multiple improvement cycles will probably also consider the
other as defined by your organisation.
With the NEXES
unique approach to the process approach are processes identified to
meet the demand, outputs and requirements of the various
stakeholders. The processes are mapped to determine the inputs,
outputs, resources, functions, and interaction with other processes,
associated risks, requirements and applicable process measurables to
monitor process performance.
analysed to determine value creation processes as an example in key
business processes, business processes, management processes,
monitoring processes and support processes. This is especially
useful for business managers to make the appropriate decisions
within their businesses for growth, resource allocation,
determination of support structures and setting of objectives and
targets. The use of subject matter experts are recommended (if not
available within your or our organisation) as they can contribute
significantly in the analysis and development of the processes.
Your business has
now the foundation and opportunity for sustainability and growth and
you and your management team the understanding to use your
organisations potential in making a beneficial difference.
reviewed for applicability to satisfy the international requirements
(ISO requirements) and management system developed around your
current structures and only if absolutely necessary during
definition of your stakeholders processes will new processes be
developed and deployed.
system is developed using the PDCA (plan, do, act, check)
methodology as advocated in the ISO standards.
Plan: establish the objectives and processes necessary to deliver results
in accordance with customer requirements and organisational
Do: implement these processes
monitor and measure these processes and product against policies,
objectives and requirements for the product and report the results.
Act: take actions to continually improve process performance
It is mostly seen
by most organisations and its management that a quality, health and
safety or environmental management system should operate separately
to the business management model, this is absolutely not true, in
order to make the business sustainable, ensuring your ISO model is
workable it must be integrated into your daily functions and
structures of doing business.
and guidelines specified in the ISO standards makes good business
sense and if properly understood and deployed can make a
considerable contribution to your business growth and
sustainability. Ultimately, what all businesses aim for in
increasing the profit margin.
worldwide realise the benefits of implementing ISO models and seek
certification to verify its effectiveness, in other industries
certification to an ISO standard is also mandatory prior to business
ISO survey results
ISO Survey of Certifications – 2007
this objective and have extensive experience and knowledge in
integrating these systems that makes the system work for you.
We believe in
sustainable development ensuring minimum support is required from
NEXES after a management system has been developed and implemented.
Our unique approach ensures current processes and principles are
used during the design and development resulting in a workable
management system within your current business structures.
organisational processes or problematic processes can be redesigned
to add value to your organisation or to achieve specific outputs and
A major role player
in any organisations performance is the performance of their
suppliers, although it is mandatory in many business sectors that a
supplier must be ISO certified in order to do business, is in many
cases not enough to ensure the suppliers performance supports your
It is therefore
very important to manage your suppliers, in addition to just monitor
the performance of your supply base it may be necessary to ensure
that the suppliers business principles and processes supports your
organisational expectation. It is these expectations and specified
practices that will allow your organisation to have the edge over
your competition. It is almost as an extension of your own approach
to your business processes.
In many cases
organisations are only focused on legal compliance of their
suppliers but loose sight of what is actually required to support
the primary function of their business in making money and
satisfying their stakeholders.
Legal compliance is
almost an expectation as this should be governed by the country of
operation and by validating their safety policy or having written
confirmation of their commitment to comply to applicable regulations
and legislation should be enough for you as a customer ensuring
compliance yourself, except where legal compliance is key to your
business performance. This will obviously depends on the applicable
laws of your country of operation.
It will obviously
be your duty in insisting that a supplier rectifies any condition
that you are aware of that is in contravention of law and depending
on the legislation possibly reporting this to the appropriate
NEXES will analyse
your business needs and with the support of our unique business
process approach identify the key elements and requirements
applicable to your suppliers that are essential tools to ensure
their performance of their processes support your organisations
expectations. Emphasis must be given to the requirements of your
supplier’s product realisation processes as these are key processes
in ensuring your expectations are met.
It is always
advisable to split your suppliers into risk categories based on the
risks they pose on financial, product or service quality,
environmental, health and safety related issues. The approach and
execution will be determined by these risks.
are then documented in a format that can be distributed to the
supply chain and if required training provided to clarify the intent
and processes of the requirements.
This process must
be included in the purchasing process ensuring compliance to these
specific requirements before placement of business.
monitored based on the performance and performance indicators that
might have been included in step 1. It is always advisable to
introduce a benchmarking system for your suppliers in order for them
to review their performance against their competition or industry.
When certain key
elements or performance criteria’s is not met by the supply base,
certain consequences to the supplier should be effective in the form
of penalties, re-grading, hold new business etc.
evaluations or in the case of persistent underperformance of
performance indicators must be held with suppliers, during these
evaluation of compliance suppliers are assed to the requirements
specified in step 1 that will result in a gap analysis,
opportunities for improvement and recommendation for compliance.
A grading system
should determine the level of compliance and the frequency of
evaluations in order to be systematic and consistent with the
purchasing process are streamlined and cost savings can be realised
if decisions made during the purchasing process are based on ongoing
performance and performance trends of suppliers.
NEXES can provide
complete solutions or assist your organisation in the design and
development, installation and maintenance of these processes.
There are 2 types
of audits performed by NEXES, organisational/ customer base specific
audits may be performed if so required by the client.
1. An audit to
determine if an organisation meet the intent and minimum
requirements of an ISO standard or a combination thereof. You will
receive a professional audit, resulting in a gap analysis,
identifying the severity of the gaps of your system with major,
minor, OFI (opportunity for improvement) and various recommendations
of how to close these gaps. The duration of the audit is determined
on the size of the organisation.
2. This audit is based
on the unique process approach utilised by NEXES Business Solutions
and Consultants, based on the stakeholders will your processes
required to run your business be determined, processes mapped and
analysed, requirements, its risks and severity of the risks
identified and then an audit performed against the ISO standard
elements applicable to individual processes resulting in a gap
analysis, major, minor, OFI (opportunity for improvement) and
various recommendations of how to close these gaps.
The duration of this audit will be determined by the size of an organisation and a visit by NEXES representative to determine the potential
processes and complexity of the business structures and