ISO 9001:2015 Clause 7.1.6 refers to “Organizational Knowledge,” emphasizing the importance of understanding, managing, and utilizing the specific knowledge required for effective operation and achieving product and service conformity.
What is Clause 7.1.6 Organizational Knowledge
This clause requires the organization to determine the knowledge necessary to operate its processes and to achieve conformity of products and services. This knowledge must be maintained and made available to the extent required. The organization should also consider its current knowledge and determine how to acquire or access the necessary additional knowledge when addressing changing needs and trends.
What Does Organizational Knowledge Mean?
- Determining Necessary Knowledge: The organization must identify the knowledge critical for operating its processes and ensuring products/services meet requirements.
- Maintaining and Accessing Knowledge: This knowledge should be preserved and made available to those who require it. Ensuring that employees have access to the necessary information and expertise to carry out their roles effectively is essential.
- Adapting to Changing Needs: When organizational needs or external trends change, the company must review its existing knowledge and determine how to either acquire or access new knowledge. This process involves evaluating the current information base and considering how to obtain any additional or updated knowledge required to meet new demands or adapt to changes in the industry.
- Importance of Organizational Knowledge: It’s essential to recognize that this knowledge is the repository of information and insights gained over time. It is invaluable for meeting objectives, improving processes, and driving organizational innovation.
Types of Organizational Knowledge: Organizational knowledge can be sourced internally and externally.- Internal Sources: Experience, lessons from successes and failures, improvements, undocumented knowledge, and other intellectual property within the organization.
- External Sources: Standards, academia, conferences, customer insights, and knowledge gained from external providers.
Example of Organizational Knowledge in Manufacturing
Precision Parts Manufacturing Co. produces high-precision components for the automotive industry. The company has been in operation for over 30 years and has developed a wealth of organizational knowledge critical to its success.
Implementation at Precision Parts Manufacturing Co.
- Identification of Critical Knowledge
- Process Expertise: The company identified the crucial role of specific knowledge about its proprietary machining processes, tooling setups, and material handling procedures.
- Product Specifications: Detailed knowledge of product specifications, tolerances, and quality standards required by their automotive clients was documented.
- Regulatory Requirements: Compliance with industry-specific regulations and standards was considered critical organizational knowledge.
- Documentation and Sharing
- Standard Operating Procedures (SOPs): Detailed SOPs were created for all critical processes. These SOPs include step-by-step instructions, best practices, and troubleshooting tips.
- Knowledge Repositories: A centralized digital repository was established to store all necessary documents, including SOPs, training manuals, product specifications, and regulatory guidelines. This repository is accessible to all relevant employees.
- Regular Updates: Procedures were established to update the documentation regularly based on new learnings, technological advancements, and employee feedback.
- Training and Development
- Onboarding Programs: New employees underwent comprehensive onboarding programs, including training on company-specific processes, quality standards, and safety protocols.
- Ongoing Training: Regular training sessions were conducted to keep employees updated on new technologies, process improvements, and regulatory changes. This included workshops, seminars, and e-learning modules.
- Mentorship Programs: Experienced employees were paired with newer employees in mentorship programs to facilitate the transfer of tacit knowledge and practical insights gained from years of experience.
- Retention of Knowledge
- Cross-Training: Employees were cross-trained in multiple roles to ensure critical knowledge was not siloed within specific individuals. This also helped maintain productivity in case of absences or turnover.
- Succession Planning: The company implemented succession planning to ensure that key positions could be filled by internal candidates who already possessed the necessary knowledge and skills.
- Continuous Improvement
- Feedback Mechanisms: Regular feedback was solicited from employees to identify gaps in knowledge and opportunities for improvement. This feedback was used to update training programs and documentation.
- Lessons Learned: After significant projects were completed or new processes introduced, “lessons learned” sessions were held to capture valuable insights and incorporate them into the organizational knowledge base.
Example in Practice:
When Precision Parts Manufacturing Co. decided to introduce a new machining process for a high-precision component, they leveraged their organizational knowledge to ensure a smooth implementation.
- Initial Assessment: The engineering team conducted an initial assessment to understand the new process’s requirements and potential challenges. They referred to previous project reports and lessons learned from similar initiatives.
- Training: Based on the documented knowledge, detailed training programs were developed. Employees underwent training sessions that included theoretical knowledge and hands-on practice with the new machinery.
- Documentation: The process was meticulously documented, including machine setup parameters, material specifications, and quality control checkpoints. This documentation was added to the central repository.
- Monitoring and Feedback: During the initial production runs, the process was closely monitored, and feedback was collected from the operators. Any deviations or issues were promptly addressed, and the documentation was updated accordingly.
- Knowledge Sharing: The production team held regular meetings to share insights and best practices. This ensured that the knowledge gained from the new process was disseminated throughout the organization.
By systematically managing and leveraging organizational knowledge, Precision Parts Manufacturing Co. successfully implemented the new machining process, maintained high-quality standards, and effectively met customer requirements. This example highlights the importance of organizational knowledge in driving continuous improvement and operational excellence in manufacturing.
ISO 9001:2015 Clause 7.1.6 Organizational knowledge
Clause 7.1.6 Organizational knowledge is about maintaining, sharing, and continuously updating organizational knowledge. Companies can retrain valuable process information and better adapt to changes, innovate, and enhance efficiency, quality, and competitiveness in the process.
