ISO standards contribute to ink manufacturer's bottom line

Stehlin Hostag Ink UK Ltd., is part of the Munich, Germany, based Huber Group, the world’s fourth largest manufacturer of printing inks and associated products. The company has invested heavily in its United Kingom manufacturing facility in Nottingham, particularly in development of a new Low Migration production unit where brand colours are blended for food packaging. Stehlin Hostag is certified to ISO 9001 (quality management), ISO 14001 (environmental management), OHSAS 18001 (occupational health and security mananagement – a non-ISO standard) and claims to be the first ink manufacturer worldwide to gain certification from the Swiss Center of Competence for Media and Printing Technology (UGRA), which qualifies the company to work with printers certified to ISO 12647-2, Graphic technology — process control for the production of half-tone colour separations, proof and production prints — Part 2: Offset lithographic processes. The company is also certified to EMAS, the EU Eco-Management and Audit Scheme.

The computer-controlled Tecos ink pumping system at Stehlin Hostag dispenses precise formulations of concentrates and varnish making up a final ink specification which is then mixed in a bowl and potted off into tins, following procedures established by the company’s integrated ISO 9001, ISO 14001 and OHSAS 18001 quality, environmental and health and safety management system. (Photo: Stehlin Hostag)

ISO Focus+ interviewed* Angela Hayden, Health, Safety, Quality and Environmental Systems Manager for Stehlin Hostag, to find out why and how the company implemented its management systems, the extent of system integration, and the advantages of having done so.

What were the main reasons for seeking ISO 9001 and ISO 14001 certifications?

Angela Hayden: The key reasons were for the business benefits. For example, ISO 9001 is customer and quality focused, as we are ourselves as a company, so it fitted right into what we wanted to demonstrate, i.e. Stehlin Hostag is a customer-focused company producing a quality product and service. ISO 14001 was slightly different, but also fitted our philosophy of good business practice with regard to cutting out waste in all areas and therefore cutting costs. We also aim to be known as the number one environmentally focused printing ink manufacturer to prove that this does not have to be known as a “dirty” industry.

In addition, the systems require us to track and monitor continual improvement in everything we do. In the past, we did a lot of good things, but the information was either lost or did not show us how we got there, and what we did with the information.

Was there any pressure from the industry and/or customers to do so as a condition of doing business?

Angela Hayden: We have not found this, although we are very aware that our customer’s customers are putting more and more pressure on them to implement ISO 14001 and other environmental systems. However, you shouldn’t put a system in place just because the customer says so. It must be relevant to the business otherwise it will simply be a costly "tick box+" exercise, and not fully applied. Nevertheless, I would expect our suppliers to adopt these management system standards because, although they do not guarantee perfection, you do at least know that they are demonstrating compliance, with records to prove it. For example, if I dealt with a supplier who did not have ISO 9001 certification, then I could not be sure they were recording customer complaints or customer satisfaction.

Was implementation a top management decision, and did you have full management commitment to invest manpower and funds in the process?

Angela Hayden: All system implementations were top management decisions, and all were given full support by our Managing Director, David Ward, who invested in training me so I could implement the standards correctly. As a result, I am able to offer my services to customers as well to help them meet the requirements of those standards, and add value to our service.

Were there any particular challenges or difficulties in adapting the standards to your company?

Angela Hayden: When we started implementing the original BS 5750 quality assurance standard in 1993, it proved difficult because it was geared towards the engineering industry. We hired a consultant to help us who did not understand our business, and who wrote procedures that did not reflect our true working practices. We had to start again under our own steam, involving auditor training for myself and a fellow manager. However, as the British Standard evolved into the ISO 9000 series it became easier to understand and fit into service type businesses. With the introduction of the 2000 version of ISO 9001 it certainly became more customer focused.

However, it was a challenge to understand the requirements of the standard and its terminology, and interpret each clause to reflect the company’s business accurately. Standards handbooks tell you what needs to be in place, but how you do it is up to you as a company. For example, all the standards ask for evidence of competence, awareness and training. Clause 6.2.2, c) of ISO 9001 requires that the organization shall “evaluate the effectiveness of the actions taken”. But you as a company must decide how to demonstrate this. Stehlin Hostag designed internal training reviews, but another company might send staff on external courses. My interpretation is “how do you know that any training given has had the right outcome for the business, and how can you demonstrate this?”.

The main challenge was in getting the staff involved and showing them the benefits of implementation. If you can get them to understand that the company and business needs to improve, and can only do so by examining why things go wrong and then providing good solutions, then you are on to a winner. But without every employee “buying in” to the standard, it becomes meaningless and loses impact.

How long did the implementation processes take?

Angela Hayden: As it was the first of our management system implementations, the ISO 9001 process took about two years to certification while we went through the learning curve. Once we had the expertise and knowledge in place it become easier to implement the other standards using our tried and tested ISO 9001 approach. Of course, ISO 9001 is the foundation of most of the standards, especially ISO 14001, EMAS and OHSAS 18001. The ISO 14001 implementation-to-certification process took six months, while the occupational health and safety standard proved more difficult. In the interim, we gained an introductory qualification via UK-based NEBOSH (National Examination Board in Occupational Safety and Health) while continuing with OHSAS 18001 certification, which proved to be a 12-month process culminating in certification in 2006.

Can you comment on the cost of doing so?

Angela Hayden: The costs do not need to be onerous, and if set up correctly you should see a return on those costs as you go down the route of continual improvement. If you don’t, then the system is not working as it should.

Did you train staff in the requirements of the standards?

Angela Hayden: We did, and continue to do so. It must of course be well planned and relevant. There is no point in training staff to do a gap analysis on a standard when it is not relevant to what they do. However, we do encourage staff to train as auditors as this gives them exposure to the whole of the company, and enables them to see how the systems work in practice.

We take training very seriously here at Stehlin, however, we prefer to invest resources in doing the training ourselves so that it is adapted to our business. I have been trained as a training provider for health and safety — I hold an Institution of Occupational Safety and Health (IOSH) licence, and also an International Register of Certified Auditors (IRCA) licence enabling me to audit the three standards and deliver internal auditor training. Also, I gained a Chartered Institute of Environmental Health (CIEH) train-the-trainer certificate.

Have you integrated the systems?

Angela Hayden: Yes, integration was actually easier than expected. I soon realized that there is considerable duplication between the standards. For example, the training requirements in all three are very similar, so if you have to train for quality then you also should be training for safety etc., so these cannot be treated separately. Integration makes life easier for auditing too. The only significant differences where separate procedures are required are those for legal, risk assessment and aspects, and impacts registers.

Have you adapted your company’s management systems or changed your way of doing things to any significant extent as a result of these certifications?

Angela Hayden: In the beginning yes, because as we started to implement it was very much a process of trial and error. Systems were revised, agreed upon and implemented until they reached the point where only small amendments are required. We don’t have to make any major changes now, but as we learn from audits and see recommendations of better ways of doing things from new people, we adapt accordingly and implement company-wide so we all benefit from the improvements. Our systems are not stagnant — we review them as an ongoing part of our jobs so they change and adapt to technology and innovations as well. Recently we implemented SAP business management software, and although this didn’t have a major impact on the way we do things, it has had an impact on the information we receive from it.

Can you comment on the advantages of the individual, or combined, systems certifications?

Angela Hayden: I would prefer to comment on all three since over the years and with integration, I have tried to establish a culture whereby these standards do not sit alone. The main advantages for our company are that they give us a sound structure and foundation to what we do. The integrated systems do not necessarily change what we do, but they ensure consistency among all our people and at all our sites. They represent a good communication tool if used correctly, give clarity of vision, and help us deliver our business goals.

As a last comment, I would say that if you are only just starting down the route to certification I would begin with ISO 9001 first as it provides a good foundation on which to base ISO 14001 and OSHAS 18001. However, given the opportunity again, I would implement all three at once and save a lot of time and effort in trying to retrofit the systems.

What is the value of ISO 12647-2 to Stehlin Hostag and the industry?

Angela Hayden: We recognized the value of ISO 12647-2 long before there was talk of the process becoming accredited. We were already helping customers to achieve graphic process control, and used the foundations of ISO 9001 from the quality side with ISO 12647-2 additions to ensure that the customer was consistently producing quality work. The importance to Stehlin is that if our customers obtain more business through meeting this standard, then in turn we benefit too. For us to prosper, we need our customers to prosper With ISO 9001 as a foundation, we believe ISOs graphic technology standard gives our customers the leading edge required to win contracts. It also informs the trade that Stehlin Hostag is more than just ink.

* The interview was carried out by Garry Lambert, a freelance British journalist based in Geneva, Switzerland.