Effortlessly Manage Your HVAC Invoice PDF for Quality Assurance

Hvac invoice pdf for Quality Assurance

We're going step by step through our ISO 9001 2015 free PDF checklist. We go clause by clause and talk about what we're looking for in iso 9001 2015 to help you implement your quality management systems this will be our top tips as we go through step by step our iso 9001 2015 free PDF checklist. Welcome to the Best Practice TV stay tuned. So let's get into this what we've got is this great free checklist on iso 9001 2015 that you can download I'm going to go clause by clause through this checklist and talk you through just some top tips and tricks and ideas of how you can address the requirement or what to look for in your organization to address what we're talking about so the first part of the checklist talks about context I'm just going to read the question then we're gonna have a quick chat about it "have you determined the external and internal issues that are relevant to your organization's purpose and the achievement of customer satisfaction and the organization's strategic direction" so what we're talking about over on the right hand side of the checklist is what documents or what reference material or what evidence would you present to prove that you're doing with that I've got three top things that you could look at the first would be is the business plan now I do stumble across lots of organizations that say oh we don't need a business plan and business plans are relevant well I think you might want to reconsider that opinion so definitely put forward your business plan we can help you with links to different templates on the internet that are free for business plans you can do a Google search but a business plan here because that's talking about your strategic direction the second thing here we would be probably looking for a big good idea to have is a SWOT analysis looking at your strengths weaknesses opportunities and threats and that will help you to address your internal and your external issues and at a very high level here we could also drop the SWOT analysis and a business plan out into a risk register so they'd be three things that we'd be looking for that events made specific to your organization to address that first question the second question "do you have a way of reviewing and monitoring these on a regular basis" now if you've got a business plan got a strategic process of strategic planning and execution in place in your organization I'd be highly recommending that you run on a quarterly basis and you have a management review meeting or a review of the business plan and the dashboard of Statistics to how your company is tracking on a quarterly basis so if you were to have those quarterly meetings, the strategic reviews and the strategic check-in for your business then you'd be meeting that requirement the third question here is saying "have you determined the needs and expectations of interested parties that are relevant to the quality management system" so here you could be looking at a stakeholder analysis maybe as a brainstorming exercise on a white border on some butchers paper looking at all the different stakeholders in your organization and what they're interested in what they're concerned about what you can do to make them happy what you can do to make them upset so doing a stakeholder analysis and then starting to identify any unique requirements that they've got and again dropping those into that risk register that we talked about a couple of questions back "has the scope of the quality management system being determined taking into account internal and external issues interested parties and products and services" so it is important to understand what is the scope now a lot of people get sort of they do get caught up and struggle with this particular requirement but let's just talk about your business plan you've got a business plan what part of your business or what parts of your business does your business plan relate to and so if it relates to the whole business then the scope here is the whole business so when we look at all aspects of the business and we look at all stakeholders involved in each stage in each process in each part in each geographical location we can start to do that analysis and identify all those issues where do we write those issues down again back in that risk register that we talked about at the beginning of this process "has your quality management system being established including the processes needed and their sequence and interaction" now a little process map that says you know sales and marketing and finance and operations and human resources for example or warehousing or supply or project management we've done that on a bunch of our different YouTube videos here you look at the process flow or the process map and having an understanding of how each of the parts of your business relate to each other and for into a logical sequence that's important to establish if that makes sense and "have the criteria for managing these being established together with responsibilities methods measurements and related performance indicators needed to ensure the effective operation and control" now if you go back a couple YouTube videos here on our Best Practice TV YouTube channel you'll see the process flow where we looked at each stage we looked at marketing sales finance operations and then we did the who what when where how and we developed that into a bit of a responsibilities matrix so it is important for each of the key processes that somebody is responsible now it could be one person or many and then each of the tasks that need to take place to keep your customers happy and deliver your services is outlined and becomes a responsibility as we move into the next part of the checklist we're talking about leadership and the first question is "has top management taking accountability for the effectiveness of the quality management system" now where we would typically see that happen is in the business plan where we've got commitments to the responsibilities and we've got the senior executive of the business committing to implementing the business plan and implementing the systems and processes required by that so the place to be writing that if you want to make that statement would be in your business plan and then running that through your performance management process where your performance manage everybody in the business including the executives and owners if you're a small or medium-sized business "have the policy and objectives for the system which are compatible with the strategic direction of the organization being established and communicated" now we'll jump to it later on in the checklist but what we look for here is a dashboard of statistics and then on that dashboard of statistics we look for some targets some goals some objectives so understanding what it is that you want to achieve as you've outlined in your strategic plan or your business plan and having those things captured so the business knows where's that where it's going here at best practice we've got our dashboard of statistics that it gets reported every Monday it goes up on the wall in all of our offices and our team can see how we're tracking from a performance perspective on thirty key statistics and they also know because we communicate it to them on those graphs we mark the graph with what our objective what our goal is where we want to take that those numbers or that particular statistic "have the objectives been established that relevant department and individual levels within the business" well of course here Best Practice the answer that question is yes there are 30 statistics that go across all the different six teams here at best practice what is your business do, do you have a dashboard of statistics have you identified the targets and have you broken those targets those numbers those things that people can manage themselves in they're part of the business that part of the business's performance that they are responsible for so you need to have the objectives being established at relevant Department and individual levels within the business so what evidence the checklist is asking to you what evidence you're going to show to prove that you do that" have the requirements for the quality management system being integrated into the business processes and have management promoted awareness of the process approach" now back in the first part of this video we talked about a risk register a risk register is really important as it identifies the issues or the things that can go wrong the things that you want to control so what we're saying there is have the requirements for the system being integrated into business processes now something can go wrong like you can upset a customer then what are you putting in place to prevent that and that's what we're implying here so what can you show or what can you present to prove that you've closed out or addressed that particular question "have customer requirements and applicable statutory and regulatory requirements being determined met and communicated within the organization" now that's quite a big question but what we're looking at in your process flow in your service provision in your project management in your manufacturing in the systems and processes and services and with the products that you provide to your customers what are the codes of practice what are the guidelines the industry standard the international standards the American standards Australian standards English standard European standards all the different standards that are out there what are the specific standards applicable to the services called products the your organization prepares and presents and sells ultimately and how does that apply so we're starting to look at process flow and what are the applications come now you could put that into your risk register so non-conformance with the standards or non-compliance with the standards will cause a problem out in the marketplace for your customers or for some of your stakeholders so it's important to identify that if it becomes an issue could be also included on your risk register "have the risks and opportunities that are relevant to the quality management system being established" now again back in the first part of this checklist I gave you a really simple approach which was a SWOT analysis and a risk register that would be the place that you'd start to identify the risks and opportunities relevant to your system well the SWOT analysis where we did strengths weaknesses opportunities and threats now what you're starting to see is that some of those simple things I'm recommending address a whole bunch of elements of the iso 9001 2015 standard "has the organization established and communicated the responsibilities and authorities for the effective operation of the system" and again we talked about who what when where and how now it might be that you've got one quality manager we've got one Systems Manager or you divest the responsibilities across the all the whole organization you you decentralized responsibility now it is important to be nominating in a job description or responsibility statement specific responsibilities around all aspects of the management system but equally all of the processes that need to be implemented to keep customers happy now in the next part of our iso 9001 2015 checklist we're moving into planning now this is in the true sense of the term business planning and it is obviously captured in that business plan that we talked to you know we talked to that point earlier in this presentation now "have the risks and opportunities that need to be addressed to give assurance that the quality system can achieve its intended results being established" we've talked about their risk register we talked about the SWOT analysis that's the evidence that completed risk register or that that constantly improving risk register and SWOT analysis that's going to be the reference and the evidence that you're going to present to prove that you've addressed that requirement "has the organization planned actions to address these risks and opportunities and integrated them into system processes" now this is the first time when we start to talk in more detail about controls we identify the risks we assess the priorities we talk about controls the things that we're going to do to prevent those issues coming to fruition so in that risk register we can start to nominate the controls and then obviously we can be going through the organization ensuring that we're doing those things on a regular basis to prevent those risks or threats coming to fruition or ensuring that we execute on the opportunities that we've got and the last part here to planning is "is there a defined process for the for the determining the need for changes to the quality management system and managing their implementation" now that's starting to unpack what your change management process is going to be now one lie to you here Best Practice we do struggle we're growing very very quickly we struggle with our change management process we make changes because we're very dynamic we're very flexible we're moving very quickly and what we've got to ensure is that we follow through and we give staff training that we communicate that we update our policies and processes and then we give our staff time to practice and learn the new processes and absorb and digest that information so "is there a process for the determining the need for changes to the quality management system and managing their implementations" so start thinking here about well what's your roll out process or your go live process or your change management process going to look like and what are the things that you need to tick off and ensure that when you do make changes in the business that everybody knows about it and then they gets better down and then it has a beneficial a beneficial impact on your performance now moving into the next part of the checklist we're talking about support and we've got a couple of questions here "has the organization determined and provided the resources needed for the establishment implementation maintenance and continual improvement of the system including people environmental and infrastructure requirements" now this is like all the ingredients have you got all the ingredients to make your amazing chocolate cake we've got the kitchen we've got the oven we've got the bowls the cups the plates we've got the ingredients we've got the wet ingredients and the dry ingredients it's assembling all of those things and a cook or a chef is really important and that person knows what they're doing so we need to start to think here about how we determined all of those requirements do we know what we need and it could be simple methodologies it could be simple lists of raw materials and green ingredients or instructions and it could be a combination of all of the job descriptions so it's a it's a generic statement here but it's getting you to think about have we got everything have we assembled everything we need to assemble to do the value adding that we do in our process "if monitoring and measuring is used for evidence of conformity of products and services to specify requirements has the organization determined the resources needed to ensure valid reliable monitoring and measurement results" now if you're using a set of scales in your kitchen to cook your amazing chocolate cake and and the weight of the ingredients is really critical how do you know that your scales are correct so that you get all the ratios right if you're in a factory if you're manufacturing or doing a service so you've got software how do you know the readouts the information you've been giving is correct much the same as driving a motor vehicle the Motor Vehicles got the speedo in front of you how do you know that speedo is correct you might have changed the tire size or the wheel size of gears in the gearbox and all those sorts of things can affect whether your speedo is accurate accurate in your vehicle and in the old days we used to talk about calibration now don't get hung up on it it's not you know it's a critical issue but it's not something to be you know an over weighted priority in the management system but it is important just to know that if you're relying on data if you're relying on testing and checking and measurement equipment that it's reading out accurately and let's just keep that really simple so the next question is "has the organization determined the knowledge necessary for the operation of its processes and achievement of Conformity products and services and implemented a lessons learnt process" now we haven't talked about improvement yet because that's at the latter part of the standard but how do we know or how how can we tell that we've learned from the mistakes we make in the past so we can start to look to developing something like an improvements register or an issues list where we can start to actually capture and understand and analyze where things went wrong and the preventive strategy which we put in place to ensure they don't happen again it's not about fixing the problem if something is broken of course take steps to fix that problem but how are we going to prevent that happening again in the future how will we document who will we train what will we ensure that we do in the future to prevent that happening again "has the organization ensured that those persons who can affect the performance of the system are confident on the basis of appropriate education training experience and take an action to ensure that those persons can acquire the necessary competence" now hearing this part of the checklist we're talking about training we're talking about a learning needs analysis where we start to capture the competency requirements or the learning and knowledge requirements that we need to have to start our operations and then equally the ongoing top-up update refresher training that needs to take place and having that identified then on top of all of that I register to keep a record of who's got what training to ensure that we constantly maintain people keep them up to date and if if there is training that expires that that gets updated and maintained the last thing you want is your pilot of your amazing aircraft that's taking you on holidays to have not kept his training up to date and he's not able to fly the plane so if you think about pilots flying aircraft and all the training that they need and the knowledge and skills and competencies they need how does that apply that analogy apply in your organization ok and the last question here is" has the documented information required by the standard and necessary for the effective implementation operation of the quality system being established" now this is the part of the checklist where there's been a big change from the ISO 9001:2008 addition to the standard to the 2015 edition of the standard you don't need to write all of the mandatory documents that we used to in the past we used to have six mandatory procedures and manuals and documented objectives and targets what we're saying now is when you read the standard and that says document a process like you know a policy a quality policy for example risks and threats and opportunities this is the part of the standard where it's just saying just check off and ensure that you've been through the standard and you've written down everything you need to write down or you've captured now nothing write it down it could be recorded in a video much to this style that you're watching right now or it could be an audio file it could be a poster it could be an intranet site it doesn't necessarily need to be and I would and I in fact I would recommend against it being black and white toner on paper because we have found through thousands of assessments that people just don't read policies and procedures because they're boring they don't get what they want quickly and so things like videos and websites are much more effective way to go forward so as we're moving into the final parts of our checklist now and specifically we're looking at operations this is all the doing part of your business this is where you get into doing the thing that you do and if you've seen Simon Sinek he talks about you know why what and how this is all over how which is you know the the cooking of cakes and the running of trucks and the serving of customers and and all of those critical little processes that you do that are part of your amazing business and the amazing services you provide your customers so with that in mind let's get into these questions "is there a defined process for the provision of products and services that meet requirements defined by the customer" now you might provide a product or a service and it's just the same every time and the customer doesn't get a lot of say in the product or the service but what they do get a say in is the price that they pay and the time that their product or service gets delivered when does the product or service get delivered and so it is important to ensure that you actually are capturing an order from the customer you know and that order is starting to say we're going to do it for this price on this time or this specification now if there are subtle little differences between what each customer requires it is important to be capturing that now your customer might send you a purchase order and that would be the evidence you would present here or you might actually present a quote or a fee proposal so that's the evidence that you'd be presenting for this particular question "when changes are planned are they carried out in controlled way and actions taken to mitigate any adverse effects" so this is changes in your process to ensure that if you've made a commitment to a customer and you're making a change to your process you can still continuing to do that the service as promised to the customer what evidence would you present here what process would you present to prove that you've dealt with that step "are any outsource processes managed and controlled" now here at Best Practice yes we use contract Assessors we have a few contract Assessors that do work for us my brother's business family businesses lots of our customers businesses news contractors many of the construction companies that we work with all use contractors and it's important to have it and your outsourced processes your contractor processes the bricklayer the concrete or the steel fix of a carpenter the plumber the electrician on the building site that those processes are controlled because they're not your strength and not your core business that they're controlled to ensure that your end game your end result is a happy satisfied compliant customer "is there a defined process for reviewing and communicating with customers in relation to information relating to products and services inquiries contracts and order handling" now this is all your information this is your brochure this is your website this is your Facebook page your YouTube channel your Instagram it's your online store it's the specifications tab for the products you sell in your online store it's the fee proposal the specific you know the building specification this is the stuff it's about that defining reviewing and communicating with customers that important information all of your brochures fact sheets all that sort of stuff so that's the type of stuff here that you would present for this element of the checklist "is this review conducted prior to the organization's commitment to supply products and services" do you have a pre supply commitment now this is typically relevant for businesses that customized their services for example a construction contract do you do a contract review before you make the final commitment to buy the service do we have the staff do we have the resources do we have the cash to cash flow this project it's that process so a pre commencement or a contract review process before you do the final sign-off so that you're absolutely confident deep down in your heart that yes you can provide that service "if you design and develop products and services are these processes established and implemented in line with requirements of the standard" now the standard has got some elements to go through to do design where it talks about if you're customizing now if you're an architect or an engineer or a specific designer interior designer have you got a process to go through to check as you go through each of those phases that your design doesn't drift off track and not provide or not provide for their customers requirements or the customers brief "do you ensure that externally provided processes products and services conform to specified requirements" do you send your supplies a purchase order do you have a specification for those products on that purchase order or our or a part number it doesn't need to be a specification it could just simply be a part number so it could be that simple don't over complicate this process just think about the simple way to address the requirement "do you have criteria for evaluation selection and monitoring of performance and re-evaluation of external providers" now it's not about having a big database of approved suppliers it's about ensuring that for the particular service for that particular customer order are you happy with that particular supplier and it's just about mapping that and ensuring that you keep it relevant it's not worth the energy the effort or the cost to go and approve and audit all of your suppliers if you're not going to use them it's more important to ensure that the supplier that you've engaged the external supplier that you've engaged to help with this particular customer product or service then it's about validating and ensuring that they can commit to the promises that they're making to you now importantly if that supplies working for you a lot then you can minimize the amount of effort that you put in and you can have longer periods of time between those evaluations so it's about finding the economy of scale there but definitely don't bank up a whole bunch of pre-approved suppliers when you never got you've never got the intention to use them well there's no immediate order to use them find that happy balance and then" is the provision of products and services carried out in controlled conditions" now it's important if I give you an analogy here and a chocolate ice cream factory and in that chocolate ice cream factory it's important to be cold so as you make the ice cream it doesn't melt it's important to be clean and hygienic so that it's safe to consume for your beautiful customers who are going to have their lovely chocolate ice cream or more importantly all the little kids they're finishing school and they're going to the ice cream shop on a Friday afternoon to get an ice cream you don't want to be making all those beautiful children's sick so you've got control conditions for the manufacturing of your food you've got control conditions for the concrete bridge that you're building so that the concrete goes off under controlled conditions and the bridge is strong and solid and built in ance with the specification so have a think about what the control conditions are for the products and services that you're providing it might need to be safe it might need to be secured it might need to be in a top-secret environment have a think about all the control of conditions around your product and service for more questions to go "do you have effective methods of ensuring traceability during the operational process" now batch numbers tracing numbers for manufacturing particularly if you've got issues if you're manufacturing food or if you're manufacturing parts how do we know if we need to do a recall particularly with motor vehicles we've got batch numbers and we've got part numbers and traceability so that if there is an issue they can be recalled and rectified and that's important for you guys out there doing manufacturing and those sorts of things or even construction projects where you know when we're placing concrete in a construction project all the different places that we put the different truckloads of wet concrete so we can trace it to the place where it was placed if it had a problem and the plant reports there's a problem with the concrete we know whereabouts that the poor quality concrete is in the job "where property belonging to customers or external providers is used in provision of the product or service is it controlled effectively" now while we're shooting this video I've dropped to my car at the mechanic to have some work done now I don't want my car to get scratched I don't want it to be damaged in any way is it being looked after so this is the process here where if customers are giving you their personal belongings or something that you they're going to you're going to work on for them are you protecting it are you showing you don't create any damage because that's going to upset the customer in the future and you want to ensure that you've looked after all this stuff particularly if you're a tradesman and you're going into someone's house or home to do work how are you protecting and how you're looking after it and you're leaving it better than when you found it or the way that it better than the way you found it "is there a requirement for post-delivery activities associated with products and services such as warranty maintenance services recycling final disposal and are these defined and managed" so start thinking about the lifecycle analysis so we're starting to look at what do we need to do now importantly here in Australia packaging of IT like all the cameras were using all of the packaging that goes with all of this IT equipment that we use here and all of the technology that we use here at Best Practice it's got to be recyclable there's a thing here in Australia called the National packaging covenant so there is a requirement for post-delivery activities any packaging that goes through a consumer needs to be able to be recycled cardboard plastic foam all of those sorts of things so start thinking about that do you provide a warranty what do you need to provide do you provide maintenance what do you need to provide and the last question here under operations is "are there are any non-conforming processes outputs managed so as to prevent unintended use" and this is the concept of quarantine if you identify in your process that something's gone wrong how do we quarantine it how do we ensure that it doesn't get out into the market that it doesn't become something that's unsafe for the customer to use how do we quarantine that check it fix it maintain it do what we need to do to ensure that it's safe meets the customers requirements before we hand it over so it's got a problem you don't just give it to the customer that's going to be one of the first things that's going to upset them so we need to ensure that it's working but it's rectified and that's what a quality management system is all about now we're getting to the final part of our PDF checklist here on ISO 9001 2015 and right now we're into my favorite part which is performance evaluation I love to ask do you have a clear picture of your organization's performance do you understand the metrics do you understand the drivers do you understand the numbers so that you can plan and manage and control improve and ultimately grow your organization I'm very passionate about organizations and and you guys out there running and working in and improving organizations I'm very passionate about keeping it simple keeping it fun and keeping it growing and keeping it sustainable into the future and this is the part of the standard that I get really passionate about because it starts to talk about "has the organization determined what needs to be monitored and measured what methods of monitoring and measurement analysis and evaluation need to be put in place to ensure we've got good quality results" here at Best Practice we've got a dashboard we've been using for about five years now of 30 statistics that track our performance we can look at it we can tell we didn't go very well last month or last week and we can look at what we can refocus in terms of resources to improve that performance "has it established when the results from monitoring and measurement shall be analyzed and evaluated" here Best Practice we do that every Monday in our executive meeting so every Monday we've established that every Monday we'll look at those results we then meet monthly and we look at our monthly results and then our executive team meets quarterly so that's how we've established that and we've documented that in our business plan at the back of our business plan we've monitoring a measurement we've established that that's when we will look at our numbers and do our reporting "have methods of monitoring customer perceptions of the provision of products and services being established" here Best Practice we've got a customer survey that we send out after we've been to see a customer what do you do to survey your customers to check that A) happy B) what you could do to improve whether they would refer you to one of their friends or family now that Net Promoter Score if you're running something like Net Promoter Score that's the place this is the place that you look at that because that's ultimately what you want to do happy customers that are absolutely stoked with your service they're going to be the ones that are going to recommend your product or service to their friends to their family to their network to their colleagues and there's nothing better than a customer referral so "has it determined the need or opportunities for improvements with the quality system and how these we will feed into management reviews" now this is the first time we've started to talk about management review manager review that's that quarterly meeting that our executive get together here at Best Practice so are you meeting with your executive quarterly to reset readjust check in on your business plan any quality management system that's the system you use to implement your business plan when are you doing that executive catch-up that executive summary and looking at the numbers and making those changes so that's where we feed opportunities for improvement in tire management reviews prioritize make decisions and say right this is the plan for the next quarter has the organization established a process for an internal audit of the system internal audits a great way to identify are we doing what we said we would do but what did we say we would do what we did remember back at the beginning of this video we talked about do in a risk register doing a SWOT analysis identifying policies and processes and controls to run our organization so we don't upset our customers that they have a great experience and our customers feel things like love joy and surprise so when we're talking here about an internal audit process we can look at critical parts of the business that are most likely to upset our customers and we can audit those areas to look for opportunities for improvement to look for better ways to capture the guidelines to capture the instructions so our team know what to do that's right and it's right every time and "has an approach to performance management and performance management reviews being established and implemented" and yes of course here at Best Practice we have our dashboard and then all of our staff meet with their manager on a six-monthly basis so we look at the performance of the organization weekly monthly and quarterly when we look at the performance of our people obviously managers looking at their team week to week but formal performance reviews with our staff obviously on a six monthly basis now moving through to the end of the checklist this is the final part we've got four more questions to go we're talking about improvement "has the organization determining selected opportunities for improvement and implemented the necessary actions to meet customer requirements and enhance customer satisfaction" now the intention here of your quality management system and the question you can ask yourself is are our clients are our customers feeling loved joy and surprise and if they are you're enhancing and improving customer satisfaction so if you ask this question the beginning of section and start to document your opportunities for improvement so we're looking for an improvement register here as your evidence but if you can ask these questions what is going to improve the customers experience what is going to improve the level of customer satisfaction what can we do to just blow our customer away so they will be really excited and it might just be deliver the service on-time on-budget as further specification you don't necessarily need to go beyond the call of duty consistency and commitment are great ways to just establish an enhance customer satisfaction "has the organization appropriate processes for managing non-conformities and the related corrective actions" when things go wrong do you have a process to identify they've gone wrong fix them document it and then start to look in investigate improvement opportunities "has the organization decided how it will address the requirement to continually improve the suitability adequacy and effectiveness of the system" now the quality management system the system you use the implemented business plan what have you identified to do to improve this system to simplify the system to simplify your business what are those opportunities to make it more efficient to make it more fun to make it simpler and let it grow and then the last question here is "are any non-conforming processes outputs managed so as to prevent their unintended use" and this is the quarantine section right at the very end but it's about identifying things that are wrong putting them on your improvements register but most importantly not just sending out the stuff that's broken to customers now it is fun in a cookie factory to get a bag of broken biscuits obviously because there's still going to taste the same but what are we doing to improve that process to ensure that there's less broken cookies in the next batch because we do have a lot of fun eating with broken cookies with the chocolate chip cookie factory or the Oreo factory but it is important to be looking at those non-conformance's and working out if there needs to be quarantined now if the cookies aren't cooked that's a different story but if they're just broken that may be okay so start thinking about what's there maybe okay in your process in your business with your products and services and start thinking about what you can do to prevent that happening in the future because you're going to save wastage wastage equals cost cost equals the opposite of profit so we want to be looking at what we can do to simplify your business improve it so as you get a copy of this free iso 9001 checklist from the Best Practice web store you can start to look at and nominate the things that you're going to use or show or present to demonstrate that you've complied with iso 9001:2015 I hope you've enjoyed it there's lots more practical examples to the different parts of iso 9001 on our youtube channel that's really important to hit the subscribe button there's a checklist on ISO 14001 environmental management there's a checklist on ISO 45001 the new draft OH&S standard there's a checklist on the data security standard so have a look around there's also a bunch of great courses if you want more of this great content on ISO 9001 check out the iso 9001 essentials course where we take these deeper into clause by clause of the standards and explain the intent of the clause what's involved how you can address it and build a simple efficient quality management system for your business so hit the subscribe button if you've got any questions if you want a practical example comment below this video will shoot another video for you we'll tag you in the post and we'll see you next time right here on Best Practice TV bye for now.