Presented by UL dQs Inc.

Volume 3 Issue 1

Inside this Issue

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AS9100/9120:2009 & AS9104/1 Transition PAGE Process and Timeline Q&A With the Illinois Tollway

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New Directive for Automotive Suppliers with Split PAGE Employee Count Waivers Accreditation to the Occupational Health PAGE and Safety Assessment System (OHSAS)

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Value Stream Analysis

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Case IH Achieves ISO PAGE 50001 Certification

Spring 2012 Evolution of Standards Management systems standards need to reflect the needs of the users and stakeholders in various industries and, as such, global standards development bodies such as the ISO or IEC mandate the periodic systematic review of standards to update relevant standards. For the most commonly adopted management systems standards, the ISO requires a five year review and update of standards to keep up with changes in industry. The most widely used management system standard, ISO 9001, was last amended in 2008 and efforts are now underway globally to review the existing standard and update the requirements to reflect user needs. The standards review and development process includes stakeholders such as industry, academic, government, consulting, and certification bodies to bring forward various user perspectives and form a consensus on the broad requirements that form a management systems standard. The current periodic review of the ISO 9001 standard will need to be conducted with another ISO intention to use a common set of requirements and structure (provided in Guide 83 from the ISO) for management systems standards. In the interest of establishing commonality among management systems standards (such as ISO 9001, ISO 14001, etc.) the global process is likely to “mandate” the requirements in the ISO 9001 standard rather than establish the requirements through a consensus approach. The impact of such an approach would be widespread because the ISO 9001 standard forms the foundational requirement for industry specific standards such as aerospace (AS 9100), automotive (ISO/TS 16949), medical (ISO 13485), and food safety (ISO 22000). Such a development could potentially create a contrasting set of requirements between those organizations that would subscribe to a revised ISO 9001 standard with the common management system elements (from ISO Guide 83) and those organizations that would subscribe to industry specific standards that may not be revised to the new ISO 9001 standard. In effect, a “mandated requirements” approach would create a market situation that could diminish the advantages Continued on page 4

VOICE OF THE CUSTOMER “Our Auditor has always served us well in recommending ways for improvement; however at this time in our company's development, his input is even more valuable as we seek to expand the scope of our ISO registration during the next year.” Laurie Robarge Customer Service Representative Agile Technologies Inc.

Verification vs. Validation During the course of HACCP training sessions and audits, misunderstanding of verification and validation are often encountered. The complexity of the steps required for verification makes it the least understood of the seven HACCP principles. A common definition of verification is the activities, other than monitoring, that determine the validity of the HACCP plan and determine that the system is operating according to that plan. The activities that

make up the verification process include methods, procedures, and tests. Each facility will have different methods, procedures and tests as determined by the HACCP team. It is important that verification activities be planned within the scope. This will help to ensure its completion in a timely manner. Typical items included in the scope are as follows: Continued on page 4

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AS9100/9120:2009 & AS9104/1 Transition Process and Timeline AS9100/9110/9120:2009 Transition & Timeline The International Aerospace Quality Group (IAQG) Other Party Management Team (OPMT) has published a Supplemental Rule 001 (SR-001) document and is available on the SAE OASIS website. This document contains supplemental rules for all stakeholders (including AS9100 certified organizations) to facilitate the transition to the AS9100/9110/9120:2009 AQMS standards. SR-001 stipulates “Organizations that have not been assessed to the 9100/ 9110/9120:2009 AQMS standard by 01 July 2012 shall have their certificate suspended.” Suspension will be lifted only after the organization has been assessed to the AS9100/9110/ 9120:2009 AQMS standards and a AS9100/9110/ 9120:2009 certificate has been uploaded in OASIS, no later than 12/31/12. Any organizations that have not been transitioned to AS9100/ 9110/9120:2009 by this date will have their certificate withdrawn. UL DQS realizes that these are very aggressive deadlines that the IAQG/OPMT has mandated per SR-001 and we do appreciate the cooperation of our AS9100/9120 clients with scheduling audits to meet these needs. AS9104-1AS9104/1 Transition & Timeline The IAQG/OPMT also published a Supplemental Rule 002 (SR-002) document, available on the SAE OASIS website. This document contains supplemental rules for all stakeholders (including AS9100/9110/9120:2009 certified 9120:2009 certified organizations) to facilitate the transition from the existing AS9104a standard to the

Spring 2012

new AS9104-1 standard, ‘Requirements for Aviation, Space, and Defense Quality Management System Certification Programs’. This standard contains the requirements for the AS9100/9110/9120:2009 aerospace registration scheme for all stakeholders including certified organizations. If you are an organization that is certified to AS9100/9120:2009, you will be impacted by the new requirements especially with respect to new certification structure criteria (appendix B) and new audit day table (table 2). Therefore, UL DQS recommends that you become familiar with this standard and the SR002 document. A copy of the standard can be purchased from SAE

at [email protected] or call them at Tel: 877-606-7323 (inside USA and Canada) Tel: +1 724-7764970 (outside USA). Current AS9100/9120 certificates include a statement that says an audit was performed in accordance with AS9104a. If you are AS9100/9120 registered, eventually your certificate will need to be revised to replace AS9104a with AS9104/1 once you complete the transition. The following are some of the new requirements of AS9104-1AS9104/1: •

Introduces new certification structure criteria (site, multi-site, campus, several site and complex as defined in appendix B) to be ap-

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process, when an organization fails to demonstrate that conformance to the applicable standard has been reestablished within 60 days from the issuance of a Nonconformity Report (NCR). •

UL DQS’ audit program shall ensure that a certified organization’s ‘Control of Purchasing’ process is audited at least annually. In other words, Purchasing will be assessed once a year during surveillance and recertification assessments.

•

UL DQS shall not allow requests by clients for auditor changes/substitutions without substantiated evidence of improper activity or contract violations.

plied for every certified organization and a new audit day table (table 2) based on employee count. The certification structure will have an impact on how audit days are determined for registration, surveillance and recertification assessments. •

•

UL DQS and the certified organization will need to agree on the appropriate certification structure for the organization based on criteria defined in appendix B of AS9104/1. UL DQS recommends that AS9100/9120:2009 certified clients become familiar with the certification structure criteria and audit day table within AS9104/1. We will be contacting clients in the near future to discuss what is the most appropriate certification structure for their organization based on criteria defined in AS9104-1AS9104/1. In turn, new audit day requirements for future surveillance and recertifications will be determined based on the audit day table (table 2) of the standard. UL DQS is committed to doing everything possible to assure our clients fully comply with AS 9104/1. It is our goal to assure you not only understand the requirements, but fully comply to avoid any potential for suspension as defined in the standard. Added timelines for nonconformity management shall initiate the client certification suspension

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There is a transition deadline of 7/1/13 for all stakeholders including certification bodies and AS9100/9110/ 9120:2009 certified organizations to comply with AS9104-1AS9104/1. Once UL DQS is accredited to AS9104-1AS9104/1 by ANAB, we will start transitioning AS9100 clients to this new standard. According to SR002, AS9100 clients will have the option to transition to the new standard in 2012 during their next scheduled surveillance or recertification assessment, however this option will not be available starting Jan 1 2013 and all assessments performed after this date will need to comply with AS91041AS9104/1. Please refer to SR-002 within the OASIS website for addi-

tional information. You can contact Henry Gamboa at (949) 933-4252 or email at [email protected] if you have any questions about the transition process and timeline. Written by: Henry Gamboa Global Aerospace Program Manager Henry.Gamboa@ us.dqs-ul.com

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Verification vs. Validation from page 1 1. Action plan 2. Method of verification 3. Frequency of which it will be conducted 4. Responsible individual

turer would come to service the equipment annually. The validation is achieved from a properly operating/calibrated machine, in addition to a lack of customer complaints pertaining to metal. Critical Control Point monitoring: Verify that monitoring has been properly conducted and that corrective actions have taken place.

A well implemented and effective HACCP plan requires minimal end-product testing, as the validation data has been provided from supplementary sources.

Another important aspect of verification is the initial validation of the HACCP plan to determine that the plan is scientifically and technically sound, that all hazards have been identified, and that if the HACCP plan is properly implemented, these hazards will be effectively controlled.

Verification activities should be planned in scope and, ideally, a verification report should be generated. This way, all the information can be maintained together and allow for easy access and continuity. The data that is obtained from these verification results can often be used for validation data. Verification activities may include: Annual water testing: If one is relying on municipal water certificates, the results should be verified by means of an annual inspection by using a third party vendor to test the water. If the result is within the desired range, the data obtained will provide validation. Reviewing customer complaints: Looking into customer complaints for trends and possible food safety hazards is an important element in verification. A lack of customer complaints over a period of time provides substantial validation data, evidencing that the systems are operating properly.

Evolution, from page 1 of using a foundational ISO 9001 standard across all industry sectors. We encourage all stakeholders participating in the revision of the ISO 9001 standard to advocate a consensus approach that would allow for national deviations or flexibility in the requirements so that the revised ISO 9001 standard would enhance organizational effectiveness and continual improvement. In this issue you will also be informed on the significant changes underway in

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End product testing: If one is testing their product using an in-house laboratory, results should be verified by being sent to an external source for follow-up testing. Calibration: If one is conducting regular, routine in-house calibrations, verification should be obtained to ensure that the equipment is being properly maintained and that it is operating correctly. This can be achieved by having a third party vendor service the equipment. For example, when operating a metal detector, although daily calibrations are taking place by a trained operator, the manufac-

the aerospace and automotive industry 3rd party certification processes. Industry oversight bodies such as the IATF (automotive) and IAQG (aerospace) are largely constituted of OEMs, the primary stakeholders, and define the requirements for certifications bodies and the supplier base. The customer requirements specific to each OEM typically overlay the basic requirements of the industry specific certification standards. With this approach both the aerospace and automotive OEMs have significantly increased the

The use of an independent expert is another source of validation. The expert can help not only with the initial and subsequent validations, but with the comprehensive HACCP system verification, which should take place at least annually. UL DQS now offers this service using our qualified HACCP auditors. To best summarize, verification determines whether or not one has documented results and whether the processes used were effective. Jill Carson Lead Auditor

requirement in their standards to require robust effective processes that yield better products. The level of effort and competencies from suppliers and certification bodies to assure and determine conformance to specific industry requirements has consequently increased significantly. In the long term, the enhanced focus from various industries will drive innovation and continual improvement in the industry. UL DQS is honored to be partnering with industry, standards development bodies, and you in this process.

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Q&A with the Illinois Tollway Describe the industry(s) within which you operate and the products/services offered by the Illinois Tollway. Created in 1953, the Illinois Tollway is responsible for the planning, construction, operation and maintenance of 286 miles of interstate tollway in 12 counties in Northern Illinois. No state or federal tax dollars are used to support the maintenance and operation of the Tollway system. The Illinois Tollway is a userfee system, which means that only those drivers who use the system pay for it. The Illinois Tollway processes nearly 2.3 million toll transactions daily – 84 percent collected through I-PASS, the nation’s largest electronic toll collection system. The Tollway currently has more than 3 million I-PASS accounts with more than 4 million active I-PASS transponders. The Tollway system’s first three connected tollroads opened to traffic in 1958, providing an interstate bypass around Chicago from Indiana to Wisconsin, with average daily traffic of 66,000 vehicles. It evolved in the 1970s and 1980s into a commuter travel system between suburbs and to O’Hare Airport, which quickly developed into the world’s busiest airport shortly after opening in 1962. Today, the Tollway system is a network of four connected interstates: the Tri-State (I-94/I-294/I-80), Jane Addams Memorial (I-90), Reagan Memorial (I-88) and Veterans Memorial (I-355) tollways.

In 2011, the Tollway completed a comprehensive 18-month review and public discussion of the agency’s needs for its existing system and opportunities to improve regional mobility. As a result of public input and discussion, the Illinois Tollway Board of Directors adopted the 15-year, $12 billion capital program, Move Illinois: The Illinois Tollway Driving the Future. The Move Illinois Program will improve mobility, relieve congestion, reduce pollution and link economies across Northern Illinois. Move Illinois will address the remaining needs of the existing Tollway system; rebuild and widen the Jane Addams Memorial Tollway (I-90) as a state-of-the-art 21st century corridor; construct a new, allelectronic interchange to connect the Tri-State Tollway (I-294) to I-57; build a new, all-electronic Elgin O’Hare West Bypass, and fund planning studies for the Illinois Route 53 Extension and the Illiana Expressway. The program will be the cleanest and greenest in the Illinois Tollway’s history, incorporating transit opportunities

Spring 2012

on the Tollway system for the first time in the agency’s history and committing to “building green” efforts that will minimize the environmental impact of new roadway construction by reducing, recycling and reusing materials. How long has the Illinois Tollway been certified and to what standards? What is the driving factor for you to be certified? The Illinois Tollway Engineering Department was registered to the ISO9001 standard in August 2005. The current certificate is under ISO9001:2008. The successful implementation of the ISO9001:2008 Quality Management System provides indisputable evidence to the Illinois Tollway’s customers and bonding partners that the Illinois Tollway is a modern, world-class agency that emphasizes project quality, with a focus on customer satisfaction and continual improvement. Describe how your management system has become part of your corporate culture. Are there any particular benefits that you recognize?

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assesses our adherence to ISO9001. UL DQS support provides confidence to the Illinois Tollway Engineering Department that it has a recognized Quality Management System.

The Quality Management System (QMS) applies to the design and construction management aspects of the Illinois Tollway’s capital programs. The QMS assures satisfactory quality within budget, schedule and contract requirements. Benefits include clear definition of requirements to meet program objectives, providing clear communication of standards and expectations, assignment of qualified and effective resources, providing independent review, monitoring compliance with procedures and issuing and maintaining records attesting to acceptability.

How has UL DQS positively surprised you?

What are the most notable changes you have experienced since implementing your system? The most notable changes include the continual improvement and development of the Quality Management System (QMS). The Illinois Tollway Engineering Department QMS has evolved throughout its implementation. The procedures and forms have been updated to meet the demands of larger, systemwide capital programs. The new Move Illinois Program will provide even more opportunities to improve the QMS. As a leader in Illinois commerce, what are the most pressing challenges you face from an implementation standpoint and how do you deal with them? The most pressing challenge for the Illinois Tollway is effectively delivering the new $12 billion capital program, Move Illinois. Two specific challenges have been identified to maintain an effective QMS: First, while the QMS has matured and been found to be effective, the Quality Manual, Quality Policy and Management Procedures in place currently will need to be evaluated as they pertain to the implementation of the Move Illinois Program and verified to be appropriate to handle the upcoming program requirements. Second, the Illinois Tollway will require additional resources to meet the demands of implementing the Move Illinois Program. Training new staff,

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including consultants and contractors, with regard to the Illinois Tollway Engineering Department QMS so that they can quickly and consistently perform to our agency’s high standards is imperative. The Quality Group is preparing a comprehensive training schedule to bring new staff up to speed, as well as train all staff on changes made to the Quality Manual, Quality Policy and Management Procedures. What do you look for in a certification partner? You chose to partner with UL DQS, anything in particular that helped you to make that decision? Also, is there anything in particular that has made you continue to partner with UL DQS? The Illinois Tollway wanted a partner that understood the unique challenges of a public transportation agency. UL DQS had prior experience helping another public transportation agency in Chicago achieve its goal of obtaining ISO9001 certification. Consequently, UL DQS was involved with the initial ISO9001 registration of the Illinois Tollway Engineering Department. As our thirdparty registrar, UL DQS continually

UL DQS continues to surprise us in its ongoing ability to provide suggestions that allow us to continue to improve our QMS. For example, UL DQS recently performed a triennial assessment for ISO 9001:2008 of the Illinois Tollway Engineering Department QMS. The UL DQS auditor performed a comprehensive review of the Illinois Tollway QMS, including a list of potential improvements. This comprehensive review proved useful to the Illinois Tollway Engineering Department and senior management. In the future, what we can look forward to from the Illinois Tollway? Transportation infrastructure plays a crucial role in the Illinois Tollway’s efforts to maintain its role as a global economic powerhouse and transportation hub of the nation. To succeed, we know that moving forward we must continue to invest in infrastructure to help drive economic development and be creative in getting the most out of our existing infrastructure and financial resources. We also must leverage the flexibility of the Move Illinois Program to adapt to emerging priorities. This flexibility could allow us to consider new projects or revise construction schedules should market conditions result in more favorable bid pricing. We also must continue to seek ways to link our system with public transit, allowing for efficient travel and increased mobility. Mahogany Krakowiak Customer Service Professional

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IATF Releases New Directive for Automotive Suppliers with Split Employee Count Waivers The IATF issued a Certification Body notice March 5, 2012 that will affect sites that have a portion of their employees dedicated to manufacturing non-automotive products. The rule referenced in the directive is as follows: Audit Days Determination The certification body shall have a process for determining the minimum number of audit days, and for each client the certification body shall determine the days needed to plan and accomplish a complete and effective audit of the client’s management system. 5.2 h …if a portion of the site is dedicated to automotive and completely separated in terms of “employee activity”, that portion of the headcount can be used to determine audit time. In this case, relevant IATF Oversight office approval is required prior to implementation. If approved, the same ratio should be applied to the support activity head count Note to Certification Bodies: The following is an excerpt from the IATF CB Advisory 2012-001 directive: VDA QMC will no longer accept waiver requests for Rules 5.2 h VDA QMC will no longer accept waiver requests against Rules 5.2.h (auditing only the portion of the headcount dedicated to automotive) until further notice. Previously approved waivers against Rules 5.2.h are still valid, unless otherwise notified.

this topic misrepresented the “dedicated to automotive” and/or separate “employee activity”. IATF Global Oversights identified automotive production was being run on the “non-dedicated” automotive machines and employees were shared between automotive and non-automotive areas and dedicated lines. This is a clear violation of the conditions in the application form. The results of investigations resulted in the decision to stop accepting requests against Rules 5.2.h until further notice. To collect additional data, IATF Global Oversight Offices will be scheduling (special) witness audits at sites with approved requests for Rules 5.2.h and auditing the process during office assessments. If we find any more examples where the waiver, application, and supporting details were misrepresented to gain approval by the relevant IATF Oversight Offices, we will withdraw all existing approved requests and will no longer accept any future requests against Rules 5.2.h.

IATF Oversight Offices are concerned about how the Certification Bodies are UL DQS Inc.’s Automotive Clients managing the process to get approval When UL DQS receives a request to for these waiver requests. Results of separate the employee count between conducted analysis and investigations automotive and non-automotive activshowed especially the following probities the request must be accompanied lems: The relevant paperwork atby 30objective evidence including a tached waiver related 26, to 27 and UL DQStooffices will requests be closed December in observation of the holidays.

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statement from the site that includes: • Are production areas completely separate for automotive and nonautomotive products? • Are there any overlapped processes for both types of products? • Do they have separate warehouses (raw materials and finished goods)? • Do they have separate receiving and shipping areas? • Are employees non-interchangeable between automotive and nonautomotive areas? • Is there a risk of physical mix between automotive and non-automotive products? • Is there an attached letter from the client requesting this approval? • Is there an attached plant layout with clear identification of automotive and non-automotive areas? We have received several requests that have been approved by the IATF. All have been accompanied by a site floor plan that details that the above conditions have been met. The concern is that the conditions of the original approval may have changed due to operational or customer-driven improvements. If your facility is currently operating under a Split Employee Count Waiver, please ensure these conditions still apply. The IATF will be focusing on these sites during the scheduled IATF Witness Audits in 2012. Please contact your local UL DQS office if you have any concerns. Additional information is available at www.iatfglobaloversight.org. Charles Blair Automotive Program Leader – North America

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UL DQS, Inc., Recommended for Accreditation to the Occupational Health and Safety Assessment System (OHSAS) 18001:2007 Accident and incident costs are realized by many companies. However, often organizations do not account for the indirect costs, which can range from 2-5 times the direct costs. Implementation of an OHSAS 18001 program will assist a company in identifying its hazards and risks, develop controls and a formalized approach to reducing or removing the potentials for accidents, incidents, injuries and/or illnesses. Reductions in these incidents may reduce overhead costs associated with Workman’s Compensation insurance, medical insurance and promote an overall safe work environment. As the program matures, additional benefits can be gained by implementation of wellness programs and other long term employee healthy

witness audit team. “It was a significant challenge and opportunity to improve our auditing process,” said Ron Shouse, Lead Auditor for the UL DQS team.

lifestyle issues. Health costs are one of the fastest rising overhead business costs. Controlling these costs will help sustain the business, promote a safe and healthy work environment and promote good work practices. Recently, UL DQS, Inc. was recommended for accreditation to OHSAS 18001:2007 by the American National Accreditation Body (ANAB). While this is a major accomplishment, it was further enhanced by no findings or recommendations for improvement from the ANAB

The audit team consisted of Ron Shouse and George McFadden, as Co-Auditor. All clauses of the OHSAS 18001:2007 standard were addressed by the team under the watchful eye of the ANAB witness auditors. Their depth of knowledge and ability to conduct the assessment in a direct and efficient manner was a credit to their combined abilities. The team had to conduct the audit and meet the changing needs of our client’s production and management schedules. Accreditation to the OHSAS 18001: 2007 standard helps validate our auditing processes and provide value added concepts to our base of clients. This is a significant step forward for UL DQS Inc. in the services we provide. This accreditation provides us with an additional standard in our suite of Sustainability Services, which also includes: ISO 14001, Environmental Management System; ISO 50001, Energy Management System; Responsible Care (RC 14001 and RCMS); as well as, OHSAS 18001. Jerry Skaggs, P.E. Environmental, Health, Safety and Energy Product Manager

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Value Stream Analysis Part I In today’s economy, businesses cannot afford to waste resources. To that end, companies of all sizes should look into the implementation of tools that can help them minimize the misuse of all resources. One effective tool is a Value Stream Analysis, which is based on the fact that the delivery of a product or service is dependent on a specific series of activities and/or processes. The idea, then, is to determine and confirm that each of the activities and/or processes contributes value to the product or service as it is prepared to deliver to the end consumer. Every organization is made up of a number of value streams. A key factor is to identify which value stream is the one you want to focus on. As such, companies are often shocked at the percent of total cycle time that is spent on non-value-added activities. Would you be surprised to learn that this percentage can exceed 80%? Performing a value

stream analysis will not only assist companies in clearly determining valueadded activities from wasteful ones, opportunities for improvement can also be identified. The First Step The first step in the Value Stream Analysis is to create a value added Flow Chart. Simple and straight-forward, this step identifies each of the key activities involved in the process. Each activity is identified and assigned a box. After the identification step, they are divided between valued-added and non-valueadded columns. Each activity is then assessed for the amount of time it takes to complete. Once this is finished for each step, a calculation can be made on the percentage of time used for valued added and non-value-added activities. The calculation will look like this: Time for Activity 1/Total Cycle Time. This will allow management to create methods that focus on waste reduction and

identify opportunities for improving the value-added activities. Another key factor in this process is to use the “current state,” of your activities, not what they should be or what they were supposed to be, rather, what is. The next step is to identify and diagram the target process. This is where you will identify the way things could/should be by identifying the activities and time allowed in a similar diagram to the “current state”. Analyzing both value and non-value added activities in this process will help you identify your target goals for improvement. Upon implanting steps to reduce and/or eliminate waste, continue to diagram the “current state” as it changes to measure progress in achieving your objectives. See our next issue for Part 2. Kristin Nauman Marketing Coordinator UL DQS Inc.

Value Stream Mapping Customer Demand: 1000 per Month

Acme Production Monthly Orders

Production Control

Weekly Orders

Supplier

Customer

Weekly Schedule Monthly

Kaizen Daily

I

= 16 CT = 44 seconds Batch = 50 Uptime 90% IGO 75%

1.5 days

Daily

Daily

I 2000

=4 CT = 14 seconds Batch = 35 Uptime 80% IGO 65%

20 days 45 min.

Daily

Inspect

Machine 150

Production Supervisor

Daily

Package I

= 24

150

CT = 30 seconds Batch = 40 Uptime 88% IGO 73%

I 100

= 10 CT = 44 seconds Batch = 50 Uptime 90% IGO 75%

20 days

120 min. 1 day

Ship

18 min.

1 day

This value stream map is from RFF Electronics at www.rff.com

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Case IH Achieves ISO 50001 Certification •

Critical Challenge The Case IH tractor plant in Racine, Wis., recently received a certification of registration to the ISO 50001 Energy Management System, joining a handful of companies worldwide to receive such a rare honor. “This ISO 50001 certification recognizes the Racine plant’s continuous improvement in energy efficiency and CNH’s long-term commitment to reducing its energy and environmental impact,” says Steve Tyler, Racine Plant Manager. “This certification is another testament to this world-class manufacturing facility and can be a source of pride for our employees and the community.” Because energy is a critical challenge facing the international community, the ISO 50001 certification is intended to provide organizations with the framework for integrating energy practices into their management procedures. To achieve the ISO 50001 certification, the Racine tractor plant was audited and recommended for registration. Under its current energy management system, the plant will continue to improve its energy efficiency performance and has formalized its process, tools, roles and responsibilities to ensure the system’s sustainability. “This was our first full audit to the ISO 50001 standard and the challenges for CNH and the audit team were to ensure that all of the requirements were met,” said Jerry Skaggs, P.E, UL DQS Environmental, Health, Safety Energy Program Manager. With certifications for quality, environmental and health and safety, adding the ISO 50001 was a natural fit. “Case IH has made a strong commitment to reduce their energy footprint, not only

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to save money, but also recduce associated impacts such as Greehouse Gases, NOx and SOx and the associated operational and maintenance costs,” said Mr. Skaggs. Why ISO 50001 “Producers have a big job ahead of them -- from feeding an expanding global population while meeting strict emissions regulations, to producing more food on less acreage, all while minimizing their environmental impact,” explains Tyler. “This registration is part of CNH’s commitment to helping agricultural producers be ready to meet these challenges.” CNH is a global leader in agricultural equipment, committed to collaborating with its customers to develop the most powerful, productive, reliable equipment – designed to meet today’s agricultural challenges. Challenges like feeding an expanding global population on less land, meeting ever-changing government regulations and managing input costs.

• • • • • • • • • • • • • • • • • • • • •

ISO 9001 AS 9100/9120 ISO 22000 ISO 20000 ISO/TS 16949 ISO 27001 BS25999/SS540 eSCM TL9000 IRIS ISO 13485 ISO 14001 OHSAS 18001 ESD S20.20/ IEC ISO 50001 CMMI BRC BRC IOP FAMI-QS HACCP FSSC 22000 ...and many more

www.ul-dqsusa.com

For assistance, please contact us at

1-800-285-4476 or

[email protected]

Congratulations to CNH for a job well done!

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