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ISO 9001: 2000 AND MANAGING
CHANGE IN A SOUTH
AFRICAN LAW FIRM LIBRARY
Olwyn Garratt
16 August 2007
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Reasons for this presentation
▲ Information
services do not escape the
scrutiny of the auditors
▲ Recognition of areas in which I fail to
address the key requirements of ISO 9001
▲ Usefulness of the ISO principles in driving
change
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… a work in progress
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ISO 9000: Quality management
▲
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Origins in UK manufacturing standard
BS 5750
ISO 9000 published 1987
Revised 1994, 2000
Documentation and record-keeping to show
procedures are followed
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ISO 9001: 2000 Systems requirements
▲ Customer
focus
▲ Leadership
▲ Involvement of people
▲ Process approach
▲ System approach to management
▲ Continual improvement
▲ Factual approach to decision making
▲ Mutually beneficial supplier relationships
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Areas of practice
– Corporate and
Commercial
– Commercial Property
– Competition
– Employment and
Pensions
– Environment
– Financial Services
– Litigation
– Tax
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Industry focus
– Mining and Resources
– Chemicals and
Pharmaceuticals
– Telecommunications
– Construction and
engineering
– Project Finance
– Infrastructure
– Power and Energy
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BDH library
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Access to digital collections
Internet
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Legal information services
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…a matter of perspective
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First ISO audit
- based on the legacy process
▲ Identify
user needs
▲ Source the required information
▲ Catalogue maintenance
▲ Material storage
▲ Use of library
▲ Circulation & dissemination of information
▲ Related activities
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How do you know you are
providing what the users
require?
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Second ISO audit
- based on library competencies
of information resources –
including acquisition, organisation,
dissemination and collection development
▲ Information alerting services
▲ Reference and research requests
▲ User training
▲ Knowledge management
▲ Management
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Attempt to build operational flow
PRESSURE TO SECURE RELEVANT INFORMATION
ORGANISATION
ACQUISITION
Identification
of sources &
suppliers
Orders &
payments
Classification,
indexing &
cataloguing
Resource
Maintenance
Stock taking &
weeding
REVIEW
DISSEMINATION
Book issues &
journal circulation
Customer
feedback
Collection
development
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Breaking the impasse
NORTHUMBRIA 7
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THE PDCA CYCLE
PLAN
Policy Objectives
Processes
Customer requirements
DO
Implement
processes
CHECK
Monitor & measure
processes
Report results
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ACT
Take corrective
actions
Continuous
improvement
Decide what you do
Document what you do
Then do what you have documented
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PDCA in the BDH library
▲ Decide
which objectives can be measured
▲ Determine the metrics
▲ Measure performance against the metric
▲ Analyse findings and take corrective action
▲ Feed this back into the plan
Document everything
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Making a start - Objectives
▲ Satisfy
user requirements
▲ Identify why users fail to find material
▲ Define the criteria I apply to acquisition of
material
▲ Define the filters to ensure busy
practitioners are not overloaded with
irrelevant material
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Making a start - Metrics
▲ 80%
general requests satisfied same day
▲ 90%
of invoices processed same day
▲ Expenses
within budget each quarter
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PROVIDE RELIABLE ACCESS TO ACCURATE AND CURRENT
LEGISLATION, CASE LAW AND RELATED INFORMATION
PLAN
• Accuracy and currency of information
resources;
• Accessibility of source material 24/7
• Strategy to obtain material not available inhouse
DO
• Create communication
portal to establish user
requirements;
• Manage alerting services
to keep users up to date
with relevant information
• Train users to use
resources effectively
ACT
Take corrective action
on findings of user
feedback
SATISFY 80% OF
USER REQUESTS
SAME DAY
CHECK
User feedback on range, value and
accessibility of information resources
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Library rating form
- first draft
▲ There
is adequate communication with the
library
▲ I handle your requests promptly
▲ I handle your requests attentively
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Library rating form
- suggested improvements
▲I
am accessible
▲ I listen to what you have to say
▲ I anticipate
▲ I understand your business
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Library rating, July 2007
Library Rating July 2007
90
I am thorough in my approach to my
work
I show creativity in addressing your
requirements
80
I am accessible
70
I listen well to what you have to say
60
I deliver fast turnaround
50
40
I keep you sufficiently informed on
progress of your requests
30
I don't wait for you to initiate everything: I
anticipate
20
I have a good understanding of what you
do
10
I am up to date on what is happening in
your business
0
Percentage of Optimum Mark
I have made you more effective at what
you do
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Interpreting the user survey
“I understand your business”
[30% strongly agree, 30% somewhat
agree, 30% undecided]
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Corrective action
▲ Attend
more departmental meetings
▲ Attend training sessions and read the
books that the practitioners buy
▲ Read business press, company news
▲ Suggest I am copied on departmental
research
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How does this model drive change?
▲ It
addresses the question posed at the first ISO
audit:
How do you know you are providing what the users require?
▲ It
provides data that I can work with
▲ It views the problem in such a way that corrective
action can be taken
▲ It embraces the 8 principles of ISO 9001
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Reminder - ISO 9001 Principles
▲ Customer
focus
▲ Leadership
▲ Involvement of people
▲ Process approach
▲ System approach to management
▲ Continual improvement
▲ Factual approach to decision making
▲ Mutually beneficial supplier relationships
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What I learnt in the process
▲ Managing
change is central to performance
improvement
▲ Sustaining change means having to accept
discomfort
▲ ISO 9001 where properly applied is a
diagnostic tool that points to lapses in quality
▲ ISO 9001 addresses failure in a positive way
▲ When I align BDH library management
closely with the enterprise strategy I take my
place on the team.
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We shall not cease from exploration
And the end of all our exploring
Will be to arrive where we started
And know the place for the first time
TS Eliot
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