Case Study of Standardization Process & its Implementation in GlobalFoundries

-Hitesh Sharma 08108063

INDEX Standardization Basics ISO GlobalFoundries Overview GlobalFoundries Certifications Certifications Overview:
ISO 9001 ISO 14001 ISO/TS 16949 OSHAS 18000

Bibliography

STANDARDIZATION

Standardization is the process of establishing a technical standard, which could be a standard specification, standard test method, standard definition, standard procedure (or practice), etc. The goals of standardization can be to help with independence of single suppliers (commoditization), compatibility, interoperability, safety, repeatability, or quality. In social sciences, including economics, the idea of standardization is close to the solution for a coordination problem, a situation in which all parties can realize mutual gains, but only by making mutually consistent decisions. Standardization is defined as best technical application consensual wisdom inclusive of processes for selection in making appropriate choices for ratification coupled with consistent decisions for maintaining obtained standards. This view includes the case of "spontaneous standardization processes", to produce de facto standards. The existence of a published standard does not necessarily imply that it is useful or correct. Just because an item is stamped with a standard number does not, by itself, indicate that the item is fit for any particular use. The people who use the item or service (engineers, trade unions, etc.) or specify it (building codes, government, industry, etc.) have the responsibility to consider the available standards, specify the correct one, enforce compliance, and use the item correctly. Validation of suitability is necessary. Standardization is implemented greatly when companies release new products to market. Compatibility is important for products to be successful; many devices coming out have USB, Ethernet, or other standard types of connection. This allows consumers to use their new items along with what they already own. By using standardization, groups can easily communicate through the set guidelines, in order to maintain focus. The method is made to facilitate processes and tasks; this is why it interlocks with lean manufacturing. In general, each country or economy has a single recognized National Standards Body (NSB). Examples

include ABNT, AENOR, AFNOR, ANSI, BSI, DGN, DIN, IRAM, JISC, KATS,SABS, SAC , SCC, SIS, SNZ. An NSB is likely the sole member from that economy in ISO. Standards can be:

de facto standards which means they are followed by informal convention or dominant usage. de jure standards which are part of legally binding contracts, laws or regulations. Voluntary standards which are published and available for people to consider for use.

There are at least four levels of standardization: compatibility, interchangeability, commonality and reference. These standardization processes create compatibility, similarity, measurement and symbol standards. Standardization in the context of supplies and materials management it covers the aspect of, any item of no use in the company must not be bought or made. The make or buy also outlines the standardization process, where bolts can be used, screws might substitute the bolts so finally that is a standard approach. What "international standardization" means When the large majority of products or services in a particular business or industry sector conform to International Standards, a state of industry-wide standardization exists. The economic stakeholders concerned agree on specifications and criteria to be applied consistently in the classification of materials, in the manufacture and supply of products, in testing and analysis, in terminology and in the provision of services. In this way, International Standards provide a reference framework, or a common technological language, between suppliers and their customers. This facilitates trade and the transfer of technology.

International Organization for Standardization (ISO)

ISO (International Organization for Standardization) is the world's largest developer and publisher of International Standards. ISO is a network of the national standards institutes of 162 countries, one member per country, with a Central Secretariat in Geneva, Switzerland, that coordinates the system. ISO is a non-governmental organization that forms a bridge between the public and private sectors. On the one hand, many of its member institutes are part of the governmental structure of their countries, or are mandated by their government. On the other hand, other members have their roots uniquely in the private sector, having been set up by national partnerships of industry associations. Therefore, ISO enables a consensus to be reached on solutions that meet both the requirements of business and the broader needs of society. Founded on February 23, 1947, the organization promulgates worldwide proprietary, industrial and commercial standards. It has its headquarters in Geneva, Switzerland. ISO is funded by a combination of:

Organizations that manage the specific projects or loan experts to participate in the technical work. Subscriptions from member bodies ("the national body most representative of standardization in its country"). These subscriptions are in proportion to each country's gross national product and trade figures. Sale of standards.

The organization which today is known as ISO began in 1926 as the International Federation of the National Standardizing Associations (ISA). This organization focused heavily on mechanical engineering. It was disbanded in 1942 during the second World War but was re-organized under the current name, ISO, in 1946. ISO is a voluntary organization whose members are recognized standard authorities, each one representing one country. The bulk of the work of ISO is done by the 2700 technical committees, subcommittees and working groups. Each committee and subcommittee is headed by a Secretariat from one of the member organizations.

ISO's structure

ISO standards are developed according to the following principles.

Consensus The views of all interests are taken into account: manufacturers, vendors and users, consumer groups, testing laboratories, governments, engineering professions and research organizations. Industry wide Global solutions to satisfy industries and customers worldwide. Voluntary International standardization is market driven and therefore based on voluntary involvement of all interests in the market-place.

There are three main phases in the ISO standards development process as follows. 1. The need for a standard is usually expressed by an industry sector, which communicates this need to a national member body. The latter proposes the new work item to ISO as a whole. Once the need for an International Standard has been recognized and formally agreed, the first phase involves definition of the technical scope of the future standard. This phase is usually carried out in working groups which comprise technical experts from countries interested in the subject matter. 2. Once agreement has been reached on which technical aspects are to be covered in the standard, a second phase is entered during which countries negotiate the detailed specifications within the standard. This is the consensus-building phase. 3. The final phase comprises the formal approval of the resulting draft International Standard (the acceptance criteria stipulate approval by two-thirds of the ISO members that have participated actively in the standards development process, and approval by 75% of all members that vote), following which the agreed text is published as an ISO International Standard. It is also possible to publish interim documents at different stages in the standardization process. Most standards require periodic revision. Several factors combine to render a standard out of date: technological evolution, new methods and materials, new quality and safety requirements. To take account of these factors, ISO has established the general rule that all ISO standards should be reviewed at intervals of not more than five years. On occasion, it is necessary to revise a standard earlier.

To date, ISO's work has resulted in over 16 000 International Standards, representing more than 620 000 pages in English and French (terminology is often provided in other languages as well). An International Standard is the result of an agreement between the member bodies of ISO. It may be used as such, or may be implemented through incorporation in national standards of different countries. International Standards are developed by ISO technical committees (TC) and subcommittees (SC) by a six-step process: Step Stage 1 Stage 2 Stage 3 Stage 4 Stage 5 Stage 6 Proposal stage Preparatory stage Committee stage Enquiry stage Approval stage Publication stage

Stage 1: Proposal stage The first step in the development of an International Standard is to confirm that a particular International Standard is needed. A new work item proposal (NP) is submitted for vote by the members of the relevant TC or SC to determine the inclusion of the work item in the programme of work. The proposal is accepted if a majority of the P-members of the TC/SC votes in favor and if at least five P-members declare their commitment to participate actively in the project. At this stage a project leader responsible for the work item is normally appointed.

Stage 2: Preparatory stage Usually, a working group of experts, the chairman (convener) of which is the project leader, is set up by the TC/SC for the preparation of a working draft. Successive working drafts may be considered until the working group is satisfied that it has developed the best technical solution to the problem being addressed. At this stage, the draft is forwarded to the working group's parent committee for the consensus-building phase. Stage 3: Committee stage As soon as a first committee draft is available, it is registered by the ISO Central Secretariat. It is distributed for comment and, if required, voting, by the P-members of the TC/SC. Successive committee drafts may be considered until consensus is reached on the technical content. Once consensus has been attained, the text is finalized for submission as a draft International Standard (DIS). Stage 4: Enquiry stage The draft International Standard (DIS) is circulated to all ISO member bodies by the ISO Central Secretariat for voting and comment within a period of five months. It is approved for submission as a final draft International Standard (FDIS) if a two-thirds majority of the P-members of the TC/SC are in favor and not more than one-quarter of the total number of votes cast are negative. If the approval criteria are not met, the text is returned to the originating TC/SC for further study and a revised document will again be circulated for voting and comment as a draft International Standard. Stage 5: Approval stage The final draft International Standard (FDIS) is circulated to all ISO member bodies by the ISO Central Secretariat for a final Yes/No vote within a period of two months. If technical comments are received during this period, they are no longer considered at this stage, but registered for consideration during a future revision of the International Standard. The text is approved as an International Standard if a two-thirds majority of the P-members of the TC/SC is in favor and not more than one-quarter of the total number of votes cast are negative. If these approval criteria are not met, the standard is referred back to the originating TC/SC for reconsideration in light of the technical reasons submitted in support of the negative votes received. Stage 6: Publication stage Once a final draft International Standard has been approved, only minor editorial changes, if and where necessary, are introduced into the final text. The final text is sent to the ISO Central Secretariat which publishes the International Standard.

Stakeholders in international standardization comprise all those groups who have an interest in international standardization because they are affected by it and wish therefore to contribute to the process of the development of International Standards. Stakeholders participate in the technical work of ISO through national delegations appointed by the member bodies of ISO or, if they are organized in international or broadly-based organizations, through liaison organizations. National delegations are normally composed of a mix of the stakeholder groups listed below and represent national positions which have been consolidated at the national level prior to the participation of delegations at ISO.

GlobalFoundries Inc. is the world's third largest independent semiconductor foundry, with its headquarters located in Milpitas, California. GlobalFoundries was created by the divestiture of the manufacturing side of AMD on March 2, 2009, and was expanded through its merger with Chartered Semiconductor on January 13, 2010. Advanced Technology Investment Company (ATIC) is the largest investor in the company. GlobalFoundries manufactures integrated circuits in high volume mostly for semiconductor companies such as AMD, Broadcom, Qualcomm, and STMicroelectronics. The company has five 200 mm fabrication plants in Singapore, and two 300 mm fabrication plants each in Germany and Singapore, as well as a new 300mm fabrication plant under construction in Saratoga County, New York in the United States. GlobalFoundries services the manufacturing needs of its customers through its high volume foundry services. It currently owns eight fabrication plants. Fab 1 is in Dresden, Germany. Fabs 2 through 7 are in Singapore, and a new plant, Fab 8, will be operational in the United States in 2012. These sites are supported by a global network of R&D, design enablement, and customer support in Singapore, China, Taiwan, Japan, the United States, Germany, and the United Kingdom.

Locations:

Headquartered in Silicon Valley Manufacturing Centers in Germany, Singapore and New York Regional Sales and Support Offices in Shanghai, Yokohama, Hsinchu, Austin, London, Munich

Capacity:

Five 200mm fabs and two 300mm fabs in production, one 300mm fab under construction Total capacity in 300mm and 200mm wafers is expanding to 7.7 million 200mm equivalent wafers, as described below.

Expanding to 2.3 million 300mm wafers annually Installed base of 2.2 million 200mm wafers annually, expanding to 2.5 million

Employees:

Approximately 10,000 employees Spanning three continents across 12 locations

Customers:

Over 150 worldwide Includes many of the world's largest semiconductor companies

Capital Expenditure Plans:

$5.4B capital expenditure planned for 2011 Fab 8 in Saratoga County, New York is currently the largest commercial capital expansion project in the USA.

Fabrication facilities
300mm fabrication facilities Fab 1 Fab 1, located in Dresden, Germany is a 364,512 m plant. When transferred to GlobalFoundries in its inception, Fab 36 and Fab 38 were renamed Module 1 and Module 2, respectively. Each module can produce 25,000 wafers per month.[3][5] Module 1 is a 300 mm wafer production facility. It is capable of manufacturing wafers at 65 nm and 45 nm for use in AMD CPUs, APUs, and future 32 nm SOI HKMG silicon. Module 2 is in a transition period, converting from 200 mm to 300 mm wafer production for 55 nm and 40 nm for use in chipsets, GPUs, and future 32 nm and 28 nm bulk HKMG silicon.

Maximum Full Capacity: 80,000 of 300mm wafers/month. (180,000 200mm wafers/month equivalent) Technologies: 45 nm and below. Fab 7 Fab 7, located in Singapore, is an operational 300 mm Fab, originally owned by Chartered Semiconductor. It produces wafers at 130 nm to 40 nm on bulk CMOS and SOI processes. It is one of the most advanced fully automated fabs.[3]

Maximum Full Capacity: 50,000 of 300mm wafers/month. (112,500 200mm wafers/month equivalent) Technology: 130 to 40 nm. Fab 8 Fab 8, located in Luther Forest Technology Campus, Saratoga County, New York, USA is a new 300 mm Fab. This fabrication plant was previously named Fab 4x when it was still part of AMD. It is going to be a new 28 nm wafer plant. The plant's construction began in July 2009 and the company expects to start mass production in 2012.[3][6]

Maximum Full Capacity: 60,000 of 300mm wafers/month. (More than 135,000 200mm wafers/month equivalent) Technology: 28 nm and below.

200mm fabrication facilities All 200 mm fabs are located in Singapore, and originally owned by Chartered Semiconductor.[7] Fab 2 Fab 2 is located at India capable of manufacturing wafers at 600 to 350 nm for use in selected automotive IC products, High Voltage power management IC and Mixed-Signal products.[7]

Maximum Full Capacity: 50,000 of 200mm wafers/month. Technology: 600 to 350 nm. Fab 3/5 Fab 3/5 is capable of manufacturing wafers at 350 to 180 nm for use in High Voltage IC's for small panel display drivers and mobile power management modules.[7]

Maximum Full Capacity: 54,000 of 200mm wafers/month. Technology: 350 to 180 nm. Fab 3E Fab 3E produces 180 nm wafers for use in selected automotive IC products, High Voltage power management IC and Mixed-Signal products with embedded non-volatile memory technology.[7]

Maximum Full Capacity: 34,000 of 200mm wafers/month. Technology: 180 nm. Fab 6 Fab 6 is a full copper fab that is capable of highly integrated CMOS and RFCMOS products for applications such as Wi-Fi / Bluetooth at 180 to 110 nm processes.[7]

Maximum Full Capacity: 45,000 of 200mm wafers/month Technology: 180 to 110 nm.

Quality Management
GLOBALFOUNDRIES has implemented quality systems to ensure that products meet or exceed customers' specifications on quality and reliability. All of our in-house laboratories are equipped with advanced analytical tools, providing the necessary equipment and resources for the engineering and R&D team to continuously enhance product quality and reliability. GLOBALFOUNDRIES' quality assurance team comprises engineers, technicians and other employees who monitor and control our manufacturing processes. Quality Policy Quality is a way of life GLOBALFOUNDRIES will exceed its customers' expectations through the dedication and continuous improvement efforts of our employees. To do so, its employees embrace and adhere to the following principles:

Customer First We strive to understand our customers' evolving needs and work towards exceeding their expectations Continuous Improvement We are committed to continuously improve our services, business and technology processes in order to set world-class standards in foundry practices Committed People We take ownership for the quality of processes that help our customers and GLOBALFOUNDRIES succeed

Awards & Certifications GLOBALFOUNDRIES's production facilities in Singapore and Dresden, Germany have been certified by the International Organization for Standardization, or ISO, to meet ISO 9001 and ISO 14001 standards. ISO 9001 standards set the requirements necessary to ensure the production of quality products and services, including standards relating to management systems, management responsibility, resource management, product realization, measurement, analysis and improvement. GLOBALFOUNDRIES has also received the ISO/TS 16949 certification for all Singapore Fabs and have met the yearly surveillance and 3-yearly re-certification audit requirements. ISO/TS 16949 is one of the most comprehensive quality standards in the industry. It defines the quality system requirements for use in the automotive supply chain - one of the industries that GLOBALFOUNDRIES serves. The ISO/TS 16949 certification also requires companies to emphasize meeting customer requirements, defect prevention, reduction of variation and waste in the supply chain and to continually improve the effectiveness and efficiency of business processes. Our goal is to achieve ISO/TS 16949 compliance for

Fab 1 in Dresden, Germany in 2011 Q2...The ISO 9001 and ISO/TS 16949 certifications involve stringent periodic third party reviews and verifications of our production processes and quality management systems. They serve as recognition to GLOBALFOUNDRIES's commitment to achieving manufacturing excellence and quality standards. Recognized for quality processes and exceptional customer service, GLOBALFOUNDRIES was honored with Semiconductor International Magazine's Top Fab Award in 1997, 2004 and 2006 and "Fab of the Year" 2001 (Dresden Fab). GLOBALFOUNDRIES's manufacturing facilities were also certified to ISO 14001(Environmental Management System) in 1998 and 2002 and OHSAS 18001 (Occupational Health & Safety Management System) in Singapore in 2006. We have also achieved the Sony Green Partner award for the Singapore Fabs.

ISO 9000
ISO 9000 family The ISO 9000 family addresses "Quality management". This means what the organization does to fulfil:

The customer's quality requirements, and Applicable regulatory requirements, while aiming to Enhance customer satisfaction, and Achieve continual improvement of its performance in pursuit of these objectives

The ISO 9000 family of standards represents an international consensus on good quality management practices. It consists of standards and guidelines relating to quality management systems and related supporting standards. ISO 9001:2008 is the standard that provides a set of standardized requirements for a quality management system, regardless of what the user organization does, its size, or whether it is in the private, or public sector. It is the only standard in the family against which organizations can be certified although certification is not a compulsory requirement of the standard. The other standards in the family cover specific aspects such as fundamentals and vocabulary, performance improvements, documentation, training, and financial and economic aspects. Why an organization should implement ISO 9001:2008 Without satisfied customers, an organization is in peril! To keep customers satisfied, the organization needs to meet their requirements. The ISO 9001:2008 standard provides a tried and tested framework for taking a systematic approach to managing the organization's processes so that they consistently turn out product that satisfies customers' expectations.

How the ISO 9001:2008 model works The requirements for a quality system have been standardized - but many organizations like to think of themselves as unique. So how does ISO 9001:2008 allow for the diversity of say, on the one hand, a "Mr. and Mrs." enterprise, and on the other, to a multinational manufacturing company with service components, or a public utility, or a government administration? The answer is that ISO 9001:2008 lays down what requirements your quality system must meet, but does not dictate how they should be met in any particular organization. This leaves great scope and flexibility for implementation in different business sectors and business cultures, as well as in different national cultures. Checking that it works 1. The standard requires the organization itself to audit its ISO 9001:2008based quality system to verify that it is managing its processes effectively - or, to put it another way, to check that it is fully in control of its activities. 2. In addition, the organization may invite its clients to audit the quality system in order to give them confidence that the organization is capable of delivering products or services that will meet their requirements. 3. Lastly, the organization may engage the services of an independent quality system certification body to obtain an ISO 9001:2008 certificate of conformity. This last option has proved extremely popular in the market-place because of the perceived credibility of an independent assessment. The organization may thus avoid multiple audits by its clients, or reduce the frequency or duration of client audits. The certificate can also serve as a business reference between the organization and potential clients, especially when supplier and client are new to each other, or far removed geographically, as in an export context.

Quality management principles

Introduction This sectionintroduces the eight quality management principles on which the quality management system standards of the ISO 9000:2000 and ISO 9000:2008 series are based. These principles can be used by senior management as a framework to guide their organizations towards improved performance. The principles are derived from the collective experience and knowledge of the international experts who participate in ISO

Technical Committee ISO/TC 176, Quality management and quality assurance, which is responsible for developing and maintaining the ISO 9000 standards. The eight quality management principles are defined in ISO 9000:2005, Quality management systems Fundamentals and vocabulary, and in ISO 9004:2000, Quality management systems Guidelines for performance improvements. This document gives the standardized descriptions of the principles as they appear in ISO 9000:2005 and ISO 9004:2000. In addition, it provides examples of the benefits derived from their use and of actions that managers typically take in applying the principles to improve their organizations' performance.

Principle 1: Customer focus Principle 2: Leadership Principle 3: Involvement of people Principle 4: Process approach Principle 5: System approach to management Principle 6: Continual improvement Principle 7: Factual approach to decision making Principle 8: Mutually beneficial supplier relationships The next step

ISO 14000
This section concisely describes the essential features of the ISO 14000 family. The ISO 14000 family addresses various aspects of environmental management. The very first two standards, ISO 14001:2004 and ISO 14004:2004 deal with environmental management systems (EMS). ISO 14001:2004 provides the requirements for an EMS and ISO 14004:2004 gives general EMS guidelines. The other standards and guidelines in the family address specific environmental aspects, including: labeling, performance evaluation, life cycle analysis, communication and auditing. An ISO 14001:2004-based EMS An EMS meeting the requirements of ISO 14001:2004 is a management tool enabling an organization of any size or type to:

identify and control the environmental impact of its activities, products or services, and to improve its environmental performance continually, and to implement a systematic approach to setting environmental objectives and targets, to achieving these and to demonstrating that they have been achieved.

How it works ISO 14001:2004 does not specify levels of environmental performance. If it specified levels of environmental performance, they would have to be specific to each business activity and this would require a specific EMS standard for each business. That is not the intention. ISO has many other standards dealing with specific environmental issues. The intention of ISO 14001:2004 is to provide a framework for a holistic, strategic approach to the organization's environmental policy, plans and actions. ISO 14001:2004 gives the generic requirements for an environmental management system. The underlying philosophy is that whatever the organization's activity, the requirements of an effective EMS are the same. This has the effect of establishing a common reference for communicating about environmental management issues between organizations and their customers, regulators, the public and other stakeholders.

Because ISO 14001:2004 does not lay down levels of environmental performance, the standard can to be implemented by a wide variety of organizations, whatever their current level of environmental maturity. However, a commitment to compliance with applicable environmental legislation and regulations is required, along with a commitment to continual improvement for which the EMS provides the framework. The EMS standards ISO 14004:2004 provides guidelines on the elements of an environmental management system and its implementation, and discusses principal issues involved. ISO 14001:2004 specifies the requirements for such an environmental management system. Fulfilling these requirements demands objective evidence which can be audited to demonstrate that the environmental management system is operating effectively in conformity to the standard. What can be achieved ISO 14001:2004 is a tool that can be used to meet internal objectives:

provide assurance to management that it is in control of the organizational processes and activities having an impact on the environment assure employees that they are working for an environmentally responsible organization.

ISO 14001:2004 can also be used to meet external objectives:

provide assurance on environmental issues to external stakeholders such as customers, the community and regulatory agencies comply with environmental regulations support the organization's claims and communication about its own environmental policies, plans and actions provides a framework for demonstrating conformity via suppliers' declarations of conformity, assessment of conformity by an external stakeholder - such as a business client - and for certification of conformity by an independent certification body.

ISO 14001 standard

The standard is not an environmental management system as such and therefore does not dictate absolute environmental performance requirements (National Academy Press 1999), but serves instead as a framework to assist organizations in developing their own environmental management system (RMIT University). ISO 14001 can be integrated with other management functions and assists companies in meeting their environmental and economic goals. ISO 14001, as with other ISO 14000 standards, is voluntary (IISD 2010), with its main aim to assist companies in continually improving their environmental performance, whilst complying with any applicable legislation. Organizations are responsible for setting their own targets and performance measures, with the standard serving to assist them in meeting objectives and goals and the subsequent monitoring and measurement of these (IISD 2010). This means that two organizations that have completely different measures and standards of environmental performance, can both comply with ISO 14001 requirements (Federal Facilities Council Report 1999). The standard can be applied to a variety of levels in the business, from organizational level, right down to the product and service level (RMIT university). Rather than focusing on exact measures and goals of environmental performance, the standard highlights what an organization needs to do to meet these goals (IISD 2010). Success of the system is very dependant on commitment from all levels of the organization, especially top management (Standards Australia/Standards New Zealand 2004), who need to be actively involved in the development, implementation and maintenance of the environmental management system (iso14001.com.au 2010). In 2008 there were an estimated 188 000 companies from 155 countries, certified as ISO 14001 compliant (ISO14001.com.au 2010) ISO 14001 is known as a generic management system standard, meaning that it is applicable to any size and type of organisation, product or service, in any sector of activity and can accommodate diverse socio-cultural and geographic conditions (Standards Australia/Standards New Zealand 2004). All standards are periodically reviewed by ISO and new ones issued (Standards Australia/Standards New Zealand 2004). Basic principles and methodology Plan establish objectives and processes required Prior to implementing ISO 14001, an initial review or gap analysis of the organisations processes and products is recommended, to assist in identifying all elements of the current operation and if possible future operations, that may interact with the

environment, termed environmental aspects (Martin 1998). Environmental aspects can include both direct, such as those used during manufacturing and indirect, such as raw materials (Martin 1998). This review assists the organisation in establishing their environmental objectives, goals and targets, which should ideally be measurable; helps with the development of control and management procedures and processes and serves to highlight any relevant legal requirements, which can then be built into the policy (Standards Australia/Standards New Zealand 2004). Do implement the processes During this stage the organization identifies the resources required and works out those members of the organisation responsible for the EMS implementation and control (Martin 1998). This includes documentation of all procedures and processes; including operational and documentation control, the establishment of emergency procedures and responses, and the education of employees, to ensure they can competently implement the necessary processes and record results (Standards Australia/Standards New Zealand 2004). Communication and participation across all levels of the organisation, especially top management is a vital part of the implementation phase, with the effectiveness of the EMS being dependant on active involvement from all employees (Federal Facilities Council Report 1999). Check measure and monitor the processes and report results During the check stage, performance is monitored and periodically measured to ensure that the organisations environmental targets and objectives are being met (Martin 1998). In addition, internal audits are regularly conducted to ascertain whether the EMS itself is being implemented properly and whether the processes and procedures are being adequately maintained and monitored (Standards Australia/Standards New Zealand 2004). Act take action to improve performance of EMS based on results After the checking stage, a regular planned management review is conducted to ensure that the objectives of the EMS are being met, the extent to which they are being met, that communications are being appropriately managed and to evaluate changing circumstances, such as legal requirements, in order to make recommendations for further improvement of the system (Standards Australia/Standards New Zealand 2004). These recommendations are then fed back into the planning stage to be implemented into the EMS moving forward.

ISO/TS 16949
The ISO/TS16949 is an ISO technical specification aiming to the development of a quality management system that provides for continual improvement, emphasizing defect prevention and the reduction of variation and waste in the supply chain. It is based on the ISO 9001 and the first edition was published in March 2002 as ISO/TS 16949:2002. [1] It was prepared by the International Automotive Task Force (IATF) and the "Technical Committee" of ISO. It harmonizes the country-specific regulations of QualityManagement-Systems.[2] About 30 percent of the more than 100 existing automobile manufacturers affiliate the requirements of the norm but especially the large Asian manufacturers have differentiated, own requirements for the quality management systems of their corporate group and their suppliers. TS16949 applies to the design/development, production and, when relevant, installation and servicing of automotive-related products. It is based on ISO 9001. The requirements are intended to be applied throughout the supply chain. For the first time vehicle assembly plants will be encouraged to seek ISO/TS16949 certification. The ISO/TS 16949 can be applied throughout the supply chain in the automotive industry. A certification takes place on the basis of the certification rules issued by the IATF International Automotive Task Force. The certificate is valid for the length of three years and must be confirmed annually by an IATF certified auditor (3rd Party Auditor) of an accredited certification body such as Bureau Veritas, DQS, SGS S.A., TV, or UTAC. Thereafter follows the re-certification for another three years with afresh annual confirmation. A certificate according to ISO/TS 16949 is intended to build up or enforce the confidence of a (potential) customer into the system and process quality of a (potential) supplier. Today, a supplier without a valid certificate has very little chance to serve a Tier 1 supplier and certainly no chance to serve a car manufacturer (OEM) with standard parts. Aim of the standard is to improve the system and process quality to increase customer satisfaction, to identify problems and risks in production process and supply chain, to eliminate its causes and to examine taken corrections and preventive measures for their effectiveness. The focus lies not on the discovery, but on the avoidance of errors. The eight main chapters of the standards are:

Section 1-3: Introduction and Preface

Chapter 4: Quality Management System (general requirements, control of documents and records) Chapter 5: Responsibility of the management Chapter 6: Management of resources Chapter 7: Product realization Section 8: Measurement, Analysis and Improvement

OSHAS 18001
OHSAS 18000 is an international occupational health and safety management system specification. It comprises two parts, 18001 and 18002 and embraces a number of other publications. For the record, the following other documents, amongst others, were used in the creation process:

BS8800:1996 Guide to occupational health and safety management systems DNV Standard for Certification of Occupational Health and Safety Management Systems(OHSMS):1997 Technical Report NPR 5001: 1997 Guide to an occupational health and safety management system Draft LRQA SMS 8800 Health & safety management systems assessment criteria SGS & ISMOL ISA 2000:1997 Requirements for Safety and Health Management Systems BVQI SafetyCert: Occupational Safety and Health Management Standard Draft AS/NZ 4801 Occupational health and safety management systems Specification with guidance for use Draft BSI PAS 088 Occupational health and safety management systems

UNE 81900 series of pre-standards on the Prevention of occupational risks Draft NSAI SR 320 Recommendation for an Occupational Health and Safety (OH and S) Management System

OHSAS 18001 is an Occupation Health and Safety Assessment Series for health and safety management systems. It is intended to help an organization to control occupational health and safety risks. It was developed in response to widespread demand for a recognized standard against which to be certified and assessed. Benefits - How Can OHSAS Help? The OHSAS specification is applicable to any organisation that wishes to:

Establish an OH&S management system to eliminate or minimize risk to employees and other interested parties who may be exposed to OH&S risks associated with its activities Assure itself of its conformance with its stated OH&S policy Demonstrate such conformance to others Implement, maintain and continually improve an OH&S management system Make a self-determination and declaration of conformance with this OHSAS specification. Seek certification/registration of its OH&S management system by an external organisation

Essentially, OHSAS helps in a variety of respects... it helps: minimise risk to employees/etc; improve an existing OH&S management system; demonstrate diligence; gain assurance; etc. The benefits can be substantial.

Bibliography
www.wikipedia.com www.Iso.org www.Globalfoundries.com