1. Briefcase
2. Four part board
3. 5 puzzle type pieces and 4 joker chips
4. 4 figures
5. 56 cards RISKS (threats or opportunities)
6. 56 cards MTC (multiple choice test)
7. 56 cards PRACTICES (good practices or bad practices)
8. 56 cards CASE STUDIES (situation, challenge and solution)
9. An animator's booklet
10. 4 participant's booklets
11. 4 certificates of participation
12. 4 sheets A4 of 12 white stickers (70 x 37 cm) right corners (AGIPA 100313)
13. List of IZOGOOD® 9001 business game documents

Anyone involved in the introduction, implementation, maintenance, consultation, training and improvement of a quality management system based on ISO 9001 version 2015:

• consultant
  
• trainer
• advisor
  
• pilot of the ISO 9001 certification project
  
• director
  
• quality manager
• metrology manager
• maintenance manager
  
• project manager
  
• matching quality
  
• quality technician
  
• quality assistant
  
• quality operator
  
• internal auditor
  
• student

PARTICIPANT'S BOOKLET

TABLE OF CONTENTS

1. Rules of the game
2. A reminder of the clauses and sub-clauses of the ISO 9001 version 2015 standard
3. A glossary of used terms

1. RULES OF THE GAME

The game is scheduled for 2 to 4 teams of one or more people, during one or more sessions of 2 to 3 hours.

Each team receives a participant booklet.

A game leader is essential to lead the game, provide detailed answers or additional information on the requirements of the standard.

The game starts with an introduction by the game leader about the specificities of game. Then the game leader quickly recalls the principles and new features (see more) of the ISO 9001 standard and some benefits of certification.

The requirements of the standard and the comments are available at this page. A free quiz on the requirements of ISO 9001 is provided at the beginning of this web page. This will allow you to discover, decrypt and become familiar with the requirements of the standard.

The game leader brings a copy of the standard (not provided in the game) and makes it available to the players.

A reminder of the clauses and sub-clauses of the standard is included in the participant's booklet, cf. chapter 2.

Each team chooses its figure and receives a "joker" ( ) chip. This allows them to ask for help another team when the question is (very) difficult. When the answer given by the other team is correct, both teams advance their figures the number of boxes defined by the level of difficulty (1 to 3 stars ) present on the front of the card.

The game leader places the 4 figures on the box "departure" ( ).

The order of play for each team depends on the date of birth of the participants. The person with the nearest date (day and month) of the current day will be a member of the first team and so forth.

It is preferable that the teams position themselves around the board in relation to the sequence of their figures on the board.

The sequence of boxes (categories of cards) is as follows:

• RISKS - threat or opportunity - silver
• MCT - multiple choice test (requirements of the standard) - green
• PRACTICES - good practice or bad practice - orange
• CASE STUDIES – situation, challenge, solutions - blue

The first team takes the card from the RISKS stack, reads the text on the front and back aloud, and answers the question asked. If the answer is:

• correct, the team advances its figure according to the number of boxes defined by the level of difficulty (1 to 3 stars ) present on the front of the card; during their next turn, the team will then answer the question of the card corresponding to this box
• incorrect, the team stays on the departure box; in the next round, they will take the next card RISKS then answer the question

The cards played are kept by each team.

The other teams do as the first team but take one MCT, PRACTICE or CASE STUDY card.

Additional questions are at the discretion of the game leader depending on the level of knowledge of the teams and the speed of the game. These could be questions such as:

• What is the clause and sub-clause of the standard related to the question asked?
• Can you give an example from your department related to this topic?
• What do the other teams think?

In consultation with the players and to take into account the time allocated to the game, the game leader sets the rule for the end of the game.

By default, the team that arrives first on the "Certificate" box () wins.

The members of this team first obtain the certificate of participation (). They can then support the answers of other teams with the agreement of the game leader.

The end of the game is normally effective when all teams have reached the last box "Certificate".

A concluding session allows everyone to express themselves on particular points that require further explanation.

Self-adhesive labels are available to write (or print) the text of the cards to be customized. With the purchase of the game, you receive as annexes the leader’s booklet, the participant's booklet and the certificate in Word format. The text of the cards is in PowerPoint format.

Some questions have a touch of humor. Dare to be sincere, it's just a game. 

2. A REMINDER OF THE CLAUSES AND SUB-CLAUSES OF THE STANDARD ISO 9001 VERSION 2015

There are 309 requirements in clauses 4 to 10 that correspond to a wording that includes the verb "shall".

1 Scope

2 Normative references

3 Terms and definitions

4 Context of the organization

4.1 The organization and its context
4.2 Needs and expectations of interested parties
4.3 Scope of the QMS
4.4 QMS and its processes

5 Leadership

5.1 Leadership and commitment
5.2 Policy
5.3 Roles, responsibilities and authorities

6 Planning

6.1 Actions to address risks and opportunities
6.2 Quality objectives
6.3 Planning of changes

7 Support

7.1 Resources
7.2 Competence
7.3 Awareness
7.4 Communication
7.5 Documented information

8 Operation

8.1 Operational planning and control
8.2 Requirements for products and services
8.3 Design and development
8.4 External providers
8.5 Production and service provision
8.6 Release of products and services
8.7 Control of nonconforming outputs

9 Performance evaluation

9.1 Monitoring, measurement, analysis and evaluation
9.2 Internal audit
9.3 Management review

10 Improvement

10.1 General
10.2 Nonconformity and corrective action
10.3 Continual improvement

3. GLOSSARY

The beginning of wisdom is calling things by their proper names. Chinese proverb

Specific quality terms:

Audit: a systematic and independent survey to determine whether activities and results comply with pre-established measures and are capable of achieving the objectives
Audit evidence: demonstrably true data related to audit criteria
Competence: personal skills, knowledge and experiences
Concession (after production): written authorization to deliver a nonconforming product
Conformity: fulfillment of a specified requirement
Continual improvement: permanent process allowing the improvement of the global performance of the company
Corrective action: action to eliminate the causes of nonconformity or any other undesirable event and to prevent their recurrence
Customer: anyone who receives a product 
Customer satisfaction: top priority objective of every quality management system related to the satisfaction of customer requirements
Documented information: any support allowing the treatment of information
Effectiveness: capacity to realize planned activities with minimum effort
Efficiency: financial relationship between achieved results and used resources 
External provider (supplier): an entity that provides a product
Indicator: value of a parameter, associated with an objective, allowing the objective measure of its effectiveness
Inspection: the actions of measuring, testing and examining a process, product or material to establish whether requirements are met
Interested party: person, group or company affected by the impacts of an organization
Management review: a periodic survey carried out by top management of the management system for its continual improvement
Management system: set of processes allowing objectives to be achieved
Nonconformity: non-fulfillment of a specified requirement
Organization (company): a structure that satisfies a need 
Performance: measurable and expected results of the management system
PEST: Political, Economic, Sociological, Technological. Analysis to identify the influence of external factors 
Process: activities which transform inputs into outputs 
Process approach: management by the processes to better satisfy customers, improve the effectiveness of all processes and increase the global efficiency
Product (or service): every result of a process or activity
Quality: aptitude to fulfill requirements
Quality management: activities allowing the control of a company with regard to quality
Quality objective: quality related, measurable goal that must be achieved
Requirement: explicit or implicit need or expectation
Review: a survey of a file, product, process so as to verify if pre-set objectives are achieved
Risk: probability of occurrence of a threat or an opportunity 
SWOT: Strengths, Weaknesses, Opportunities, Threats. Tool for structuring a risk analysis 
Top management: group or persons in charge of the company’s control at t Traceability: the aptitude to memorize or restore all or part of a trace of executed functions
Validation: notice that the application of any process, product or material allows expected results to be achieved 
Verification: the periodic inspection survey of compliance of a process, product or material

Remark 1: the use of ISO 9000 definitions is recommended. The most important thing is to determine a common and unequivocal vocabulary for everyone in the company.

Remark 2: documented information is any information which we must maintain (procedure ) or retain (record ).

GAME LEADER'S BOOKLET

TABLE OF CONTENTS

1. Rules of the game
2. Risks
3. MCT
4. Practices
5. Case studies

1. RULES OF THE GAME

The game is scheduled for 2 to 4 teams of one or more people, during one or more sessions of 2 to 3 hours.

Each team receives a participant booklet.

A game leader is essential to lead the game, provide detailed answers or additional information on the requirements of the standard.

The game starts with an introduction by the game leader about the specificities of game. Then the game leader quickly recalls the principles and new features (see more) of the ISO 9001 standard and some benefits of certification.

The requirements of the standard and the comments are available at this page. A free quiz on the requirements of ISO 9001 is provided at the beginning of this web page. This will allow you to discover, decrypt and become familiar with the requirements of the standard.

The game leader brings a copy of the standard (not provided in the game) and makes it available to the players.

A reminder of the clauses and sub-clauses of the standard is included in the participant's booklet, cf. chapter 2.

Each team receives a "joker" ( ) chip. This allows them to ask for help another team when the question is (very) difficult. When the answer given by the other team is correct, both teams advance their figures the number of boxes defined by the level of difficulty (1 to 3 stars ) present on the front of the card.

The game leader places the 4 figures on the box "departure" ( ).

The order of play for each team depends on the date of birth of the participants. The person with the nearest date (day and month) of the current day will be a member of the first team and so forth.

It is preferable that the teams position themselves around the board in relation to the sequence of their figures on the board.

The sequence of boxes (categories of cards) is as follows:

• RISKS - threat or opportunity - silver
• MCT - multiple choice test (requirements of the standard) - green
• PRACTICES - good practice or bad practice - orange
• CASE STUDIES – situation, challenge, solutions - blue

The first team takes the card from the RISKS stack, reads the text on the front and back aloud, and answers the question asked. If the answer is:

• correct, the team advances its figure according to the number of boxes defined by the level of difficulty (1 to 3 stars ) present on the front of the card; during their next turn, the team will then answer the question of the card corresponding to this box
• incorrect, the team stays on the departure box; in the next round, they will take the next card RISKS then answer the question

The cards played are kept by each team.

The other teams do as the first team but take one MCT, PRACTICE or CASE STUDY card.

Additional questions are at the discretion of the game leader depending on the level of knowledge of the teams and the speed of the game. These could be questions such as:

• What is the clause and sub-clause of the standard related to the question asked?
• Can you give an example from your department related to this topic?
• What do the other teams think?

In consultation with the players and to take into account the time allocated to the game, the game leader sets the rule for the end of the game.

By default, the team that arrives first on the "Certificate" box () wins.

The members of this team first obtain the certificate of participation (). They can then support the answers of other teams with the agreement of the game leader.

The end of the game is normally effective when all teams have reached the last box "Certificate".

A concluding session allows everyone to express themselves on particular points that require further explanation.

Self-adhesive labels are available to write (or print) the text of the cards to be customized. With the purchase of the game, you receive as annexes the leader’s booklet, the participant's booklet and the certificate in Word format. The text of the cards is in PowerPoint format.

Some questions have a touch of humor. Dare to be sincere, it's just a game. 

A bias is inevitable as to the "right answers" to be retained, especially for RISKS or PRACTICES cards.

Here are two examples below:

Example 1: RISK Card 01 Is the statement on the back rather a threat or an opportunity? "Most important thing is that the organization’s strategy has been established in the past."

One could say that it is a threat or an opportunity, but it depends on when the strategy was defined.

The participating team is asked to answer that this is a threat because it is not specified when the previous strategy was developed; a year ago, 10 years ago? So there is missing information. A wise team will be entitled to react by saying: "We cannot answer because we do not have information on the date of the definition of the organization’s strategy".

Example 2: PRACTICE Card 02: Is the statement on the back rather a good or a bad practice? "To determine the issues of the context, the analysis of the competitive environment is a priority".

One could answer that it is a good practice or a bad practice but it depends on the understanding of what is a priority. It is relative because each company has a particular context and a way of identifying the issues. The participating team is asked to answer that this is a bad practice because top management must first determine internal and external issues.

However, it is legitimate to say that there is no real order of priority in determining the issues in the context in which all interested parties are to be analyzed.

Thus, the relevance of the remarks and arguments that are developed must be taken into account by the game leader who must take a step back from the "correct answers" mentioned in the booklet.

The game IZOGOOD was created and realized with a lot of attention. Thank you in advance for communicating to us any progress points that you have identified via this link: contact.php.
 

2. RISKS

Cf. the first 5 cards 

3. MCT

Cf. the first 5 cards 

4. PRACTICES

Cf. the first 5 cards 

5. CASE STUDIES

Cf. the first 5 cards 

THE FIRST 5 CARDS RISKS, MCT, PRACTICES AND CASE STUDIES

RISKS (THREATS OR OPPORTUNITIES)

Comments

 

Threat         § 4.1        

Threat         § 4.1         

Threat         § 4.2         

Opportunity  § 4.2         

Threat          §§ 4.2 ; 5.1 ; 8.2 ; 8.3 ; 8.4 ; 8.5           

MCT (MULIPLE CHOICE TEST)

Comments

 

PRACTICES (GOOD AND BAD PRACTICES)

Comments

 

Good practice         § 4.1          

Bad practice            § 4.1          

Bad practice            § 4.2        

Bad practice            § 4.3        

Good practice         § 4.3          

CASE STUDIES

 

1. Regularly monitor and review issues
2. Determine the positive or negative influence of each issue
3. Obtain updated information on issues from interested parties
4. Use SWOT and PEST tools
5. All solutions (1 to 4) together

§ 4.1          

§ 4.2           

§ 4.2          

§ 4.3          

§ 4.4