basic induction of iso 9001 2008 qms standards and documenta
TRANSCRIPT
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ISS Integrated Facility Services Pvt. Ltd.
Basic Introduction of ISO 9001:2008 QMS Prepared by Rajesh R. Mohite
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Integrated Facility Services
Security
ServicesCleaning Office
Support Property
Services
Catering
Services
ISS Service Pillars
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Quality Support System (QSS) is a supportdepartment to operations by controlling the qualityof the product (i.e. services) and the functioning(System & Process) of the organization throughaudit process.QSS Department plays a vital role in maintaininghigh goodwill, which is one of the sensitive assetof an organization.
Loss in Capital Assets and Fixed Assets isrecoverable as company invest funds for riskcoverage. But, loss of Goodwill in market cannotbe recovered.
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1 2 3
4 5 6
7 8 9
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Is need driven
Has optionsHas expectations
Has portable loyalty
And yet often doesnot know what he
exactly wants!
Customer
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An Iceberg
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90%
10%
Iceberg
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Customer
Iceberg & Customer
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Our core values
Honesty
we respect Entrepreneurshipwe act
Responsibility
we care Qualitywe deliver
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HIT POINTS: Competitive business conditions
Focus.
Distance (winning is running
with a distance from other).Perform and continue toperform.
Stretched goals.
Enthusiasm
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Content
Cook
Recipe
Preparation
Garnishing
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Cook
Housemen &Chambermaids
Content
Cleaning tools,Equipments
and CleaningChemicals
Preparation Work
Schedules
Garnishing Supervisor, FE,FM and Back
Office Support
RecipeSLA, SOW,
and SOP/WI
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THE SECRET BEHIND SUCCESS
Involvement
Team work
KEY TOSUCCESS
REQUIRED A CHANGE IN:
MINDSETCULTURE
THINKING
ATTITUDE
BEHAVIOUR
ESTABLISHED PRACTICES
- FOR TRANSFORMATION
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HISTORY
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World War - I
In UK Bombs Manufactured were of poor quality, asthey get fused by the time they reach to the front.
UK Defense Minister prepared procedures formanufacturing of Bombs and circulated in allFactories.
He commanded, to manufacturers that the bombmust be produced as per the written procedure.
Team of Government Inspector was formed to crosscheck on the manufacturing process of Bombs infactories.
http://search.live.com/images/results.aspx?q=World+war+1+photos%20|%20id:B021D9E7D04EF55EAAD5DDFC6F0635679AF0E548&form=IGRE3&p1=OneRow -
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By end of World War - I
Bombs manufactured were of superior quality.
But by that time World War -I came to end.
Give rise to the idea of Writing Procedures
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Condition of Japan Products was, as China Products as of now.
Attractive
Multiple FunctionsNot expensive, so affordable for common class of people
Easily available
POOR IN QUALITYBut, still people buy all over the world .. ?
On the other handProduct of USA and Germany were of Superior Quality
Domination as Made in Germany and Made in USA
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World War II
The atomic bombings of Hiroshima andNagasaki near the end of World war IIagainst the Empire of Japan by theUnited States (U.S.)
http://images.google.com/imgres?imgurl=http://asnic.utexas.edu/asnic/image/Japan.GIF&imgrefurl=http://grou.ps/cloggers/blogs/2710&usg=__xUTCmmmPfhTrMYGgliuBbFE7uxo=&h=310&w=440&sz=24&hl=en&start=13&tbnid=WKSjtr1KBXZCLM:&tbnh=89&tbnw=127&prev=/images%3Fq%3DJapan%2B%252B%2BPost%2BWorld%2Bwar%2BII%26gbv%3D2%26hl%3Den%26sa%3DGhttp://en.wikipedia.org/wiki/File:Atomic_cloud_over_Hiroshima.jpghttp://en.wikipedia.org/wiki/File:Nagasakibomb.jpg -
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World War - II
Market in Japanwas totallydestroyed
http://images.google.com/imgres?imgurl=http://asnic.utexas.edu/asnic/image/Japan.GIF&imgrefurl=http://grou.ps/cloggers/blogs/2710&usg=__xUTCmmmPfhTrMYGgliuBbFE7uxo=&h=310&w=440&sz=24&hl=en&start=13&tbnid=WKSjtr1KBXZCLM:&tbnh=89&tbnw=127&prev=/images%3Fq%3DJapan%2B%252B%2BPost%2BWorld%2Bwar%2BII%26gbv%3D2%26hl%3Den%26sa%3DGhttp://www6.dw-world.de/en/slideshow_45.php',%20436,%20479,%2010,%2010,%20'1',%20'0',%20'0',%20'0http://en.wikipedia.org/wiki/File:Tokyo_kushu_1945-3.jpg -
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People who use to Speak and Write on Quality Improvement.
But, there thoughts having no value in US.
Japan invited there people for United States (US)
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Dr. Edward W. Deming
(Management Philosophy andsystems)
Dr. Joseph M. Juran(Quality Trilogy)
Dr. Philip Crosby(Zero Defects and Cost
of Quality)
Dr. Kaoru Ishikawa(Simple Tools, QCC, Company-
wide Quality)
Dr. Shigeo Shingo(Fool-proofing)
Dr. Yoshio Kondo(four steps for making
creative and quality work
Quality Guru
Prof. Juran Trilogy
Kondo's Message
Dr. Daniel TsePresident, Hong Kong
Baptist University.
http://www.hkbu.edu.hk/~samho/tqm/tse.htmhttp://www.hkbu.edu.hk/~samho/tqm/tqmex/ish.htm -
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Fitness for use Juran
Conformance to requirement. Crosby
Aim at the need of the customer - present and future.. Edward Deming
Quality means
QUALITY ALSO MEANS :
Value for money
Customer Satisfaction
Customer Delight
Subjective
Relative
Habit
QUALITY IS :
Edward Deming the Quality Guru, has said Everyonein the organization is responsible for Quality, andUltimate responsibility is of the top management
http://images.google.com/imgres?imgurl=http://108quality.com/wp-content/uploads/2009/05/philipcrosby.jpg&imgrefurl=http://108quality.com/2009/05/who-is-philip-b-crosby/&usg=__P56sAUYaeoYs89Mli6Cok3653nE=&h=352&w=250&sz=52&hl=en&start=4&itbs=1&tbnid=-DZ5uDl9M4-KfM:&tbnh=120&tbnw=85&prev=/images%3Fq%3DDr.%2BPhilip%2BCrosby%26gbv%3D2%26ndsp%3D18%26hl%3Den%26sa%3DNhttp://images.google.com/imgres?imgurl=http://1.bp.blogspot.com/_pGGEroZ5ckE/R-bFOlqGTyI/AAAAAAAAAao/p_hiytQ8-kw/s320/juran-announcement.jpg&imgrefurl=http://qualityandprocess.blogspot.com/2008/03/joseph-m-juran-1904-2008.html&usg=__UXMigX21Z4Ds0y1mBlS9VmPZPvA=&h=152&w=138&sz=5&hl=en&start=6&itbs=1&tbnid=Nn5eMle2wEz-tM:&tbnh=96&tbnw=87&prev=/images%3Fq%3DDr.%2BJoseph%2BM.%2BJuran%26gbv%3D2%26hl%3Den%26sa%3DGhttp://images.google.com/imgres?imgurl=http://totalqualitymanagement.files.wordpress.com/2008/12/edward-deming3.jpg&imgrefurl=http://totalqualitymanagement.wordpress.com/2008/12/19/quality-gurus/&usg=__RnRU2mrmuglAZiYvL20bZvHbwz0=&h=363&w=240&sz=11&hl=en&start=8&itbs=1&tbnid=kfMtXsGiCqB2rM:&tbnh=121&tbnw=80&prev=/images%3Fq%3DDr.%2BEdward%2BW.%2BDeming%26gbv%3D2%26hl%3Den%26sa%3DGhttp://images.google.com/imgres?imgurl=http://108quality.com/wp-content/uploads/2009/05/philipcrosby.jpg&imgrefurl=http://108quality.com/2009/05/who-is-philip-b-crosby/&usg=__P56sAUYaeoYs89Mli6Cok3653nE=&h=352&w=250&sz=52&hl=en&start=4&itbs=1&tbnid=-DZ5uDl9M4-KfM:&tbnh=120&tbnw=85&prev=/images%3Fq%3DDr.%2BPhilip%2BCrosby%26gbv%3D2%26ndsp%3D18%26hl%3Den%26sa%3DN -
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Quality Objectives should be SMART
S Specific
M Measurable
A AchievableR Realistic
T Time Bound
QUALITY OBJECTIVES
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What is business?
Businesses exist to create and deliver value satisfaction at a profit.
- Harvard School of Business Administration
Value Satisfaction = ------------------ = Profit Quality
Cost
http://images.google.com/imgres?imgurl=http://en.wikivisual.com/images/e/e4/Harvard_shield-Business.png&imgrefurl=http://en.wikivisual.com/index.php/Harvard_Business_School&usg=__yTFuB62rZdASNAhWICO8lP91c88=&h=1222&w=1000&sz=26&hl=en&start=1&tbnid=_C5HIgVzUujtlM:&tbnh=150&tbnw=123&prev=/images%3Fq%3DHarvard%2BSchool%2Bof%2BBusiness%2BAdministration%26gbv%3D2%26hl%3Den%26sa%3DG -
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InputsIn Put Out Put
PROCESS APPROCH
TransformationQualityControl
Man
Machine
MoneyMaterial
Methods
Quality Assurance
Quality Control is at the end of the production. (It s a post -mortem), And controlling theseprocesses to achieve customer satisfaction of the next process owner, is Quality Assurance .
Leads to final output i.e. Zero Defect.
Leads output withZero Defect RIGHT FIRST TIME, RIGHT EVERY TIME
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Discover ISOISO's nameBecause "International Organization for Standardization" would have differentacronyms in different languages ("IOS" in English, "OIN" in French forOrganization international de normalization ), its founders decided to give it alsoa short, all-purpose name. They chose "ISO" , derived from the Greek i s o s ,meaning "equal" . Whatever the country, whatever the language, the short formof the organization's name is always ISO.
BASIC INTRODUCTION TO ISO 9001
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ISO is the world largest standardsdeveloping organization. Between 1947and the present day, ISO has published
more than 16 500 International Standards
Founding
ISO was born from the union of twoorganizations - the ISA (InternationalFederation of the National Standardizing
Associations),. established in New York in1926, and the UNSCC (United NationsStandards Coordinating Committee),established in 1944.
In October 1946, delegates from 25countries, meeting at the Institute of CivilEngineers in London , decided to create anew international organization, of whichthe object would be "to facilitate theinternational coordination and unificationof industrial standards". The neworganization, ISO, officially beganoperations on 23 February 1947 .
Geneva H. Q. (representation
147 countries)
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HOW DID ISO GET STARTED ?
1906 International Electro Technical Commission
1926 International Federation of the National Standardizing Associations
(ISA)1946 London delegates from 25 countries decided to create a newinternational organization the object of which would be to facilitate theinternational co ordination and unification of industrial standards.
1947 ISO began to officially operation function.
1951 The First ISO Standard was Published
1987 Standards are Created
1.To eliminate country to country differences
2.To eliminate terminology confusion
3.To increase quality awareness
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Quality Management Systems (QMS) =
Level 1 : Quality Manual (QM)
+
Level 2: Quality System Procedure (QSP)
+Level 3: Forms , Formats, Work Instructions and Records
Quality Policy
Quality Objectives
ISO 9001:2008 QMS
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ISO 9000:1987 Focus on QA (i.e. Quality Assurance ) but the principles weredifferent for Production and Service Industry.
ISO 9000:1994 Focus on QA, it was generic (means it was applicable for alltype of Industries.)
ISO 9001:2000 As the competition increase in the year 2000, it was need togive more preference to the customer needs. This standard was not only basedon QA but all give more preference to Customer Satisfaction andStandardization .
ISO 9001:2008 besides QA, Customer Satisfaction and Standardization - hasidentified / talks about the requirements of : 1) Customer Requirements; 2)System Requirements (ERP); 3)Legal Requirements (Statutory Compliances),and 4) Training Competency.
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ISO 9000 Family of Standards
ISO 8402 - QA and Quality management vocabulary
ISO 9000-2 - Generic guidelines for applying ISO 9001, ISO 9002, and ISO 9003ISO 9000-3 - Guidelines for applying ISO 9001 to the development, supply, andmaintenance of software
ISO 9000-4 Application for dependability management
ISO 9004-2 Guidelines for services
ISO 9004-3 Guidelines for processed material
ISO 9004-4 Guidelines for quality improvement
ISO 9004-5 Guidelines for quality plans
ISO 9004-6 Guidelines for configuration management
ISO 14000 Environmental Management System
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ISO 9000:2000 Consists of 3 Areas
ISO 9000:2008 Quality Management Systems: fundamentals andvocabulary
ISO 9001:2008 Quality Management Systems Requirements For theStandards (required for certification)
1.Documentation
2.Management responsibility3.Resource management4.Product/service realization5.Measurement, analysis, improvement
ISO 9004-2008 Quality Management Systems Guidelines for performanceimprovement
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Changes in Version 2008 of IS0 9001 QMS Standard
ISO 9001:2008 QMS (Fourth Edition) cancels and replaces the third edition ISO9001:2000 QMS (Expired on 14 th November 2009)
International standards are drafted in accordance with the rules given in ISO/ IEC (InternationalElectrotechnical Commission) Directors, Part 2
Change in Grammatical English Language Organization shall be/ Organization should be
Has identified / talks about the requirements of : Customer Requirements;
System Requirements (ERP);
Legal Requirements (Statutory Compliances) : Will be part of ISO audit. It will also include controlover Outsourcing (Vendors / Agencies) Services for instance Vendor Selection, Vendor Analysis andVendor Matrix
Training Competency : HR has to play a major role in training competency (ISO 9001-2008 QMSStandard also talks about mapping of the training for each employee).
Version 2008 include small contents of the ISO 14001:2004 EHS Standard e.g. Control on Carbon FootPrints means amount of carbon dioxide gas realized in atmosphere.
In QMS 2008 ERP will be the part of infrastructure & will be audited . (IT Department):Software maintenance;
Software up-gradation;
Password Control
Password tracker;
Password security;
Q li M P i i l
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Customer focus
Leadership
Involvement of people
Process approach
System approach to management
Continual improvement
Factual approach to decision making
Mutually beneficial supplier relationships
Refer 0.2 Quality Management Principles (page no. V) ofISO 9001:2000 manual
Quality Management Principles
CUSTOMER FOCUS
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Organization depend on Customer.
Must understand current and feature customer needs.
Must exceed customer expectations
CUSTOMER FOCUS
USTOMERA customer is the most importantvisitor on our Premises. He is notdependent on us. We aredependent on him. He is not aninterruption on work, he is thepurpose of it. He is not an outsideron our business, but he is a part ofit. We are not doing him a favour
by serving him, he is doing afavour by giving us an opportunityto do so.
- Mah a tma G an d h i
LEADERSHIP
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LEADERSHIP
Leader establish unity of purpose and direction of the organization.
Maintain healthy environment in an Organization, in which people canbecome fully involved in achieving the organization s objectives.
INVOLMENT OF PEOPLE
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People at all levels are theessence of organization.
Peoples full enrolment enables toachieve the objectives oforganization.
INVOLMENT OF PEOPLE
PROCESS APPROCH TO MANAGEMENT
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A desired result isachieved more efficientlywhen related resources(Men / Machines /Materials / Money /Methods) and activitiesare managed as aprocess.
PROCESS APPROCH TO MANAGEMENT
R E C R U I T M E N T P
R O C E S S
SYSTEM APPROCH TO MANAGEMENT
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Identifying, Understanding and
Managing the inter-relatedprocesses as a system,improves the organization seffectiveness and efficiency.
SYSTEM APPROCH TO MANAGEMENT
CONTINUAL IMPROVEMENT
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Continual improvement should be a permanent objective of the organization.
CONTINUAL IMPROVEMENT
FACTUAL APPROCH TO DECISION MAKING
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Effective decisions must be based on the analysis of the data and information
FACTUAL APPROCH TO DECISION MAKING
MUTUALLY BENEFICIAL SUPPLIER
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An organization and its suppliers
are interdependent.Mutually beneficial relationshipwith the suppliers enhances theability of both to create value.
MUTUALLY BENEFICIAL SUPPLIERRELATIONSHIPS
PDCA Cycle
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PDCA Cycle
By Edward Deming
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Five Steps in ISO
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Five Steps in ISO
Say what you do.
Identify Customer needs.
Do what you say
Improve it
Prove it
2
1
3
4
5
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Quality Control Quality Management
Past Future Detect faults Prevent errors Look for guilty persons Look for defaults in the processes Accuse Help, Moderate, Facilitate Punish Motivate Micro-management Systematic and systemic management
Transition Towards TQM
ISO Organization
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ISO Organization
GeneralAssembly
CouncilTechnical
Management Board
Technical AdvisoryGroups
Technical Committees
Policy
DevelopmentCommittees
Technical CommitteesTechnical Committees
Technical Committees
Clause 1 0
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Clause 1.0
General
Standard is generic means applicable to all types of Organization, regardingof type, size and product provided.
Enhance in meets customer needs and regulatory requirements .
Aims to enhance customer satisfaction through effective application ofsystem and processes for continual improvement.
Application : Exclusions are made limited to requirements within clause 7, and such exclusions do not affect the organization s ability, or responsibility.
e.g. Clause 7.3 Design and Development is applicable for production industry and notapplicable for Service Industry. Clause 7.6 Control of monitoring and measuringequipments
Clause 2 0
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Clause 2.0
Normative references
The following referenced documents are indispensible (essential) for theapplication of this document. For dated references, only the edition citedapplies. For undated references, the latest edition of the referencesdocument (including any amendments) applies .
ISO 9001:2005, Quality management systems Fundamentals and vocabulary
Clause 3 0
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Clause 3.0
Terms and Definitions:
Speaks about different terms and definitions used in ISO 9001 QMS Standard:
Conformity
Non-Conformity
Defect
Preventive action
Corrective action
Document
Record
Quality Manual
Quality plan
Objective evidence
Inspection
Verification
Review
Audit
Audit findings
Audit conclusions
Auditee
Auditor
Audit Team
Continuous
Continual
Measurement
Analyses
Clause 4 0
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Clause 4.0
Quality management system:
General Requirement:
The organization shall-
Determine the processes needed for the quality management system and their applicationthroughout the organization.
Determine the sequence and interaction of these processes.Determine criteria and method needed to ensure that both the operation and control of theseprocesses are effective.
Ensure the availability of resources and information necessary to support the operation andmonitoring of these processes.
Monitor, measure where applicable, and analysis these processes, and
Implement actions necessary to achieve planned results and continual improvement of theseprocesses.
Clause 4 0
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Clause 4.0
Quality management system:
Documentation Requirement:
General:
The quality management system documentation shall include
Documented statement of a quality policy and quality objectives.
A quality manual
Documented procedures and records required by the international standard, and
Documents, including records, determined by the organization to be necessary to ensure theeffective planning, operation and control of its processes.
Quality Manual
Controls of document
Control of records
Clause 5 0
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Clause 5.0
Management responsibilities:
Communicating to the organization the importance of meeting customer as well as statutory andregulatory requirements, with the aim of enhancing customer satisfaction.
Establishing the quality policy.
Ensuring that the quality objectives are established.Conducting management reviews, and
Ensuring the availability of resources.
Top management shall provide evidence of its commitment to the development andimplementation of the quality management system and continually improving itseffectiveness by -
Management Review
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Management Review
Review input:
Result of audits.
Customer feedback
Process performance and productconformity
Status of preventive and correctiveactions.
Follow-up actions from previousmanagement reviews.
Changes that could affect the qualitymanagement system.
Recommendations for improvement
Review output:
Improvement of the effectiveness ofthe quality management system andits processes.
Improvement of product related tocustomer requirements.
Resource needs.
Clause 6 0
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Clause 6.0
Resource managementThe organization shall determine and provide the resources needed:
Human Resource - Competency, education, training, awareness, skills and experience
Infrastructure: includes -
Building, workspace and associated utilities.
Process equipments (both hardware and software), and
Support services (such as transport, communication or information system).Work environment:
Conditions under which work is performed including physical environment and other factors(such as noise, temperature, humidity, lighting or weather).
Clause 7.0
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Clause 7.0
Product RealizationPlanning of Product realization
Customer Related Processes
Design and Development
Purchasing
Production and Service Provisions
Control of monitoring and measurement equipments
Clause 8.0
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Clause 8.0
Measurement, analysis and improvement
Monitoring and MeasurementCustomer Satisfaction
Internal Audit
Processes
Product
Control of Non Confirmative
Analyses of Data
Corrective Action
Preventive Action
Improvements
Continual Improvement of the quality management system
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Continual Improvement of the quality management system
Customers(and otherinterestedparties)
Requirements
Customers(and otherinterestedparties)
Satisfaction
Product
realization
Resourcemanagement
Measurement,analysis andimprovement
Managementresponsibility
ProductInput Output
KeyValue adding activitiesInformation flow
Six mandatory procedures
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Six mandatory procedures
Control of documents
Control of records
Internal Quality Audit
Control of non-conforming products
Corrective actionPreventive action
Quality Policy
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Q y y
It is the Vision andPurpose/Objective of theOrganization
These objectives are laid downby the Top Management.
Why adopt ISO 9000?
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y p
To comply with customers who require ISO 9000
To improve the quality system
To minimize repetitive auditing by similar and differentcustomers
To improve subcontractors performance
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Documentation requirements
DOCUMENT , RECORD AND DOCUMENTATION
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,
Any blank format is a document
When a document is filled-in for a certain period of time becomes record for that period
Storing or Saving or Filling of Record is Documentation
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DOCUMENT CONTROL
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Reference No.
Approved By Date of Approval
Authorized By Date of Authorization
Record
Date of Record
DOCUMENTED PROCEDURE FOR DOCUMENT
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AN DOCUMENT
Designed by
Approved by
Authorized by
Life of the Document
Method of Distribution
Who will convert asrecord
Method of destruction
Shredding
Burn
Stamping asDiscarded
Revised by
Revised byApproved by
Authorized byMethod of Storage
DOCUMENTED PROCEDURE FOR RECORD
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AN RECORD
Who will prepare therecords
Method of Storage
Life of the Record
Method of Destruction
Shredding
Burn
Stamping asDiscarded
Analyses of Record
Documentation requirements
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System / Process
Follow of
System/Process
Evidence ofSystem/ Process
follow
Analyses System / Process followImprovementsSystem /
Process
ContinualImprovementresulting in
quality
F ll f
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System / Process
Follow ofSystem/Process
Evidence of System/Process follow
Analyses System /Process follow
ImprovementsSystem / Process
Quality
Log Book
Check list
Service LevelAgreement(SLA)
StandardOperatingProcedures(SOP)
Scope of Work(SOW)
WorkInstructions(WI)
WorkSchedule (WS)
ServiceProvider
ServiceTaker
ServiceProvider ServiceTaker
InternalAudit
CustomerFeedback
CustomerSatisfaction
Survey
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Scope ofWork
Log Book
Checklist&Work
Schedule
In Short :
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WorkSchedule
TYPES :
Daily Work Schedules: Activities which are carried out on daily bases.
Weekly / Fortnight / Monthly / Bimonthly/ Quarterly / Half Yearly / Yearly
Work Schedule: Activities which cannot be carried out on daily bases need to bedistributed in Weekly, Fortnight, Monthly.bases.
Work Schedule can be defined as Time andMotion study of the Task to be performed.
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Log Book
IT INCLUDES :
1. Activities carried out as per Daily Cleaning Schedule.
2. Activities carried out as per the observation recorded in Daily Checklist.(Corrective Action under Clause 8.5.2)
3. Activities carried out as per Weekly / Monthly / Fortnightly CleaningSchedule.
4. Points discussed in Briefing/ Debriefing/ Training at site (Preventive Actionunder Clause 8.5.3)
5. Lost and Found (if Any)
6. Messages or Information from the client.
7. Any undue incident at site (if Any)
For a normal layman it is a Message Book.
For ISO it is follow-up of System.
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Check List
Acts as an evidence for System follow as it is being signed by two partiesi.e. Service Provider (Site FM/ FE/ Supervisor) and Service Taker (Client).
When a paper is signed by two parties it acts as an evidence.
Is an erTo be
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Product
Identifythat theProduct isdelivered
in thespecified
Area
Is an veryimportantColumn
where theSupervisorrecords hisobservationduring hisMorningRound
filled in bySite
Supervisor before
09:00 AMbyMorning
Shift
Observationrecorded in
RemarkColumn of
Checklist are ve need to
converted into+ve by
showingCorrective
Action in LogBook
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Question &
Answers