Titanic Failures
It
is our strong recommendation that organization do not make changes to
their quality management systems until the formal standard is released
in 2015.
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| White Star Line: Titanic |
The
story of the Titanic is amazing and great movie. So many things could
and do go wrong and have such cataclysmic effects. When you look deeply
into the story and history of the Titanic, the question surfaces, "What
were they thinking?" Here are just a few of the things that went wrong
some you may know, some you may find quite prophetic as you and your
organization plan for the ISO 9001:2015 transition.
-Only 20 lifeboats.
-Compliant with code for a 10,000 ton ship, there was no documented code for a ship of 46,000 tons like the Titanic.
-There was only 6 - 7 hours of testing and never at any testing at top speed for maneuvering.
-Life safety training only involved lowering two life boats, giving an inaccurate time of evacuation.
-Binoculars and Searchlights were in short supply.
-State of the art Marconi wireless telegraph system had just a few people trained to operate and/or receive messages.
-There
was a fire in the coal bunker that started just prior to the voyage and
took several days to extinguish. It is believed the fire may have
weakened part of the ship's hull, which aided in the sinking.
-Four cautionary warnings of ice were received between one to six hours prior to the collision.
So why all the statistics and the history lesson? It's in the history that we learn what mistakes not to make.
The
ISO 9001:2015 standard has gone to great lengths to encourage an
organization to take a long hard look at what the risks and
opportunities are and then to proactively respond to them. Section 6 of
the ISO standard ties all risk and opportunity assessments together into
the planning process for mitigation or continual improvement. We can no
longer only look within our organization for threats and opportunities
for advancement; we must also look at the empirical data that surrounds
our context for avenues of success.
The
very first requirement of section 6, requires organizations to include
issues (Risks and Opportunities) identified in 4.1, understanding the
organization and its context and 4.2 needs and expectations, or
interested parties in their quality management system planning. If you
had been on the board of directors for the White Star Line, the creators
of the Titanic, what would have gone into your planning process?
6.1.1
a) Would 6-7 hours of testing at partial speed given you the assurance
that your organization could achieve its intended results? The assurance
the ship would safely arrive?
6.1.1
b) Would 20 lifeboats although very much compliant with the "Codes and
Standards" of the day, met your criteria to prevent, or reduce,
undesired effects?
6.1.1 c) Would the revolutionary Marconi wireless telegraph system have shown evidence of achieving continual improvement?
What
would you and your organization have done differently, given the
opportunity? What would your strategic plan for success have addressed?
6.1.2
a) Would you have taken actions to address these risks and
opportunities, maybe purchased a few more binoculars and search lights?
6.1.2 b) Would you have delayed the launch to integrate, implement and evaluate the effectiveness of the lifesaving protocols?
Any
one singular action take to address the known risks would have either
decreased the number of lives lost or could have potentially prevented
the collision with the iceberg altogether. Section 6.1 closes out the
section on Quality Management System Planning with a wonderfully freeing
statement. "Actions taken to address risk and opportunities shall be
proportionate to the potential impact on the conformity of products and
service".
You
may feel your organization is just waiting for an iceberg to come
floating along and all is lost. However, all is not lost, yet; can you
take just one small step today? Start by identifying the biggest risk
and begin to address it. Find the easiest risk to correct and address
it.
Prior
to the voyage, if the Titanic had adequate equipment and supplies,
proper testing and training, cautionary warnings heeded and safety plans
practiced, many lives could have been saved. If the voyage had been
delayed to extinguish the fire in the coal bunker of the Titanic, the
great movie may have had a much different ending!
The
ISO 9001:2015 standard is only asking you to assess and address those
things that could sink you and your organization, to ensure a desired
ending.
ISO 2015 Life Preservers-On Sale Now
Woody Conway, ICH Lead Trainer
RABQSA Certified Lead Auditor
Woody Conway, ICH Lead Trainer
RABQSA Certified Lead Auditor
