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The ISO 9000 family of standards

The ISO 9000 family of standards. The ISO 9000 family of standards is related to quality management systems Designed to help organizations ensure that they meet the needs of customers and other stakeholders

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The ISO 9000 family of standards

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  1. The ISO 9000 family of standards The ISO 9000 family of standards is related to quality management systems Designed to help organizations ensure that they meet the needs of customers and other stakeholders ISO 9000 deals with the fundamentals of quality management systems, including the eight management principleson which the family of standards is based. ISO 9001 deals with the requirements that organizations wishing to meet the standard have to fulfill. (Wikipedia)

  2. Standards in the ISO 9000 family ISO 9000:2005 - covers the basic concepts and language ISO 9001:2008 - sets out the requirements of a quality management system ISO 9004:2009 - focuses on how to make a quality management system more efficient and effective ISO 19011:2011 - sets out guidance on internal and external audits of quality management systems.

  3. The Eight Quality Management PrinciplesThese quality management principles form the basis for ISO 9000 family of standards • Customer focusUnderstand, meet and exceed customer expectations • LeadershipEstablish unity of purpose and direction, create an environment in which people can becom fully involved • Involvement of peoplePeople at all levels should be involved in achieving the organization’s objectives • Process approachActivities and resources should be managed as a process • System approach to managementManagers understand and manage interrelated processes as a system • Continued improvementContinual improvement of performance should be a permanent objective • Factual approach to decision makingEffective decisions are based on the analysis of data and information • Mutually beneficial supplier relationships (ref.: ISO 9000, 0.2)

  4. Audits and Certification Checking that the system works is a vital part of ISO 9001:2008. An organization must perform internal audits to check how its quality management system is working. An organization may decide to invite an independent certification body to verify that it is in conformity to the standard, but there is no requirement for this. Alternatively, it might invite its clients to audit the quality system for themselves.

  5. ISO 9001:2008Quality management systems - Requirements Main chapters • Section 1: Scope • Section 2: Normative Reference • Section 3: Terms and definitions (specific to ISO 9001, not specified in ISO 9000) • Section 4: Quality Management System • Section 5: Management Responsibility • Section 6: Resource Management • Section 7: Product Realization • Section 8: Measurement, analysis and improvement • Before the certification body can issue or renew a certificate, the auditor must be satisfied that the company being assessed has implemented the requirements of sections 4 to 8. • Sections 1 to 3 are not directly audited against, but because they provide context and definitions for the rest of the standard, their contents must be taken into account

  6. Common Assessment Framework (CAF) • Total quality management tool • Developed by the public sector for the public sector • Inspired by the Excellence model (EFQM Ecellence model) • Based on the premise that excellent results in organisational performance, citizens, cutomers, peopleand society are achieved through • leadership driving strategy and planning, • people, • partnerships, • resourses and • processes • This is a Holistic approach to organisational performance analysis

  7. Purpose To assist public sector in using quality management techniques to improve performance Designed for use in all parts of the public sector To introduce public administrators to the principles of TQM To guide them to a fully-fledged PDCA cycle (Plan-Do-Check-Act) To facilitate self assessment to obtain a diagnosis and a definition of improvement actions To act as i bridge across various models used in quality management to facilitate bench learning between public sector organisations

  8. The Eight Principles of Excellence(Abbreviated) 1. Results orientation The organisation focuses on results. Results pleases all of the stakeholders 2. Citizen/Customer focusThe organisation focuses on the needs of both present and potential citizens/customers 3. Leadership and constancy of purposeLeaders establish a clear mission statement, as well as a vision and values. They also create and maintain the internal environment in which people can get fully involved in realising the organisations objectives. 4. Management by processes and facts... a desired result is achieved more efficiently when related resources and activities are managed as a process and effective decisions are based on the analysis of data and information. 5. People development and involvement.. The contribution of employees should be maximised through their development and involvement and a creation of a working environment of shared values and a culture of trust, openness, empowerment and recognition. 6. Continuous learning, innovation and improvementExcellence is challenging the status quo and effecting change by continuous learning to create improvement opportunities. Continuous improvement should therefore be a permanent objective of the organisation 7. Partnership developmentPublic sector organisations need others to achieve their targets and should therefore develop and maintain value-adding partnerships. 8. Social responsibilityPublic sector organisations have to assume their social responsibility and try to meet the major expectations and requirements of the local and global community

  9. The CAF Model The 8 excellence principles of Excellence are integrated into the structure of the CAF Model .

  10. Criterion Example: 5. Processes ... An effective and efficient organisation identifies its core processes, which it performs i order to deliver its services (outputs) and impact (outcomes), considering the expectations of the citizens/customers and other stakeholders, in line with its mission and strategy...(abbreviated) Subcriterion 5.1 Identify, design, manage and innovate processes on an ongoing basis, involving stakeholders Subcriterion 5.2 Develop and deliver citizen/customer oriented services and products Subcriterion 5.3 Coordinate processes across the organisation and with other relevant organisations

  11. Self Assessment Process

  12. Quality management systems vs. Excellence models • QM systems and Excellence systems are based on common principles. Both aproaches • enable an organization to identify its strengths and weaknesses, • contain provision for evaluation against generic models, • provide a basis for continual improvement, and • contain provision for external recognition. • The difference lies in the scope of application: • ISO 9000 provides requirements for quality management systems and guidance for performance improvement. Evaluation of these criteria determines fulfilment of these criteria. • Excellence models contain criteria that enables comparative evaluation of organisational performance and this is applicable to all activities and all interested parties of an organisation. Assessment criteria provide a basis for an organisation to compare its performance with the performance of other organisations. Source: ISO 9000

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