Annex SL - Revision history

Designing Buildings at 07:00, 21 December 2020

2020-12-21T07:00:01Z

← Older revision		Revision as of 07:00, 21 December 2020
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	--[[User:ConSIG_CWG\|ConSIG CWG]] 13:40, 05 Jan 2019 (BST)		--[[User:ConSIG_CWG\|ConSIG CWG]] 13:40, 05 Jan 2019 (BST)

−	~~= Find out more =~~	+	= Related articles on Designing Buildings Wiki =
−		+
−	=== Related articles on Designing Buildings Wiki ===	+

	* CDM Regulations: a quality perspective.		* CDM Regulations: a quality perspective.
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	* Quality culture and behaviours.		* Quality culture and behaviours.

−	[[Category:~~Publications_/_reports~~]] [[Category:~~Standards_~~/~~_measurements~~]] [[Category:~~DCN_Standard~~]]	+	[[Category:DCN_Commentary]] [[Category:DCN_Definition]] [[Category:DCN_Report]] [[Category:Publications_/_reports]] [[Category:Standards_/_measurements]]

Designing Buildings at 07:32, 9 April 2019

2019-04-09T07:32:07Z

← Older revision		Revision as of 07:32, 9 April 2019
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	Original article written by Keith Hamlyn, reviewed by Tony Hoyle and Mike Buss on behalf of the Chartered Quality Institute Construction Special Interest Group, and authorised for publication by the Competency Working Group on 5 May 2018.		Original article written by Keith Hamlyn, reviewed by Tony Hoyle and Mike Buss on behalf of the Chartered Quality Institute Construction Special Interest Group, and authorised for publication by the Competency Working Group on 5 May 2018.

−	--[[User:~~ConSIG CWG~~\|ConSIG CWG]] 13:40, 05 Jan 2019 (BST)	+	--[[User:ConSIG_CWG\|ConSIG CWG]] 13:40, 05 Jan 2019 (BST)

	= Find out more =		= Find out more =
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	* Structural steelwork: a quality perspective.		* Structural steelwork: a quality perspective.
	* Why should quality be important to the construction industry?		* Why should quality be important to the construction industry?
		+	* Quality culture and behaviours.

−	[[Category:Publications_/_reports]] [[Category:Standards_/_measurements]]	+	[[Category:Publications_/_reports]] [[Category:Standards_/_measurements]] [[Category:DCN_Standard]]

ConSIG CWG at 13:40, 5 January 2019

2019-01-05T13:40:08Z

← Older revision		Revision as of 13:40, 5 January 2019
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	Original article written by Keith Hamlyn, reviewed by Tony Hoyle and Mike Buss on behalf of the Chartered Quality Institute Construction Special Interest Group, and authorised for publication by the Competency Working Group on 5 May 2018.		Original article written by Keith Hamlyn, reviewed by Tony Hoyle and Mike Buss on behalf of the Chartered Quality Institute Construction Special Interest Group, and authorised for publication by the Competency Working Group on 5 May 2018.

−	--[[User:~~Consigcwg~~\|~~Consigcwg~~]]	+	--[[User:ConSIG CWG\|ConSIG CWG]] 13:40, 05 Jan 2019 (BST)

	= Find out more =		= Find out more =

Designing Buildings at 12:48, 10 July 2018

2018-07-10T12:48:38Z

← Older revision		Revision as of 12:48, 10 July 2018
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	Original article written by Keith Hamlyn, reviewed by Tony Hoyle and Mike Buss on behalf of the Chartered Quality Institute Construction Special Interest Group, and authorised for publication by the Competency Working Group on 5 May 2018.		Original article written by Keith Hamlyn, reviewed by Tony Hoyle and Mike Buss on behalf of the Chartered Quality Institute Construction Special Interest Group, and authorised for publication by the Competency Working Group on 5 May 2018.
		+
		+	--[[User:Consigcwg\|Consigcwg]]
		+
		+	= Find out more =
		+
		+	=== Related articles on Designing Buildings Wiki ===
		+
		+	* CDM Regulations: a quality perspective.
		+	* Change control: a quality perspective.
		+	* Design freeze: a quality perspective
		+	* How to Write an Inspection and Test Plan.
		+	* Inspection and Test Plan.
		+	* Lifts and Escalators: A Quality Perspective.
		+	* Mobilisation to site: a quality perspective.
		+	* Structural steelwork: a quality perspective.
		+	* Why should quality be important to the construction industry?

	[[Category:Publications_/_reports]] [[Category:Standards_/_measurements]]		[[Category:Publications_/_reports]] [[Category:Standards_/_measurements]]

Consigcwg at 15:00, 4 June 2018

2018-06-04T15:00:02Z

← Older revision		Revision as of 15:00, 4 June 2018
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−	~~= --[[User:Consigcwg\|Consigcwg]] 09:27, 30 May 2018 (BST) =~~
−
	= Summary =		= Summary =

Consigcwg at 08:27, 30 May 2018

2018-05-30T08:27:27Z

← Older revision		Revision as of 08:27, 30 May 2018
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		+	= --[[User:Consigcwg\|Consigcwg]] 09:27, 30 May 2018 (BST) =
		+
	= Summary =		= Summary =

Consigcwg at 11:10, 28 May 2018

2018-05-28T11:10:56Z

← Older revision		Revision as of 11:10, 28 May 2018
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	ii. ISO 44001: Collaborative working is a process that follows a definite path from the start of a relationship until its end. Although some aspects of Annex SL were straightforward to define (document control as an instance), fitting the process into the specification was very difficult and has been well accomplished.		ii. ISO 44001: Collaborative working is a process that follows a definite path from the start of a relationship until its end. Although some aspects of Annex SL were straightforward to define (document control as an instance), fitting the process into the specification was very difficult and has been well accomplished.

−	= Implementing a management system - ~~The~~ pathway =	+	= Implementing a management system - the pathway =

	The hard work is done at the outset. An organisation will need to recognise that the thrust of the specification has changed. The guiding principle is the management of its affairs so as to maximise its bottom line and reduce risk, both financially and reputationally. To this end, the senior management team must consider the following simple questions:		The hard work is done at the outset. An organisation will need to recognise that the thrust of the specification has changed. The guiding principle is the management of its affairs so as to maximise its bottom line and reduce risk, both financially and reputationally. To this end, the senior management team must consider the following simple questions:

Consigcwg at 11:09, 28 May 2018

2018-05-28T11:09:15Z

← Older revision		Revision as of 11:09, 28 May 2018
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	=== Table 2 - Some of the factors that can affect risk ===		=== Table 2 - Some of the factors that can affect risk ===

−	[[File:~~Annex SL Table2~~.png]]	+	[[File:Annex_SL_Table2.png\|link=File:Annex_SL_Table2.png]]

	There are many processes for undertaking risk assessment. One of the most suitable is the Failure Mode and Effect Analysis (FMEA). Criticality can be introduced also. This will allow the organisation to rank its risks and then decide what actions to take to militate against them causing actual financial or reputational harm. The process below has been developed from ISO 9001:2015, together with BS 31000:2009, at the revisions that were extant at the time of writing.		There are many processes for undertaking risk assessment. One of the most suitable is the Failure Mode and Effect Analysis (FMEA). Criticality can be introduced also. This will allow the organisation to rank its risks and then decide what actions to take to militate against them causing actual financial or reputational harm. The process below has been developed from ISO 9001:2015, together with BS 31000:2009, at the revisions that were extant at the time of writing.

−	[[File:~~Annex SL Diag 1~~.png]]	+	[[File:Annex_SL_Diag_1.png\|link=File:Annex_SL_Diag_1.png]]

	Having determined the risks and planned to meet them – or not if the probability or effect is not sufficient to warrant action – the organisation can set up appropriate objectives for the business. These should not be set for ever and a day but be practical and achievable working objectives. The process below may help.		Having determined the risks and planned to meet them – or not if the probability or effect is not sufficient to warrant action – the organisation can set up appropriate objectives for the business. These should not be set for ever and a day but be practical and achievable working objectives. The process below may help.

−	[[File:~~Annex SL Diag 2~~.png]]	+	[[File:Annex_SL_Diag_2.png\|link=File:Annex_SL_Diag_2.png]]

	The rest is, of course, plain sailing. All that is needed now is to describe the arrangements that the organisation will be working to in order to meet the objectives that is has set for itself. The requirements from ISO 9001:2015 are shown in the diagram below:		The rest is, of course, plain sailing. All that is needed now is to describe the arrangements that the organisation will be working to in order to meet the objectives that is has set for itself. The requirements from ISO 9001:2015 are shown in the diagram below:

−	[[File:~~Annex SL Diag 3~~.png]]	+	[[File:Annex_SL_Diag_3.png\|link=File:Annex_SL_Diag_3.png]]

	With the exceptions discussed above, all of the descriptions above are common to all management specifications that are prepared to meet Annex SL, recalling that in some specifications, some aspects that are discipline-centric may appear in clauses other than clause 8 – Operation. What this demonstrates is that the basic arrangements can be made common to all disciplines, with only certain elements being discipline-centric.		With the exceptions discussed above, all of the descriptions above are common to all management specifications that are prepared to meet Annex SL, recalling that in some specifications, some aspects that are discipline-centric may appear in clauses other than clause 8 – Operation. What this demonstrates is that the basic arrangements can be made common to all disciplines, with only certain elements being discipline-centric.
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	The detail from ISO 001:2015 for clause 8 is shown below for completeness. Readers with interests in other specifications should refer to those documents. Note also that clause 9 – “Performance Evaluation” and clause 10 – “Improvement” are shown in this diagram, although they are common to all specifications.		The detail from ISO 001:2015 for clause 8 is shown below for completeness. Readers with interests in other specifications should refer to those documents. Note also that clause 9 – “Performance Evaluation” and clause 10 – “Improvement” are shown in this diagram, although they are common to all specifications.

−	[[File:~~Annex SL Diag 4~~.png]]	+	[[File:Annex_SL_Diag_4.png\|link=File:Annex_SL_Diag_4.png]]

	Finally, Annex SL places considerable emphasis on the role of “Top Management”. There is a clear indication that this means that the most senior staff in an organisation have to take personal responsibility for completing certain tasks, mainly by doing them themselves. The specifications that have been developed make it very clear that those managing the organisation must be personally involved. Simply signing the Quality charter, for instance, is not sufficient. This means that specifications are for directly managing organisations and that they are not an add-on accessory that is wheeled out when an assessor arrives.		Finally, Annex SL places considerable emphasis on the role of “Top Management”. There is a clear indication that this means that the most senior staff in an organisation have to take personal responsibility for completing certain tasks, mainly by doing them themselves. The specifications that have been developed make it very clear that those managing the organisation must be personally involved. Simply signing the Quality charter, for instance, is not sufficient. This means that specifications are for directly managing organisations and that they are not an add-on accessory that is wheeled out when an assessor arrives.

Consigcwg at 11:07, 28 May 2018

2018-05-28T11:07:36Z

← Older revision		Revision as of 11:07, 28 May 2018
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	As a consequence, Guide 83 was issued. However, this was a guide and, in 2011, Annex SL was adopted formally. All management specifications issued after this date follow this pattern.		As a consequence, Guide 83 was issued. However, this was a guide and, in 2011, Annex SL was adopted formally. All management specifications issued after this date follow this pattern.

−	The core text on Annex SL has ten high-level clauses, as shown in Table 1 (below)	+	The core text on Annex SL has ten high-level clauses, as shown in Table 1 below.

	=== Table 1 – Clauses of Annex SL ===		=== Table 1 – Clauses of Annex SL ===
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	This means that it is necessary to identify those interested parties that may affect the way in which the organisation works. Table 2 below includes some of these factors that can affect risk.		This means that it is necessary to identify those interested parties that may affect the way in which the organisation works. Table 2 below includes some of these factors that can affect risk.

−	[[~~w/index.php?title=Special~~:~~Upload&wpDestFile=Clip_image002~~.png\|[]~~]Insert table 2~~]	+	=== Table 2 - Some of the factors that can affect risk ===
		+
		+	[[File:Annex SL Table2.png]]

	There are many processes for undertaking risk assessment. One of the most suitable is the Failure Mode and Effect Analysis (FMEA). Criticality can be introduced also. This will allow the organisation to rank its risks and then decide what actions to take to militate against them causing actual financial or reputational harm. The process below has been developed from ISO 9001:2015, together with BS 31000:2009, at the revisions that were extant at the time of writing.		There are many processes for undertaking risk assessment. One of the most suitable is the Failure Mode and Effect Analysis (FMEA). Criticality can be introduced also. This will allow the organisation to rank its risks and then decide what actions to take to militate against them causing actual financial or reputational harm. The process below has been developed from ISO 9001:2015, together with BS 31000:2009, at the revisions that were extant at the time of writing.

−	[~~Insert diagram~~]	+	[[File:Annex SL Diag 1.png]]

	Having determined the risks and planned to meet them – or not if the probability or effect is not sufficient to warrant action – the organisation can set up appropriate objectives for the business. These should not be set for ever and a day but be practical and achievable working objectives. The process below may help.		Having determined the risks and planned to meet them – or not if the probability or effect is not sufficient to warrant action – the organisation can set up appropriate objectives for the business. These should not be set for ever and a day but be practical and achievable working objectives. The process below may help.

−	[~~Insert diagram~~]	+	[[File:Annex SL Diag 2.png]]

	The rest is, of course, plain sailing. All that is needed now is to describe the arrangements that the organisation will be working to in order to meet the objectives that is has set for itself. The requirements from ISO 9001:2015 are shown in the diagram below:		The rest is, of course, plain sailing. All that is needed now is to describe the arrangements that the organisation will be working to in order to meet the objectives that is has set for itself. The requirements from ISO 9001:2015 are shown in the diagram below:

−	[~~Insert diagram~~]	+	[[File:Annex SL Diag 3.png]]

	With the exceptions discussed above, all of the descriptions above are common to all management specifications that are prepared to meet Annex SL, recalling that in some specifications, some aspects that are discipline-centric may appear in clauses other than clause 8 – Operation. What this demonstrates is that the basic arrangements can be made common to all disciplines, with only certain elements being discipline-centric.		With the exceptions discussed above, all of the descriptions above are common to all management specifications that are prepared to meet Annex SL, recalling that in some specifications, some aspects that are discipline-centric may appear in clauses other than clause 8 – Operation. What this demonstrates is that the basic arrangements can be made common to all disciplines, with only certain elements being discipline-centric.
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	The detail from ISO 001:2015 for clause 8 is shown below for completeness. Readers with interests in other specifications should refer to those documents. Note also that clause 9 – “Performance Evaluation” and clause 10 – “Improvement” are shown in this diagram, although they are common to all specifications.		The detail from ISO 001:2015 for clause 8 is shown below for completeness. Readers with interests in other specifications should refer to those documents. Note also that clause 9 – “Performance Evaluation” and clause 10 – “Improvement” are shown in this diagram, although they are common to all specifications.

−	[~~Insert diagram~~]	+	[[File:Annex SL Diag 4.png]]

	Finally, Annex SL places considerable emphasis on the role of “Top Management”. There is a clear indication that this means that the most senior staff in an organisation have to take personal responsibility for completing certain tasks, mainly by doing them themselves. The specifications that have been developed make it very clear that those managing the organisation must be personally involved. Simply signing the Quality charter, for instance, is not sufficient. This means that specifications are for directly managing organisations and that they are not an add-on accessory that is wheeled out when an assessor arrives.		Finally, Annex SL places considerable emphasis on the role of “Top Management”. There is a clear indication that this means that the most senior staff in an organisation have to take personal responsibility for completing certain tasks, mainly by doing them themselves. The specifications that have been developed make it very clear that those managing the organisation must be personally involved. Simply signing the Quality charter, for instance, is not sufficient. This means that specifications are for directly managing organisations and that they are not an add-on accessory that is wheeled out when an assessor arrives.
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	This article set out to explain the structure of Annex SL and its interpretation into the specifications that ISO has published. It has also provided a pathway to success for those organisations wishing to implement management systems to meet the requirements of one or more specifications as a fully integrated set of arrangements to protect reputation as well as profit margins.		This article set out to explain the structure of Annex SL and its interpretation into the specifications that ISO has published. It has also provided a pathway to success for those organisations wishing to implement management systems to meet the requirements of one or more specifications as a fully integrated set of arrangements to protect reputation as well as profit margins.

−	~~[[Category:Articles_needing_more_work]]~~ [[Category:Publications_/_reports]] [[Category:Standards_/_measurements]]	+	Original article written by Keith Hamlyn, reviewed by Tony Hoyle and Mike Buss on behalf of the Chartered Quality Institute Construction Special Interest Group, and authorised for publication by the Competency Working Group on 5 May 2018.
		+
		+	[[Category:Publications_/_reports]] [[Category:Standards_/_measurements]]

Consigcwg at 13:57, 16 May 2018

2018-05-16T13:57:34Z

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