Once your processes are determined, and their sequence is documented, you should identify the risks and opportunities associated with these processes. In order to realise the benefits associated with the identified risks and opportunities, subsequent changes to the management system may be needed. These changes could relate to any aspect of any process, such as its inputs, resources, suppliers, personnel, activities, controls, measurements, and outputs.
Changes are intended to be beneficial but they need to be carried out when determined by your organisation as relevant and achievable. In addition, consideration of newly introduced risks and opportunities should also be taken into account.
To achieve the benefits associated with changes, your organisation should consider all types of change that may occur. These changes may be generated, for example, in:
- Processes and procedures;
- System manual;
- Documented information;
- Infrastructure;
- Tooling;
- Process equipment;
- Employee training;
- Supplier evaluation;
- Stakeholder management;
- Interested party requirements.
Whenever management system changes are planned, Top Management should ensure that all personnel are made aware of any changes which affect their process, and that subsequent monitoring is undertaken to ensure that changes are effectively implemented.
Check that organisational knowledge is reviewed before changes to the Management System are made when responding to any change. Ensure that your organisation has planned how to integrate and implement the changes into its processes. Check that your organisation has considered:
- The purpose of the changes and their potential consequences (risk and opportunities);
- The integrity of the management system (how does the change effect current process?);
- The availability of resources (are resources allocated to affect change?);
- The allocation or reallocation of responsibilities and authorities (are the right staff allocated?).
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