Workshop Plan
Introductions Background to ISO 9000 Quality principles ISO 9001 ISO 9004 Self Assessment
History
The International Organization for Standardization (ISO) established in 1947 ISO/TC 176 established in 1979 First ISO 9000 standards published in 1987 2nd editions in 1994 3rd editions in 2000 Major changes in 2000 editions, with - the adoption of the process approach, and the merger of ISO 9001, ISO 9002, ISO 9003
The supporting standards continued ISO 10012:2003 Measurement management systems -- Requirements for measurement processes and measuring equipment ISO/TR 10013:2001 Guidelines for quality management system documentation ISO/TR 10014:2006 Quality management systems -- Guidelines for realizing financial and economic benefits
N544 - Guidance on the Concept and Use of the Process Approach for management systems
N630 - Guidance on Outsourced Processes
Interpretations
ISO Handbook: ISO 9001 for Small Businesses
Web sites
www.iso.org/tc176/sc2
(ISO 9000 Introduction and Support package)
Key to standards development stages: NWIP New Work Item proposal AWI WD CD DIS Approved Work item Working Draft Committee draft Draft International Standard
ISO/AWI 9000
Quality management systems -- Fundamentals and vocabulary
TC 176/SC 2
ISO/DIS 9001 ISO/CD2 9004
Quality principles
Guanjuato
ISO 9000:2005 3.1.1 quality degree to which a set of inherent characteristics (3.5.1) fulfils requirements (3.1.2) NOTE 1 The term quality can be used with adjectives such as poor, good or excellent. NOTE 2 Inherent, as opposed to assigned, means existing in something, especially as a permanent characteristic.
Mexico
The 8 Quality management principles that are the basis of the standards
Customer - focused organisation Leadership Involvement of people Process approach System approach to management Continual improvement Factual approach to decision making Mutually beneficial supplier relationship
ISO 9000:2005
3.1.4 customer satisfaction customer's perception of the degree to which the customer's requirements (3.1.2) have been fulfilled NOTE 1 Customer complaints are a common indicator of low customer satisfaction but their absence does not necessarily imply high customer satisfaction.
NOTE 2 Even when customer requirements have been agreed with the customer and fulfilled, this does not necessarily ensure high customer satisfaction.
Basic process
Controls (e.g. management)
Inputs
Activity
Outputs
Resources
MANAGEMENT
CUSTOMER
DESIRED
ACTIVITIES ENABLERS
INPUTS
OUTPUTS
CUSTOMER SATISFACTION
ISO 9000:2005 3.2.1 system set of interrelated or interacting elements 3.2.2 management system system (3.2.1) to establish policy and objectives and to achieve those objectives 3.2.3 quality management system management system (3.2.2) to direct and control an organization (3.3.1) with regard to quality (3.1.1)
A system of processes
Inputs to A
PROCESS A
PROCESS B
Outputs from D
PROCESS D
Inputs to C
Outputs from C
PROCESS C
Question:
What general types of processes can be identified in an organization ?
Types of process
Processes for management of an organization. Processes for managing resources. Realization processes. Measurement, analysis and improvement processes
Types of process
Processes for management of an organization. These include processes relating to strategic planning, establishing policies, setting objectives, providing communication, ensuring availability of resources needed and management reviews.
Types of process
Processes for managing resources. These include all those processes for the provision of the resources that are needed for the processes for managing an organization, for realization, and for measurement.
Types of process
Realization processes. These include all processes that provide the intended output of the organization.
Types of process
Measurement, analysis and improvement processes. These include those processes needed to measure and gather data for performance analysis and improvement of effectiveness and efficiency. They include measuring, monitoring and auditing processes, corrective and preventive actions and are an integral part of the management, resource management and realization processes.
Product Design I O
O
O
Resource Processes
Overall = 81%
Act
How to improve next time?
Plan
What to do? How to do it?
Check
Did things happen according to plan?
Do
Do what was planned
Continual Improvement
Environmental Policy
Management Review
Planning
Management responsibility
Customers Customers
Resource management Measurement, analysis and improvement
Satisfaction
Requirements
Input
Output
Continual Improvement
ISO 9001:2008
7.Product Realization
8.Measurement, analysis and improvement Annex A Correspondence to ISO 14001:2004 Bibliography
All the requirements of clauses 4, 5, 6 and 8 are required to be complied with. However, where there is sufficient justification to do so, some of the requirements of clause 7 may be excluded (see clause 1.2).
However, it is likely that these will need to be supplemented by your organizations own additional procedures.
ISO 9004:2009
Sustainable success ?
4 companies incorporated for over 700 years A few hundred companies for over 350 years Several thousand for over 100 years Hundreds of thousands of organizations less than ten years old
So how do you go from being a start-up business to being 10 years old, to being 100 years old, to 350, to 750 ???
Questions: How do you think sustainable success could be achieved ? What are the critical factors ?
ISO 9004:2009
3.1 Sustainable success <of an organization> ability of an organization or activity to maintain or develop its performance in the long term. Note 1 Sustainable success emphasizes the need for a balance between the economic/financial interests of an organization and those of its social and ecological environment. Note 2 Sustainable success relates to interested parties of an organization (such as shareholders, employees, customers, users, interest groups and communities).
Provide guidance for managers on leading their organization towards sustainable success. Forward compatibility to allow organizations to build on existing quality management systems.
Second Priority
Organizations who are not users of ISO 9001 who want to go farther in QMS implementation than 9001
Why we exist What we want to be Ways to achieve our vision How are we acting What we need to achieve
ISO 9004:2009
Foreword Introduction 1 Scope 2 Normative references 3 Terms and definitions
ISO 9004:2009
4 4.1 4.2 4.2.1 4.2.2 4.2.3 4.2.4 4.3 4.4 Managing for sustainable success Interested parties focus Approaches of managing for sustainable success General Focus on Strategy Process approach Continual Improvement Management Responsibility Assessing sustainable success
ISO 9004:2009
5 5.1 5.2 5.3 The organization's environment Changing environment Monitoring Analyzing
ISO 9004:2009
6 Policy and strategy formulation, planning & deployment 6.1 Policy and Strategy formulation 6.2 Policy and strategy planning and deployment 6.2.1 Planning 6.2.2 Scenarios and strategic risks 6.2.3 Deployment into processes and structures of an organization
ISO 9004:2009
7 7.1 7.2 7.3 7.3.1 7.3.2 7.3.3 7.3.4 Resources Management of resources Financial resources Human resources General Management of Human Resources Competence of people Involvement and motivation of people in the organization
ISO 9004:2009
7.4 7.4.1 7.4.2 7.4.3 Partners Partners and partnership Selection of partners Issues to be considered concerning partners 7.4.4 Evaluation of relationships with partners 7.4.5 Improvement of the partners capability 7.4.6 Review of relationships
ISO 9004:2009
7.5 7.6 7.7 7.8 Infrastructure Work environment Knowledge, information and technology Natural resources
ISO 9004:2009
8 8.1 8.2 8.3 Process management Types of processes Managing the organizations processes Process responsibility and authority
ISO 9004:2009
9 9.1 9.2 9.3 9.3.1 9.3.2 9.3.3 9.3.4 9.4 9.5 Measurement and analysis Purpose Key performance indicators Gathering data and information General Data in relation to key performance indicators Internal audit Self-assessment Review of data and monitoring the achievement of objectives Decisions
ISO 9004:2009
10 10.1 10.2 10.3 10.4 Improvement, innovation and learning Aiming for sustainable success requires improvement and innovation Improvement Innovation Learning
ISO 9004:2009
Annex A (Informative) Managing for sustainable success The self-assessment tools Annex B (Informative) Managing for sustainable success Self-assessment sheets Bibliography
Question: What could be the business environment of - A large organization ? - A medium sized organization ? - A small business ?
An organizations environment
1. Analysis
1. Analysis 2. Strategy 6.6. Measurement Measurements
2. Strategy
& improvement
5. Implementation
5. Implementation
& structure
4. Resources
4. Resources
Question:
Who are the interested parties ?
Question: What will the interested parties be looking for from the organization ?
Self -Assessment
What is it ?
A structured methodology Used by an organization To assess the maturity of its systems and processes To identify areas for improvement
The Future ?
TC176/SC2 & TC207/SC1 proposed Joint Vision for ISO 9001 and ISO 14001
(being considered)
The future revisions of ISO 9001 and ISO 14001 will be aligned and will seek to enhance further the current levels of compatibility between the two standards, through the promotion of identical:
titles, sequence of titles, text and definitions that are permitted to diverge only where necessitated by specific differences in managing environment or quality.