Management Solutions Group • 2879 Hoag NE • Grand Rapids, MI 49525 •  Phone: (616) 365-9822
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Business Improvement Presentation

Global Management TrainingThis is a short presentation of MSG's Service Oriented Approach to Business Improvement


pdfClick here to see the presentation.

Our Approach

• Step 1 – Initial Consult (No Charge)
– Short Review of Business, Sales & Financials
– Formal Assessment as to whether we can help

• Step 2 – Initial Analysis – Current Status
– SWOT (Strengths, Weaknesses, Opportunities & Threats)
– Assessment Report covering listed areas and identification of issues where we can help

Step 3 – Based on Initial Report – You Select
–Areas of focus
– This becomes our project plan
– We provide you an estimate of work

Step 4 – Focused Project Work
– We mentor, train and conduct the work to the agreed plan with defined objectives
– We report regularly on progress

Steps to Reinvent Your Job - Effective Communication

online meeting Group Of BusinesspeopleHow much power do you have to shape your job? How much influence do you wield on your team?

The answer to both questions is simply, “A lot; quite possibly more than you realize.” The fact is, you have all the power you need to begin reinventing your job to make it more rewarding personally and professionally. Each time that you speak, you shape your job. Like a master artist, you use your own words to paint the canvas of your own job and to lead your own future.

At Management Solutions Group we offer team building and communication workshops that empower you to work with a team to more successful results. These are the tools you need to start reinventing your job. You don’t need to wait for someone else to begin reinventing your own job. Decide today to begin a three week experiment using our tips, and watch for the positive changes in your job.

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What does it take to become an expert?

Workers At Desks In BusyThe recent research shows that it takes about 10 years and 10,000 hours of “Deliberate Practice” with good coaching and a good support system. This is opposed to the idea that it takes innate talent or skill.

This article is based on the “The Making of an Expert” Harvard business review; 1997, Developing Talent in Young People, by Benjamin Bloom, and The Cambridge Handbook of Expertise and Expert Performance, 2006 by Cambridge University Press and edited by K. Anders Ericsson

Background:

The Making of an expert article states that “New research shows that outstanding performance is the product of years of deliberate practice and coaching, not of any innate talent or skill.”

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Updates to AS9100

Overall Changes and Important Additions from Revision “B” and ISO 9001.

The focus of the AS9100C requirements added to ISO 9001 is on the Aerospace & Defense Industry needs. An important point is that a company currently registered to ISO 9001 that also has automotive requirements such as APQP, FMEA & PPAP built into their system or with staff that is familiar with these requirements will have an easier time upgrading their current system.

Production Process Verification (Basically the “First Article Inspection” FAI) and Work Transfer processes are AS9100 Specific, but companies experienced in PPAP will find that they are quite prepared to meet these requirements.

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Process Mapping in ISO 9001 & TS 16949

ISO 9001: 2000 & ISO / TS 16949: 2002 Process Mapping / Interaction

There is quit a bit of confusion regarding the documentation of the interaction of Processes (Sometimes refered to as Customer Orientated Processes {COP’s}, Manufacturing Orientated Processes {MOP’s} and Support Orientated Processes {SOP’s} required by ISO 9001: 2000 and TS 16949: 2002. Many companies have added additional documents to meet the requirements of documenting the process interactions including “Turtle Documents” and “Line of sight” flow diagrams. While these documents typically assist in meeting the requirements, they usually do not identify process interactions or support processes adequately. Also, and very importantly, they add yet another set of documents that need to be controlled and understood by related staff. However, if done correctly these process interaction diagrams can actually reduce the amount of documentation and increase the effectiveness.

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SEQUENCE AND INTERACTION OF PROCESSES

Section 4.1 (a & b) requires documentation of quality management processes and their “sequence and interaction.”

Now, what does that mean?
Processes have inputs and outputs and are managed by a series of activities. For instance, Verification of Purchased Product, 7.4.3, is a process (dinosaurs who wondered the earth during the ISO9000:1994 era refer to this as receiving inspection). This process has inputs such as supplier evaluation, prints and purchase orders. The outputs may include a receiving inspection log, tags, labels and routers. Activities usually include receiving, inspecting, documenting, identifying and staging.
Where do we start?
First, assign a team that represents all departments.

Next, draw a “sequence of processes flowchart.” This is simply a diagram of the major processes in your system from Quoting to Shipping. This is also called a “line-of-sight diagram.”

Now, diagram the activities associated with each step. Be sure to include all departments in this exercise.

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What is the ISO 9001:2015 standard and what it is not.

What is in ISO 9001:2015 and what is not. Listen to Brandon Kerkstra give a brief overview in this lesson from the online ISO 9001:2015 course.

What ISO 9001:2015 DOES Include   What is NOT in ISO 9001:2015

thumbs up 3 whiteRequires an organization to have the information (documents, procedures, etc.) and records required for effective business planning and implementation

  thumbs down 3 whiteRequiring a change in your document identification system. It is your decision.
thumbs up 3 whiteFocus on Strategic thinking. Language is Context of Organization

  thumbs down 3 whiteDescribing HOW to conduct strategic planning
thumbs up 3 whiteFocus on risk based thinking to be initiated at the strategic level or Context of Organization

  thumbs down 3 whiteRequiring risk assessment, risk management, risk treatment, and use of formal risk tools
thumbs up 3 whiteIt is arranged so all ISO Management systems will be aligned=one system   thumbs down 3 whiteDivergent systems are permitted at this time
     
     
     
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APQP & FMEA

Revised manuals have been released. Both manuals become effective November 1, 2008. They should be implemented on new programs and programs that are in early development.

While the changes are more evolutionary than revolutionary, it would be a great time to train newer quality, engineering and production staff and / or hold a refresher course.

TS 16949 Background:

TS 16949, PPAP, and Customer Requirements state that you must perform APQP & FMEA, but since they are reference documents you have more discretion as to “How” you implement the processes. The requirement is that APQP & FMEA processes are effectively implemented – Customer and Company metrics can provide information of Customer Satisfaction and effectiveness.

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IATF 16949 - Internal Auditor Training - Course Agenda

This is an excerpt from the Online IATF 16949 Internal Auditor Training Course.  Listen to Brandon Kerkstra describe this extensive online course.

  bullet green arrow 25 Module 1 – Introduction and the Automotive Process Approach with Risk Based Thinking

bullet green arrow 25Module 2 – IATF 16949: 2016 Requirements and Objective Evidence (Including Process Design)

bullet green arrow 25Module 3 – Product Design Requirements (Will Not be applicable to all facilities and organizations)

bullet green arrow 25Module 4 – Auditing the Core Tools

bullet green arrow 25Module 5 – Auditing Customer Specifics

bullet green arrow 25Module 6 – Auditing Basics – ISO 19011, including: understanding how to plan, conduct, report, and close out audit findings, sampling, interviewing etc…
   
   

Medical devices – Quality management systems requirements

medical pills industry factorMany companies are in the process of upgrading their management systems to include Aerospace and Medical certifications. Registration to these Standards is the key to diversifying your client base.

Management Solutions Group, Inc. has been in the forefront of this effort to provide our clients with assistance in training and implementation. We hope that the following information will be useful as you explore new opportunities in the medical device industry.

This standard is based on ISO 9001: 2000 as are ISO / TS 16949: 2002 and AS 9100 B. Therefore companies that have a strong ISO 9001 or TS 16949 system will find that they have many of the required processes in place. They will still, however, need to address the requirements specific to the medical device industry as required in ISO 13485. We will highlight some of the additional and specific requirements here.

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What is an EMS or ISO 14001 system?

ISO 14001 Man Holding Grass Covered CableMany people immediately think of toxic waste and major pollution sites when they hear of an Environmental Management System (EMS) or ISO 14001. While these items would fall under an EMS, the actual scope is much broader and will affect almost everyone who works within a company with an EMS that meets the ISO 14001 requirements.

What is ISO 14001?

ISO 14001 was released in 1996 with the intent that companies manage all of the activities, products and services that can significantly impact the environment. The Standard has three basic objectives of continuous improvement, regulatory compliance and pollution prevention. The standard is broken into 5 main sections: Environmental Policy, Planning, Implementation & Operation, Checking and Corrective Action, and Management Review. To implement an ISO 14001 conforming EMS a company will have to write and implement approximately 6 new procedures and modify approximately 9 existing procedures (Assuming the company is currently ISO 9000 or QS-9000 compliant)

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Internal Audit Support from Management

Audit Several possible outcomes ofMy management does not really seem to value our internal audits, so how do I get more buy in from management

First, ask yourself some tough questions

1) Are Internal Audits conducted to verify conformance or to improve performance? Conformance to a Procedure or Work Instruction is not the only focus of the Internal Audit Program. Conformance without performance is just not enough to excite Top Management.

2) What is the most "Value Added" issue that has been identified through Internal Audits? Does the Internal Audit Program use Company Measureables to focus the audit? Has the Internal Audit finding and the subsequent Corrective Action improved a Measurable? How much? Has it prevented a Customer Concern? What is the "Return on Investment" for Management's commitment to the Internal Audit Program?

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Internal Audits

With the current economic challenges facing most companies, Internal audit staff and their training and qualifications are, in many cases below expectations.

A good analogy to a typical internal audit program is playing the piano. If you take a 2-3 day lesson and are then required to give a recital once or twice a year with no practice, how will you perform? You would most naturally select a very simple song, play it very slowly, and perform mediocre at best.

Internal audits are very similar. With inexperienced auditors, the small nonconformances are found while overlooking the larger or more complex issues that have the real potential to improve quality and the management system. They also tend to overlook the many opportunities for improvement or make solid recommendations.

As a general rule of thumb, a full internal audit conducted by internal staff without extensive auditing experience should be about twice the mandays as a recertification audit by a registrar. This can vary greatly based on experience and audit tools, but it does give an indication of the internal resources required.

Management Solutions Group offers public internal auditor training courses along with cost effective onsite training that includes completing part or all of an internal audit at the same time as the training, improving the cost effectiveness.

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We review your requirements, then give you a menu of options to meet your budget and schedule.  MSG helps you determine:
  • Goals and objectives
  • Which certifications or standards are applicable
  • What individuals should be involved to tailor your training
  • A time schedule
  • Resources necessary to ensure a successful program launch