improvements by 2004 for nearly all air conditioning products. The U.S. has revised ASHRAE Standard 90.1 for buildings to raise the minimum COP level for centrifugal chillers from the current value of 5.2 to 6.1 effective in October 2001. DOE and Green Seal have revised their recommended efficiency levels to an even higher level of 6.27.
Some countries use laws. Others use codes and standards. An increasing number of countries are using environmental costing which increases the price of energy thereby increasing the financial attractiveness of high efficiency products. European countries have been using such “carbon taxes” for more than a decade. However a rapidly growing trend in developing countries is the reduction of subsidies to energy industries “so prices more accurately reflect environmental impacts” according to OECD’s Environmental Strategy for the First Decade of the 21st Century.
China has shown leadership by reducing subsidies to the coal industry from $24.5 billion in 1990 to $10 billion in 1996 resulting in 7% emissions reduction while seeing a solid economic growth of 36%! China is now moving aggressively into environmental costing with the just announced (1/13/2002) 5-year environmental plan that commits 700 billion yuan ($84 billion) to help protect the environment. The government will provide the fist 65 billion yuan to initiate the project but will apply the “polluter pays” principle for the rest. The “environmental protection authorities will collect funds from the pollution-producing companies”. The impact on the price of energy is not known at this time. However it is clear that the addition of environmental costing will increase energy prices. According to a European Research Commission Report of July 2001 “The cost of producing electricity from coal or oil would double if costs such as damage to the environment and health were taken into account”.
The global movement to high efficiency is accelerating just like the rate of temperature increase. But this is not all that is changing. This second environmental threat of global warming is making it clear that we need to give combined consideration to ozone depletion and global warming. But more important is the need to focus on the real issue which is the total environmental impact not address each individual environmental threat in isolation. This includes the concept of environmental risk exposure, which recognizes that there are other environmental threats that are less well understood today. However, there are “no regrets” decisions we can make today (such as minimum refrigerant charge, minimum atmospheric life refrigerants, etc.) to minimize these risks.
Combined consideration would place more emphasis on reducing the use of CFCs, which are still being produced in developing countries until 2010 in accordance with the Montreal Protocol. Little attention is being given the large contribution to global warming from CFCs. Actions which cause confusion and delay the phaseout of CFCs cause increased environmental damage rather than lessening the environmental impact.
The other rapidly changing factor in the HVAC industry is the shift to becoming a hermetic industry, where refrigerant is contained throughout the life of a chiller and recycled for further use when the chiller is replaced. This simple understanding that “if it doesn’t get into the environment it does no harm” is a powerful argument, which will lead to the continued use of the most efficient refrigerants in such closed hermetic applications as chillers. In just 15 years annual refrigerants emissions from chillers have been reduced from 25% to well below 1% today. This defines a whole different world than that which existed when the Montreal Protocol was crafted some 15 years ago.
But perhaps the most important change coming to our industry is the realization that there are no new or “perfect” refrigerants waiting to be discovered. There are eight elements that can be combined for use in a vapor compression cycle. All feasible combinations of these eight have been evaluated. The reality is “what we have now is all there is”.
This recognition is why we are now seeing a shift from the search for a perfect refrigerant to a search for the right refrigerant(s) for the right application. Said another way, the highest efficiency refrigerants for the lowest emissions applications. Many in our industry call this “Responsible Use”.

Demographers now project that, in the near future, more people are going to live in cities than in rural areas, and this will be the first time in the history of the world that this has been the case. As a result, while there are many different levels of society and business where global warming needs to be dealt with, cities are going to take an ever expanding role. It’s easy for local governments to pass the buck to state, provincial, or national governments, but this isn’t a sustainable practice. If we’re going to successfully fend off the apocalyptic-scale global warming that many scientists now predict, cities are going to have to take the lead. As a start, here are some basic things that municipal governments can do.

Green roofs: If you fly over any major metropolitan area, you’ll likely see a few patches of green where there are parks or tree-lined streets, but for the most part you will see nothing but bare rooftops dominating the landscape. When you think about it, that’s a lot of space that is simply going to waste. In the city of the future, we’re going to increasingly put all this excess space to use for green purposes. There are a few things we can do up there, including:

Having solar and wind power stations on roof tops can help make buildings and cities in general cleaner and more energy efficient.

Rooftop gardens can help residents grow their own produce rather than having to buy from energy-inefficient sources.

Rooftop trees and greenhouses help balance out deforestation while cleansing smog-filled urban atmospheres.

Expanded public transit: When it comes to moving people around, the private automobile is the most energy-inefficient vehicle ever created. Things like buses and trains are not without emissions, but they have a much lower pollution-per-person ratio. Many cities throughout the developed world are decades behind in this respect and need to catch up fast in order to do their part. We need more rail-based transit systems, and many cities would do well to expand their bus networks.

Pedestrian and bicycle infrastructure: In many cities, it’s a sad state of affairs for pedestrians. If you want to travel on foot, you too often have to deal with landscapes that make walking very difficult, not to mention the culture of motorists who drive fast and aggressively and are not used to sharing the road. For a more sustainable future, we need more pedestrian-friendly landscapes, and it also doesn’t hurt to encourage people to take their bicycles.

Better recycling programs: We have come a long way in the realm of recycling, but too many cities are still stuck in the 90s with their recycling technology. We now have the ability to recycle a much broader spectrum of materials, including plastic bags and soiled containers, but many cities haven’t taken the steps necessary to implement these technologies. This investment, which is relatively small in the big picture, can have hugely positive effects in the long run.

Fuel-efficient fleets: Most cities rely on large fleets of vehicles to provide their basic services. From buses, to sanitary trucks, to road maintenance equipment, all of these vehicles can be made more efficient with new technology. Of course, it costs a lot of money to replace these vehicles, but all vehicles do need to be replaced with newer models sooner or later, and cities should use these opportunities to make their investments more efficient, rather than purchasing the same old polluting vehicles.

As individuals, each of us can contribute to the solution. As a start, we can choose to drive vehicles that are more fuel-efficient. We can plant more trees. We can recycle where practicable. We can take stock of our energy consumption practices and try to reduce them by some factor.

But, what steps can your organization take to help? The answers are varied, depending upon the size of the organization and the related environmental aspects and impacts. But no matter how simple or complex the business, each can benefit from the implementation of a management system based onISO 14001:2004. This international standard has as its focus the prevention of pollution, accomplished by a teamwork approach to identifying those aspects of the organization’s processes that have the potential for harming the environment and the development of ways to reduce or prevent this harm. In the process, many organizations have found ways to reduce costs by elimination of scrap, changes to their waste disposal processes or reduced use of natural resources. It is the application of the system approach that has proven to be successful. And, once the system is in place, it is logical and beneficial to have that system certified and registered. This provides added assurance that the management system remains effective and also provides public recognition to numerous stakeholders that your organization is committed to the prevention of pollution.

Go to http://www.iso9001store.com for more information on ISO 14001 Standards.

Training In ISO 9001 Standards

Implementing ISO 9001 in any organization first requires the development of the necessary knowledge, skills and understanding to enable the practical application of the standard. At this stage organizations often seek the help of a consultant but this is often unnecessary since the required understanding can easily be sought for free.
The training section provided by ISO 9001 Checklist is intended to give any business a knowledgeable foundation that ensures their quality management system is highly robust. It could save you £0000′s in consultancy fees.
The Concept behind ISO 9001 Training
ISO 9001 training is a unique internet browser based tutorial solution that provides expert practical guidance for businesses wishing to interpret ISO 9000 fundamentals to help better understand and implement the requirements of ISO 9001:2008. It could help your business to get the most out of your quality management system, and it’s free to use!
The ISO 9001 training section represents a body of knowledge which explains the requirements of the standard in plain English coupled with practical guidance and interpretation. The online ISO 9001 training section divides the standard into four sections that follow the Plan, Do, Check and Act cycle. The page menu then subdivides each section into Principles, Base Clauses and Requirements for easy comparison. Each stage of the cycle then relates each clause of ISO 9001:2008 to the key concepts that lie at the heart of quality management.
How does it Work?
Simple, it encourages the use of the PDCA cycle as a means to implement your quality management system by prompting the user to:
PLAN your quality system’s high level processes, define your quality policy and establish your quality objectives in accordance with the expected output. Consider; how will the quality management system be documented, what resources will be needed, who will have responsibility for what and how will the effectiveness of the system be evaluated and communicated.
DO carry out day-to-day activities by performing the necessary processes in accordance with any planned arrangements. Gather performance information by undertaking audits and other measurements as planned.
CHECK the results and analyse the information gathered through various measurements and monitoring activities to determine whether the quality management system has achieved what it set out to do.
ACT by using the results from internal audits, preventive actions and management reviews to ensure the continual improvement of your quality management system; continual improvement should be the organization’s permanent objective.What Happens after Implementation?
You need to choose a registrar. The registrar is a third party certification auditor who will assess your quality management system and issue a certificate if it meets the requirements of ISO 9001:2008. In choosing a registrar you should consider their industry experience, geographic coverage, price and service level offered. The key is to find a registrar who can meet your requirements. For further information regarding national accredited certification bodies, please visit UKAS.
Pre-assessment by your registrar normally takes place about 6 weeks before registration. The purpose of the pre-assessment audit is to identify areas where you may not be operating in accordance with the standard. This allows you to correct any deficiencies before registration.
Prior to registration, you should arrange an initial assessment with your registrar. At this point the registrar will review your quality management system (by interviewing staff, observing activities and checking records) to decide whether you should be recommended for registration.

The ISO 9001 Standards Training DVD can be obtained at http://www.iso9001store.com