An Introduction of ISO 9001
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This document provides an overview of ISO 9001 and quality management systems. It discusses ISO 9001 as a standard that sets requirements for quality management systems to help organizations continually monitor and improve quality, meet customer requirements, and enhance profitability. It describes why companies achieve ISO 9001 certification, how the standard can be utilized, key quality management principles, and the benefits of adopting practices like customer focus, leadership, employee engagement, a process approach, and continual improvement.
An Introduction of ISO 9001
- 1. ISO 9001 I N T R O D U C T I O N
- 2. ISO 9001 QUALITY MANAGEMENT SYSTEM • a standard that sets out the requirements for a Quality Management System (QMS) • ISO 9001: 2015 is the second major revision to the standard • a powerful business improvement tool • help you to continually monitor and manage quality across your organisation • helps you put in place organizational processes that allow you to continually improve • help your organization meet your customer requirements and enhance customer satisfaction • help identify and address risks and opportunities and improve efficiencies resulting in improved profitability
- 3. WHY COMPANIES ACHIEVE ISO 9001? • provides a framework for quality and consistency • provides continuous assessment and improvement • highlights organizational areas that can be improved • reduces re-work costs • improves efficiencies and thereby saves time and effort • improves service delivery for customers • improves profit • communicates a positive message to staff and customers • allows you to tender for contracts which require ISO certification • sets you apart from your competitors
- 4. HOW ISO 9001 CAN BE UTILISED IN AN ORGANISATION? • gap analysis • planning to address gaps • internal audits and management review • senior leadership commitment and decision making • external assessment and certification • integrate and improve the ISO 9001:2015 QMS • communication and awareness • documentation
- 5. WHAT IS QUALITY AND QUALITY MANAGEMENT? • Quality is not simply about excellence, perfection, and value of a product or service • Quality is the experience of the customer • Quality is an attribute of a product or service delivered to the customer. It indicates how much the product/service meets its designed purpose and specifications, and the supplier's specifications.
- 6. IMPORTANCE OF QUALITY MANAGEMENT • creates value for an organization and stakeholders • manages exposure to risk • can make the difference between success and failure
- 7. QUALITY MANAGEMENT SYSTEM An effective Quality Management System (QMS) can ensure: • organizations deliver products and services that customer want, when they want them and to the quality they expect • customer loyalty is improved • organizational goals and objectives are achieved • risk is identified and effectively managed • waste is identified and eliminated • products, services, and processes are improved through innovation
- 8. PRINCIPLES OF ISO 9001 • Customer focus • Leadership • Engagement of people • Process approach • Improvement • Evidence based decision making • Relationship management
- 9. FOCUS ON CUSTOMER • sustained success is achieved when an organization attracts and retains the confidence of customers and other interested parties. • every aspect of customer interaction provides an opportunity to create more value for the customer. • understand current and future needs and expectations of customers and other interested parties contributes to sustained success of the organization. • meet customer requirements and strive to exceed the customer expectations. • recognize direct and indirect customers as those who receive value from the organization • link the organisation's objectives to customer needs and expectations • communicate customer needs and expectations throughout the oganization • plan, design, develop, produce, deliver and support goods and services to meet customer needs and expectations • measure and monitor customefr satisfaction and take appropriate actions • determine and take actions on interested parties' needs and expectations that can affect customer satisfaction • actively manage relationships with customers to achieve sustained success
- 10. KEY BENEFITS OF CUSTOMER FOCUS • increased customer value • increased customer satisfaction • increased customer loyalty • expand customer base • enhanced reputation of the organization • increased revenue and market share • enhanced repeat business
- 11. DEVELOP STRONG LEADERSHIP • leaders at all levels establish unity of purpose and direction and create conditions in which people are engaged to enable an organization to align its strategies, policies, processes, and resources in achieving the organization's quality objectives. • communicate the organization's mission, vision, strategy, policies and processes throughout the organization • create and sustain shared values, fairness and ethical models for behavior at all levels of the organization • establish a culture of trust and integrity • encourage an organization-wide commitment to quality • ensure that leaders at all levels are positive examples to people in the organization • provide people with the required resources, training and authority to act with accountability • inspire, encourage, and recognise people's contribution
- 12. KEY BENEFITS OF LEADERSHIP • increased effectiveness and efficiency in meeting the organization's quality objectives • better coordination of the organisation's processes. • development and improvement of the capability of the organization and its people to deliver desired results • improved communication between levels and function of the organization.
- 13. ENGAGEMENT / INVOLVEMENT OF PEOPLE • competent, empowered, and engaged people at all levels throughout the organization are essential to enhance its capability to create and deliver value • to manage an organization effectively and efficiently, it is important to involve all people at all levels and to respect them as individuals. • recognition, empowerment, and enhancement of competence facilitate the engagement of people in achieving the organization's quality objectives • communicate with people to promote understanding of the importance of their individual contribution • promote collaboration throughout the organization • facilitate open discussion and sharing of knowledge and experience • empower people to determine constraints to performance and to take initiatives without fear • recognize and acknowledge people's contribution, learning, and improvement • enable self-evaluation of performance against personal objectives • conduct surveys to assess people's satisfaction, communicate the results, and take appropriate actions
- 14. KEY BENEFITS OF ENGAGEMENT • improved understanding of the organization's quality objectives by people in the organization and increased motivation to achieve them. • enhanced involvement of people in improvement activities • enhanced personal development, initiatives and creativity • enhanced people satisfaction • increased attention to shared values and culture throughout the organization • enhanced trust and collaboration throughout the organization
- 15. CREATE A PROCESS CULTURE • consistent and predictable results are achieved more effectively and efficiently when activities are understood and managed as interrelated processes that function as a coherent system. • The QMS consists of interrelated processes. Understanding how results are produced by this system enables an organization to optimise the system and its performance. • define objectives of the system and processes necessary to achieve them • establish authority, responsibility and accountability for managing processes • understand the organization's capabilities and determine resource constraints prior to action • determine process interdependencies and analyse the effect of modifications to individual processes on the system as a whole • manage processes and their interrelations as a system to achieve the organisation's quality objectives effectively and efficiently • ensure the necessary information is available to operate and improve the processes and to monitor, analyse and evaluate the performance of the overall system • manage risks that can affect outputs of the processes and overall outcomes of the QMS
- 16. KEY BENEFITS OF PROCESS APPROACH • enhanced ability to focus effort on key processes and opportunities for improvement • consistent and predictable outcomes through a system of aligned processes • enabling the organisation to provide confidence to interelated parties as to its consistency, effectiveness, and efficiency • optimised performance through effective process management, efficient use of resources, and reduced cross-functional barriers
- 17. EMBRACE CONTINUAL IMPROVEMENT • successful organisations have an ongoing focus on improvement. For example, think of the continuous improvement mobile phone manufacturers make to their products • improvement is essential for an organisation to maintain current levels of performance, to react to changes in its internal and external conditions and to create new opportunities. • promote establishment of improvement objectives at all levels of the organisation • educate and train people at all levels on how to apply basic tools and methodologies to achieve improvement objectives • ensure people are competent to successfully promote and complete improvement projects • develop and deploy processes to implement improvement projects throughout the organisation • track, review and audit the planning, implementation, completion, and results of improvement projects • integrate improvement considerations into the development of new or modified goods, services and processes • recognise and acknowledge improvement
- 18. KEY BENEFITS OF IMPROVEMENT • improved process performance, organisational capabilities and customer satisfaction • enhanced drive for innovation • enhanced focus on root-cause investigation and determination, followed by corrective action • improved use of learning for improvement • enhanced consideration of both incremental and breakthrough improvement • enhanced ability to anticipated and react to internal and external risks and opportunities
- 19. EVIDENCE-BASED DECISION MAKING • decisions based on the analysis and evaluation of data and information are more likely to produce desired results • decision making can be complex process and it always involves some uncertainty. It often involves multiple types and sources of inputs, as well as their interpretation, which can be subjective. It is important to understand cause-and-effect relationships and potential unintended consequences. Facts, evidence and data analysis lead to greater objectivity and confidence in decision making. • determine, measure, and monitor key indicators to demonstrate the organization's performance • make all data needed available to the relevant people • ensure the data and information are sufficiently accurate, reliable and secure • analyse and evaluate data and information using suitable methods • ensure people are competent to analyse and evaluate data as needed • make decisions and take actions based on evidence, balanced with experience and intution
- 20. KEY BENEFITS OF EVIDENCE-BASED DECISION MAKING • improved decision making processes • increased ability to demonstrate the effectiveness of past decisions • improved assessment of process performance and ability to achieve objectives • increased ability to review, challenge and change opinions and decisions • improved operational effectiveness and efficacy
- 21. DEVELOP MUTUALLY BENEFICIAL RELATIONSHIPS WITH SUPPLIERS • for sustained success, an organisation manages its relationships with interested parties such as suppliers • interested parties influence the performance of an organisation. Sustainable success is more likely to be achieved when the organisation manages relationships with all of its interested parties to optimise their impact on its performance. Relationship management with its supplier and partner networks is of particular importance. • determine relevant interested parties (such as suppliers, partners, customers, investors, employees, and society as a whole) and their relationship with the organisation • determine and prioritise interested party relationships that need to be managed • establish relationships that balance short-term gain with long-term considerations • pool and share information, expertise and resources with relevant interested parties • measure performance and provide performance feedback to interested parties, as appropriate, to enhance improvement initiatives • establish collaborative development and improvement activities with suppliers, partners, and other interested parties • encourage and recognise improvements and achievements by suppliers and partners
- 22. KEY BENEFITS OF RELATIONSHIP MANAGEMENT • common understanding of goals and values among interested parties • enhanced performance of the organisation and its interested parties through responding to the opportunities and constraints related to each interested party • a well-managed supply chain that provides a stable flow of goods and services • increased capability to create value for interested parties, by sharing resources and competence and managing quality-related risks
- 23. LINKS • ISO 9001 – what does it mean in supply chain? • Quality Management Principles