Principles of QMS

1. Customer Focus
Customer focus
Organization depends customers Understand current & future customer needs. Meet / exceed customer expectations

Internal Customer: Next Department

5.2 Always keep your customer in the focus. Fulfil his requirements and satisfy his needs

Typical Consequences
Researching and understanding customer needs and expectations. Ensuring organizational objectives are linked to customer needs and expectations. Communicating needs and expectations throughout the organization. Measuring customer satisfaction and acting on the results. Systematically managing customer relationships.

Key Benefits
Increased revenue & market share through flexible and fast responses to opportunities. Increased effectiveness in the use of organizations resources to enhance customer satisfaction. Improved customer loyalty resulting in repeat business.

2. Leadership
Leadership
Leaders establish purpose & direction of the organization Should create & maintain environment to achieve organization s objectives

Management Commitment

5.3 Set up Quality Policy and Objectives for uniform direction 5.4 Quality Planning to achieves Objectives 5.6 Management Review

Key Benefits
People will understand and be motivated towards the organization's goals and objectives. Activities are evaluated, aligned and implemented in a unified way. Miscommunication between levels of the organization will be limited.

Typical Consequences
Consideration of needs of all interested parties Establishing a clear vision of the organization's future. Setting challenging goals and targets. Creating and sustaining shared values, fairness and ethical role models at all levels of the organization. Establishing trust and eliminating fear. Providing people with the required resources, training and freedom to act with responsibility and accountability. Inspiring, encouraging and recognizing peoples contributions.

3. Involvement of People
Involvement of People
People of all levels are essence of an organization Their full involvement for organization s benefit

Team Work

6.2 Adequate Utilization of competences of Human resources

Key Benefits
Lower costs and shorter cycle times through the effective use of resources. Improved, consistent and predictable results. Focused and prioritized improvement opportunities.

Typical Consequences
Systematical definition of activities necessary to achieve a desired result. Establishment of clear responsibility and accountability for managing key activities. Capability analysis and measurement of key activities. Identification of interfaces of key activities within and between the functions of the organization. Focusing on factors such as resources, methods and materials that will improve key activities of the organization. Evaluation of risks, consequences and impacts of activities on customers, suppliers and other interested parties.

4. Process Approach
Process approach
Desired results are achieved more efficiently when activities and resources are managed as process

Resources

Input

Process

Output

Controls

4.1 Determine the Processes, Sequence, interaction, Controls, Arrange resources & Monitor & Measure effectiveness to Continually improve upon.

Key benefits
Integration and alignment of processes that will best achieve the desired results. Ability to focus effort on key processes. Provides confidence to interested parties on consistency, effectiveness and efficiency of the organization.

Typical Consequences
Structuring / grouping of processes to achieve the organization s objectives in the most effective and efficient way. Understanding interdependencies between the processes of the system. Understanding organizational capabilities and establishing resource constraints prior to action. Targeting and defining how specific activities within the system should operate. Continually improving the system through measurement and evaluation

5. System Approach
System approach
identifying, understanding and managing interrelated processes as a system contributes to the organization s effectiveness and efficiency in achieving it s objectives

Form small systems

4.2.2 Describe the interaction between the processes

Typical Consequences
Ensuring a consistent organisation-wide approach to continual improvement of the organizations performance. Providing people with training in the methods and tools of continual improvement. Making continual improvement of products, processes and systems an objective for every individual in the organization. Establishing goals to guide, and measures to track continual improvement. Recognizing / acknowledging improvements

Key Benefits
Competitive advantage through improved organizational capabilities. Alignment of improvement activities at all levels of the organization s strategic intent. Ability and flexibility to react quickly to opportunities.

6. Continual Improvement
Continual improvements
Continual improvement of the organization s overall performance should be a permanent objective of the organization

Continual improvement Recurring activity to increase the ability to fulfil requirements and enhance the satisfaction of interested parties 8.5.1 Strive for continual improvement through the use of the quality policy, quality objectives, audit results, analysis of data, corrective and preventive actions and management review.

Typical Consequences
Ensuring a consistent organisation-wide approach to continual improvement of the organizations performance. Providing people with training in the methods and tools of continual improvement. Making continual improvement of products, processes and systems an objective for every individual in the organization. Establishing goals to guide, and measures to track continual improvement. Recognizing / acknowledging improvements

Key Benefits
Competitive advantage through improved organizational capabilities. Alignment of improvement activities at all levels of the organization s strategic intent. Ability and flexibility to react quickly to opportunities.

7. Factual approach to decision making

Factual approach to decision making
Effective decisions are based on the analysis of data and information

Effective Decision Making Supported by data analysis

8.4 Gather information, analyze the Data to evaluate the effectiveness of QMS. Decide on areas for continual improvement

Typical Consequences
Ensuring that data and information are sufficiently accurate and reliable. Making data accessible to those who need it. Analyzing data and information using valid methods. Making decisions and taking actions based on factual analysis, balanced with experience and intuition.

Key Benefits
Informed decisions An increased ability to demonstrate the effectiveness of past decisions through reference to factual records. Increased ability to review, challenge and change opinions and decisions.

8. Mutually beneficial supplier relationships

Mutually beneficial supplier relationships
An organization & its suppliers are interdependent Mutually beneficial relationship enhances the ability of both to create value

Good Purchase Practices Vendor Development

7.4 Adopt good purchase practices. Supplier evaluation and enforcing controls on them is necessary for getting good material

Typical Consequences
Establishing relationships that balance short-term gains with long-term considerations. Pooling of expertise and resources with partners. Identifying and selecting key suppliers. Clear and open communication. Sharing information and future plans. Establishing joint development and improvement activities. Inspiring, encouraging and recognizing improvements by suppliers.

Key Benefits
Increased ability to create value for both parties. Flexibility and speed of joint responses to changing market or customer needs and expectations. Optimization of costs and resources.

EXTERNAL BENEFITS OF ISO 9001

(Reported by 620 U.S. and Canadian registered companies)

Higher perceived product quality Improved customer satisfaction 26.6% Competitive advantage Reduced customer quality audits

33.5%

21.5% 8.5%

INTERNAL BENEFITS OF ISO 9001

(Reported by 620 U.S. and Canadian registered companies)

Better documentation Greater quality awareness Positive cultural change 15.0%

32.4% 25.6%

Increased operational efficiency/ productivity 9.0%

ISO 9001 QUALITY MGMT SYSTEM

What it IS
a way of life defines Quality System requirements aimed at

preventing nonconformity at all stages, from design through to servicing.

systematic process control of all activities

affecting the quality of the product

satisfies company and customer needs

ISO 9001 QUALITY MGMT SYSTEM

What it IS NOT
a coffee table quality system a cure for poor product design or manufacturing

methods
a barrier to creativity or continuous improvement an attempt to bury processes in paper a flavour of the month initiative