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Quality Management

A quick guide to ISO 9001:2000

Q U A L I T Y

M A N A G E M E N T

S Y S T E M S

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 TIPS FOR IMPLEMENTATION

WHAT IS ISO 9001:2000?


ISO 9001:2000 is the internationally recognised standard for management of a businesss systems. The standard provides a framework for managing and improving an organisations quality system using a process approach.

WHY USE ISO 9001:2000?


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: quality management system, management responsibility, resource management, product realisation, measurement, analysis and improvement over the next few pages.
PRODUCED AS AN INTRODUCTION TO ISO 9001:2000

The Quality Management System section provides the structure for the system and the processes within the system.

THIS

BOOKLET HAS BEEN

ISO 9001:2000 MODEL

ISO 9001:2000 MODEL


CONTINUAL IMPROVEMENT OF THE QUALITY MANAGEMENT SYSTEM

MANAGEMENT RESPONSIBILITY CUSTOMERS MEASUREMENT, ANALYSIS AND IMPROVEMENT

CUSTOMERS

RESOURCE MANAGEMENT

SATISFACTION

INPUT REQUIREMENTS

PRODUCT REALIZATION

PRODUCT

OUTPUT

Quality Management System Model reproduced with permission from ISO

HOW DOES THE STANDARD WORK?


The best way to describe the standard is by viewing the process model above. The picture describes the five 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 will influence 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 effectiveness is measured and reviewed, leading to continual improvement.

MANAGEMENT RESPONSIBILITY
This section of the standard provides the top management of the business with a powerful planning tool. The starting point is for the management to show commitment to the successful operation of the system through involvement. A framework is provided for managers through the following process: 1. Customer Focus. Find out what the customers current and future needs and expectations are at a strategic level. How you do this is up to you. 2. Quality Policy. Use the information gathered from the customer to establish a policy that is relevant to the purpose of the organisation. 3. Objectives. Establish measurable objectives for the organisation to help you achieve the aims of the policy. 4. Plan the system. Allocate responsibilities
IMPLEMENTING ISO

IF YOURE THINKING ABOUT


9001:2000, OR SETTING UP A MANAGEMENT SYSTEM, YOULL NEED ANSWERS TO SOME VERY IMPORTANT QUESTIONS

and establish effective internal communication processes. 5. Review the operation of the system at regular intervals. Improve it where necessary. Ensure appropriate resources are provided.

MANAGEMENT PRINCIPLES

RESOURCE MANAGEMENT
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, infrastructure and work environment. People Determine the competencies/skills needed within the organisation. Then look at the people you have and identify gaps in existing competencies. Fill those gaps by providing training, 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 this technique you always know whether the training you provide is actually adding value to the organisation and contributing to results. Infrastructure This involves the facilities and equipment you need to perform effectively. Start by determining and providing what is needed. Review this regularly. Work Environment Here you look at the conditions under which work is performed and ensure that this is appropriate for meeting the customers requirements. Again, review this regularly.

PRODUCT REALISATION
Now you have the commitment and direction from management and the necessary resources to do the job, the standard goes on to give you a framework for managing the work you do.

THE STANDARD
WILL GIVE YOU A FRAMEWORK FOR MANAGING THE WORK YOU DO

Start with planning. Plan the journey from the 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 control: Sales processes Design and development Purchasing Production/service activities Monitoring and measuring equipment. Dont worry if some of the topics here do not relate to you. Remember the standard is designed to be used by all types of organisations. You simply concentrate on the areas relevant to you.

QUALITY MANAGEMENT

MEASUREMENT, ANALYSIS AND IMPROVEMENT


Now when you deliver to the customer, dont stop there. Go on to find out whether the customer is satisfied. Take other measurements of the systems performance, analyse these and identify the areas for improvement. Again, the standard provides you with a sound framework for achieving this using tried and tested techniques. 1. Customer Satisfaction. This really involves the monitoring of customer perception. It does not mean that you have to send questionnaires 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. Monitoring and Measurement of Processes. Processes drive the system and it is important that they are operating effectively and efficiently. 4. Monitoring and Measurement of Product. During the making of the product or delivery of the service, monitoring and measurement should be carried out to ensure that you are meeting the customers requirements. 5. Control of Non-conforming Product. If something goes wrong, procedures should be in place to ensure the problem is controlled and dealt with 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. Continual Improvement. Implement and control the improvement.

DOCUMENTATION
The nature and complexity of the documentation needed will depend upon the nature and complexity of your organisation. Although ISO 9001:2000 does require a documented quality manual and some procedures, essentially the amount of documentation you have is up to you.

NOW WHEN YOU DELIVER TO THE CUSTOMER, DONT STOP THERE

EIGHT MANAGEMENT PRINCIPLES

The standards have been developed against the background of eight management principles that can be used by top management in leading the organisation towards improved performance. 1 CUSTOMER FOCUS 2 LEADERSHIP 3 INVOLVEMENT OF PEOPLE 4 PROCESS APPROACH 5 SYSTEM APPROACH TO MANAGEMENT

A FAMILY OF STANDARDS
ISO 9001:2000 is one member of a family of standards. The complete family consists of:

ISO 9000:2000
Fundamentals and Vocabulary Introduces the user to the concepts behind the management systems and specifies the terminology.

ISO 9001:2000
Requirements This sets the criteria you will need to meet if you wish to operate in accordance with the standard.

ISO 9004:2000
6 CONTINUAL IMPROVEMENT 7 FACTUAL APPROACH TO DECISION 8 MUTUALLY BENEFICIAL SUPPLIER RELATIONSHIPS More information on these can be found in ISO 9000 and ISO 9004. Also see www.iso.ch Guidelines for Performance Improvement This is designed to take you beyond ISO 9001 and takes into account the needs of not only customers, but all interested parties. It is important that you refer to all three documents when developing your system.

TIPS FOR IMPLEMENTATION


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 while 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 the organisation. Staff need to be kept informed of whats going on. 5. Involve all your staff in the processes that your organisation uses. 6. Give some thought to departmental interaction. Its important that the people within your organisation dont work in isolation but work as a team for the benefit of the customers and the organisation. 7. As the new standard is now management orientated, the processes should be looked at as good management practice. If your organisation is well managed, the quality should be automatically achieved. For further information, please contact BSI on +44 (0)20 8996 7720, alternatively visit our website www.bsi-global.com/quality. 8. Dont ignore the impact that 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 they feel improvements could be made. 9. Clearly lay out a well communicated plan of activities and timescales. Make sure everybody understands them and their role in achieving them. 10. Make it fun. Competitions for the first completed process that can be seen working etc. will provide increased motivation. Celebrate success.

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