Professional Documents
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Information Example 1
Three different examples of data were given to you earlier. Let's have a look at how that data
can be turned into information.
Example 1:
Data
We started off with the raw data which was 51, 77, 58, 82, 64, 70.
At this stage, those numbers could have been anything from street numbers to chart
positions of certain records.
Context
The raw data is given a context. We are told that the numbers are test scores which were
achieved by a group of students. At last they start to make some sense.
However even with a context, the data still needs to be processed in order to turn it into
information.
Processing
The processing in this case might be to calculate the average from the set of scores. The
average is 67 so we can now tell that student 1 did particularly badly in the test because they
were so far below the average mark.
Information Example 2
Data
In this example we started off with a list of things which could have been many different
things from flavours of milk shake to paint colours for a wall. So at this stage, the list is
definitely data.
Context
We then find out that the data is in fact different tubs of ice-cream which was sold yesterday.
We can safely assume from that context that the data is in fact the flavours of the tubs sold.
The data still needs to be processed to become information.
Processing
Because we have different instances of the same thing i.e. many tubs of chocolate icecream being sold and many tubs of vanilla ice-cream being sold, it would be useful to find
out which was the most popular flavour sold yesterday.
The processing could take the form of creating a bar chart. This would instantly tell us which
flavour sold the most yesterday.
The processing could even include charting yesterday's sales against the sales for the
previous week or month.
Information Example 3
Data
We are given a list of numbers but have no idea what they mean
Context
We are told that the numbers are dates when a holiday cottage has been booked. They now
have some meaning. With date data, it is also vital to know the format. For example they
could be UK format: dd-mm-yy or they could be in American format: mm-dd-yy or perhaps
they could even be in a text sort-friendly format: yy-mm-dd.
Processing
The dates are muddled. After sorting them into ascending order it would be easy to see
when the first booking was due and when subsequent bookings would happen. It would also
be possible to see when the cottage had not been booked.
Challenge see if you can find out one extra fact on this topic that we haven't already
told you
Click on this link: Data, Information and Knowledge
8. Knowledge examples
Example 2
Data
chocolate, strawberry, vanilla, strawberry, vanilla, vanilla, strawberry, vanilla, vanilla
Information - this is a list of flavour of ice cream sales yesterday.
The data now has some context and so make sense. A bit of analysis is useful to glean more
information.
For example, the most popular flavour of ice cream sold yesterday is vanilla.
Knowledge
The shop manager can see that vanilla is the most popular ice-cream flavour. Next time he
places an order, he will ask for five times as much vanilla ice-cream than chocolate icecream.
Example 3
Data
14-05-08, 09-10-08, 21-11-08, 09-09-08, 31-07-08
Information - these are a list of dates in dd/mm/yy format. They are booked dates for a
holiday cottage.
Now that the format of the data is known, it can be processed further. For example, they
could be sorted into time order
The dates are sorted into order:
Knowledge
The owner of the holiday cottage can see that it has hardly been rented over the summer
period. She might decide to lower her rental price in order to get extra bookings.
Within an EnMS, it is important for organizations to identify and address both existing
and potential nonconformities. An existing nonconformity is a situation where a
requirement is not met. A potential nonconformity is a situation where, if action is not
taken, a nonconformity will potentially occur in the future. You want to eliminate a
potential nonconformity before it occurs.
A nonconformity is a situation where a requirement is not met.
An example of an existing nonconformity is: EnMS Procedure #3 states that the energy
review shall consider all major energy sources. The 2011 energy review did not include
consideration of the facility propane use, and propane is a major energy source included
in the facility scope.
An example of a potential nonconformity is: The organization has an EnMS objective to
reduce the amount of energy used by the compressed air system by 5% by the end of
3rd quarter of the year. It is the middle of the 2nd quarter and measuring and
monitoring data show that there has been no decrease in the amount of energy used by
the compressed air system. It appears that if no action is taken, the objective will not be
met and therefore a potential nonconformity exists.
A nonconformity generally means that:
Example:
Suppose a plant has a compressed air system which is a large user of energy. The plant
has a procedure that states that the system operating pressure set point shall be 105
psig. The plant was found operating their compressor plant at 115 psig.
Correction -> Change operating pressure back to 105 psig if no negative effect on
production can be determined.
Evaluate magnitude and impact of nonconformity -> Enter into corrective action system
if appropriate.
Cause -> Determine why the operating pressure was changed.
Corrective Action -> Take action to eliminate the cause.
Sometimes the corrective or preventive actions that are taken to eliminate problems
result in the need to make other adjustments or changes to the EnMs. For example, if
existing operational controls were modified as part of implementing a corrective action,
then there may be a need to modify the associated EnMS documentation. It is important
that the actions taken be appropriate to the extent of the problem and its impact on
energy performance.
After the appropriate action is taken, a review is performed to determine if the action
taken was effective. In other words, did the action taken eliminate the cause and result
in the nonconformity not occurring or recurring?
In summary:
Take action
5.3
The Critical Role of Auditing
in Continuous Improvement
Audit Basics
to write audit findings, how to close out audits, and how to write
audit reports. Auditors can be trained to develop good listening
and observation skills and can be coached to become good Joe
Friday auditors. The audit process is too expensive for
organizations to skimp on training for their auditors. A poorly
trained auditor will undermine the positive attitude about
continuous improvement and high quality that management
desires to instill in the organization.
Improving Continuously
customers and other interested parties on whom it depends. Every aspect of customer
interaction provides an opportunity to create more value for the customer. Understanding current
and future needs of customers and other interested parties contributes to sustained success of
an organization.
QMP1 Customer Focus
Organizations depend on their customers and therefore should understand current and future
customer needs, should meet customer requirements and strive to exceed customer
expectations.
Change: The revised principle continues to focus on meeting customer requirements and striving
to exceed customer expectations. It adds that you need to look at every customer interaction for
opportunities to create more customer value. It also adds that sustained success is achieved
when you gain customer confidence.
QMP 2 Leadership
Statement
Leaders at all levels establish unity of purpose and direction and create conditions in which
people are engaged in achieving the quality objectives of the organization.
Rationale
Creation of unity of purpose, direction and engagement enable an organization to align its
strategies, policies, processes and resources to achieve its objectives.
QMP 2 Leadership
Leaders establish unity of purpose and direction of the organization. They should create and
maintain the internal environment in which people can become fully involved in achieving the
organizations objectives.
Change: The revised principle continues to focus on leaders establishing unity of purpose and
direction, as well as, creating conditions to involve people in achieving quality objectives. It adds
that this leadership approach will enable your organization to align its strategies, policies, and
resources to achieve its objectives.
QMP 3 Engagement of People
Statement
It is essential for the organization that all people are competent, empowered and engaged in
delivering value. Competent, empowered and engaged people throughout the organization
enhance its capability to create value.
Rationale
To manage an organization effectively and efficiently, it is important to involve all people at all
levels and to respect them as individuals. Recognition, empowerment and enhancement of skills
and knowledge facilitate the engagement of people in achieving the objectives of the
organization.
QMP 3 Involvement of People People at all levels are the essence of an organization and
their full involvement enables their abilities to be used for the organizations benefit.
Change: The revised principle still describes the involvement of people at all levels. It adds that it
is essential for these people to be competent, empowered, and engaged to create and deliver
value.
QMP 4 Process Approach
Statement
Consistent and predictable results are achieved more effectively and efficiently when activities
are understood and managed as interrelated processes that function as a coherent system.
Rationale
The quality management system is composed of interrelated processes. Understanding how
results are produced by this system, including all its processes, resources, controls and
interactions, allows the organization to optimize its performance.
Principle 4 Process Approach
A desired result is achieved more efficiently when activities and related resources are managed
as a process.
Principle 5 System Approach to Management
Identifying, understanding and managing interrelated processes as a system contributes to the
organizations effectiveness and efficiency in achieving its objectives.
Change: The current Process Approach principle and System Approach principle have been
combined into this one revised Process Approach principle. It continues to focus on
understanding and managing activities as interrelated processes within a system. It clarifies that
understanding how results are produced by the processes, resources, controls, and interactions
allows your organization to optimize its performance.
QMP 5 Improvement
Statement
Successful organizations have an ongoing focus on improvement.
Rationale
Improvement is essential for an organization to maintain current levels of performance, to react
to changes in its internal and external conditions and to create new opportunities.
QMP 6 Continual Improvement
Continual improvement of the organizations overall performance should be a permanent
objective of the organization.
Change: The revised principle uses the term improvement instead of continual improvement.
ISO 9001:2015 is being developed to make more explicit use of the quality management
principles, so you would expect it to move to the term improvement to align with the revised
principle.
However, the text in Annex SL to be used for all management systems standards uses the term
continual improvement. Moving to improvement would result in a deviation from the required
Annex SL common text. Therefore, the committee draft of ISO 9001:2015 was prepared using
continual improvement, but with the continual being shown in strike-though text format (to
highlight the need for resolution of this issue).
The revised principle also changes from improvement of overall performance as a permanent
objective to a focus on improvement as being essential to maintain current levels of
performance. It also expands to cover the improvements needed to react to changes in internal
and external conditions and to create new opportunities.
QMP 6 Evidence-based Decision Making
Statement
Decisions based on the analysis and evaluation of data and information are more likely to
produce desired results.
Rationale
Decision-making can be a complex process, and it always involves some uncertainty. It often
involves multiple types and sources of inputs, as well as their interpretation, which can be
subjective. It is important to understand cause and effect relationships and potential unintended
consequences. Facts, evidence, and data analysis lead to greater objectivity and confidence in
decisions made.
QMP 7 Factual Approach to Decision Making
Effective decisions are based on the analysis of data and information.
Change: The revised principle still addresses decisions that are based on the analysis of data
and information. The rationale section refers to the uncertainty and subjective nature of
decisions. It adds that understanding cause and effect relationships and the potential for
unintended consequences is important. In addition, it states that evidence-based analysis leads
to decisions with greater objectivity and confidence.
QMP 7 Relationship Management
Statement
For sustained success, organizations manage their relationships with interested parties, such as
suppliers.
Rationale
Interested parties influence the performance of an organization. Sustained success is more likely
to be achieved when an organization manages relationships with its interested parties to
optimize their impact on its performance. Relationship management with its supplier and partner
network is often of particular importance.
QMP 8 Mutually Beneficial Supplier Relationships
An organization and its suppliers are interdependent and a mutually beneficial relationship
enhances the ability of both to create value.
Change: This principle has expanded from supplier relationship to relations with interested
parties. The revised principle states the supplier and partner network is of particular importance,
but there can be other interested parties. For example, the draft ISO 9001:2015, clause 4.2,
identifies possible interested parties as direct customers, end users, suppliers, distributors,
retailers, and regulators.
Note: For more information on the current quality management principles, see our May 2013 and
June 2013 newsletters. These newsletters describe the eight principles, as well as, their benefits
and application.