iso 9001 quick guide

8/4/2019 Iso 9001 Quick Guide

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Qual i ty M anagement

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A quick guide t o

ISO 9001:2000


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ISO 9001:2000 is the int ernat ionally

recognised standard for management of a

businesss systems.

The standard provides a framework f or

managing and improving an organisations

quality system using a process approach.

CONTENTS

WHAT IS ISO 9001:2000?

WHY USE ISO 9001:2000?

HOW DOES THE STANDARD WORK?

MANAGEMENT RESPONSIBILITY

RESOURCE MANAGEMENT

PRODUCT REALISATION

MEASUREMENT, ANALYSIS AND IMPROVEMENT

DOCUMENTATION

EIGHT MANAGEMENT PRINCIPLES

A FAMILY OF STANDARDS

TIPSFOR IMPLEMENTATION

WHAT IS ISO 9001:2000?


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Amongst the many benefits which

can be gained, ISO 9001:2000 helps

organisations to improve customer

satisfaction levels, internal efficiency

and employee involvement .

Well take a look at the core elements:

quali ty management system,

management responsibility, resource

management, product realisation,

measurement, analysis and

improvement over the next few

pages.

The Quali ty Management System

section provides the structure for

the system and the processes within

the system.

WHY USE ISO 9001:2000?

THIS BOOKLET HAS BEEN

PRODUCED AS AN INTRODUCTION

TO ISO 9001:2000


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I S O 9 0 0 1 : 2 0 0 0 M O D E L

The best way to describe the standard

is by viewing the process model above.

The picture describes the f ive core

elements of the standard. We will

take a look at each one in turn.

At either side of the circle we have

customers. On the left, customers

asking for our products/services. On

the right , customers receiving our

products/services.

On both sides, customers wil l

inf luence the nature and operation

of the organisations system.

Inside the circle we have a top-level

process which can be applied to any

organisation.

As the system operates, the

effect iveness is measured and

reviewed, leading to continual

improvement.

HOW DOES THE STANDARD WORK?

Qualit y Management System M odel reproduced wit h permission f rom ISO

CONTINUAL IMPROVEMENTOF THE QUALITY MANAGEMENT SYSTEM

MEASUREMENT,ANALYSIS ANDIM PROVEMENT

RESOURCEMANAGEMENT

MANAGEMENTRESPONSIBILITY

PRODUCTREALIZATION PRODUCT

CUSTOM ERS

SATISFACTIONCUSTOM ERS

REQUIREMENTSOUTPUTINPUT

I S O 9 0 0 1 : 2 0 0 0 M O D E L


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IF YOURE THINKING ABOUT

IMPLEMENTING ISO

9001:2000, OR SETTING UP A

MANAGEMENT SYSTEM,

YOULL NEED ANSWERS TO

SOM E VERY IMPORTANT

QUESTIONS

This sect ion of the standard provides the top

management of the business with a

powerful planning tool. The starting point is

for the management t o show commit ment

to the successful operation of the system

through involvement.

A f ramework is provided for managers

through the following process:

1. Customer Focus. Find out what t he

customers current and future needs and

expectations are at a strategic level.

How you do this is up to you.

2. Qualit y Policy. Use the information

gathered from the customer to establish a

policy that is relevant to the purpose of

the organisation.

3. Object ives. Establish measurable

objectives for the organisation to help

you achieve the aims of the policy.

4. Plan the system. Allocate responsibil it ies

and establish ef fect ive int ernal

communication processes.

5. Review t he operat ion of the system at

regular intervals. Improve it where

necessary. Ensure appropriate resources

are provided.

MANAGEMENT RESPONSIBILITY


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The Resource Management

section of the standard ensures

that you review and provide the

resources needed to implement

and improve the system.

Resources are looked at in three

ways: people, inf rast ructure and

work environment.

RESOURCE MANAGEMENT

M A N A G E M E N T P R I N C I P L E S

People

Determine the compet encies/ski lls needed

within the organisation.

Then look at the people you have and

identify gaps in existing competencies.

Fill those gaps by providing t raining,

coaching or encourage self-learning.

Then go on to see how effective the actions

taken have been in helping you achieve the

necessary competence for the business.

Through t his technique you always know

whether t he training you provide is actually

adding value to the organisation and

cont ribut ing to results.

Infrastructure

This involves the facilities and equipment

you need to perform eff ect ively. Start by

determining and providing w hat is needed.

Review t his regularly.

Work Environment

Here you look at the condit ions under which

work is performed and ensure that this is

appropriate for meeting the customers

requirements. Again, review this regularly.


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PRODUCT REALISATION

Start w ith planning. Plan the journey f rom t he

point where the customer asks for something, right

through to delivery (and beyond if necessary).

Product realisation then goes on to ensure you

have sound systems in place to cont rol:

Sales processes

Design and development

Purchasing

Production/service act ivit ies

Monitoring and measuring equipment .

Don t worry if some of the top ics here do not

relate to you. Remember the standard is designed

to be used by all types of organisations. You simply

concent rate on t he areas relevant to you.

Now you have the commit ment and

direction f rom management and t he

necessary resources to do the job, the

standard goes on t o give you a framework

for managing the work you do.

THE STANDARD

WILL GIVE YOU A

FRAMEWORK FOR

MANAGING THE

WORK YOU DO


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1. Customer Satisfact ion. This really involves the

monitoring of customer perception. It does not

mean that you have to send quest ionnaires to

your customers. There are many different ways

of monitoring perception. You can use methods

relevant to your business.

2. Internal Audit . Conduct assessments of your

system to make sure that things are going to plan.

3. Monit oring and Measurement of Processes.

Processes drive the system and it is important that

they are operating effectively and efficiently.

4. Monit oring and Measurement of Product.

During the making of the product or delivery

of the service, monit oring and measurement

should be carried out to ensure that you are

meeting the customers requirements.

5. Cont rol of Non-conforming Product . If

something goes wrong, procedures should be

in p lace to ensure the problem is cont rol led

and dealt wi th appropriately.

6. Analysis of Data. Stages 1-5 of the standard

provide us with data. Here you systematically

review the data to seek improvement.

7. Cont inual Improvement . Implement and cont rol

the improvement.

MEASUREMENT, ANALYSIS AND IMPROVEMENT

Q U A L I T Y M A N A G E M E N T

Now when you deliver to t he

customer, don t stop there.

Go on to f ind out w hether

the customer i s sat isf ied. Take

other measurements of the

system s perf ormance, analyse

these and ident if y the areas

for improvement.

Again, the standard provides

you wit h a sound f ramework

for achieving t his using t ried

and tested techniques.


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The nature and complexity of the

documentation needed will depend

upon t he nature and complexity of

your organisation.

Alt hough ISO 9001:2000 does require

a documented quality manual and

some procedures, essentially the

amount of documentation you have is

up to you.

DOCUM ENTATION

NOW WHEN YOU DELIVER TO THE

CUSTOMER, DONT STOP THERE


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1CUSTOM ER FOCUS

2LEADERSHIP

3INVOLVEMENT OF PEOPLE

4PROCESS APPROACH

5SYSTEM APPROACHTO MANAGEMENT

6CONTINUAL IMPROVEMENT

8MUTUALLY BENEFICIAL

SUPPLIER RELATIONSHIPS

7FACTUAL APPROACH

TO DECISION

The standards have beendeveloped against the

background of eight

management principles that can

be used by top management in

leading the organisation

towards improved performance.

More inf ormation on these can

be f ound in ISO 9000 and

ISO 9004.

Also see www.iso.ch

ISO 9001:2000 is one member of a

family of standards. The complete

family consists of :

It is import ant t hat you refer to all

three documents when developing

your system.

A FAM ILY OF STANDARDS

E I G H T M A N A G E M E N T P R I N C I P L E S

ISO 9000:2000

Fundamentals and Vocabulary

Introduces the user t o t he concepts

behind the management systems

and specifies the terminology.

ISO 9001:2000

Requirements

This sets the criteria you will need

to meet i f you wish to operate in

accordance with t he standard.

ISO 9004:2000

Guidelines for

Performance Improvement

This is designed to take you beyond

ISO 9001 and takes int o account the

needs of not only customers, but all

interested parties.


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1. Top management commitment is vital

if the system is to be introduced

successfully.

2. Look at what system you have in place

at the moment . ISO 9001:2000 will

allow you to keep the principles that

work for you w hile refining those that

dont .

3. Top management should determine

the key processes of the

organisation.

4. Ensure there are good internal

communication channels and processes

within t he organisation. Staff need to

be kept informed of what s going on.

5. Involve all your staff in the processes

that your organisation uses.

6. Give some thought to departmental

interaction. It s important that the people

wit hin your organisation don t work in

isolation but work as a team for the

benefit of the customers and theorganisation.

7. As the new standard is now

management orient ated, t he processes

should be looked at as good

management pract ice. If your

organisation is well managed, the

quality should be automatically

achieved.

8. Dont ignore the impact t hat

introducing these systems will have on

your customers and suppliers. Speak

to them to gain insight as to how

they view your service and how t hey

feel improvements could be made.

9. Clearly lay out a well communicated

plan of activit ies and t imescales. Make

sure everybody understands them and

their role in achieving them.

10. Make it f un. Competit ions for t he

first completed process that can be

seen working etc. will provide

increased mot ivation.

Celebrate success.

For further inf ormat ion, please contact BSI

on +44 (0)20 8996 7720, alternatively visit

our website

www.bsi-global.com/quality.

TIPS FOR IMPLEMENTATION


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M a n a g e m e n t

S y s t e m s

Q u a l i t y M a n a g e m e n t S y s t e m s

MC490/ISSUE5/SA

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