Professional Documents
Culture Documents
Quality Definitions
1. Customer - based "Quality consists of the capacity to satisfy wants."(C.D. Edwards, "The Meaning of Quality", in Quality Progress Oct.1968) "Quality is fitness for use." (J.M. Juran, ed. Quality Control Handbook 1988) 2. Manufacturing - based "Quality is the degree to which a specific product conforms to a design or specification" (H.L. Gilmore: Product Conformance Cost. Quality progress June 1974) "Quality [means] conformance to requirements." (P.B. Crosby: Quality Is Free) 3. Product - based "Quality refers to the amount of the unpriced attributes contained in each unit of the priced attribute." (K. B. Leifler: Ambiguous Chamges in Product Quality, American Economic Review Dec.1982) 4. Value - based "Quality is the degree of excellence at an acceptable price and the control of variability at an acceptable cost." (R. A. Broh: Managing Quality for Higher Profits, 1982) 5. Transcendent "Quality is neither mind nor matter, but a third entity independent of the two, even though Quality cannot be defined, you know what it is." (R. M. Pirsig: Zen and the Art of Motorcycle Maintenance)
Quality Standards
Bureau of Indian Standards - ISI German Standard - DIN American Standard British Standard Japanese Standard
ISO
International Organization for Standardization based in Geneva ISO In Greek means the same !
PDCA Cycle
PDCA Cycle
The Plan Do Check Act (PDCA) cycle is the operating principle of ISO's management system standards. Plan establish objectives and make plans (analyze your organization's situation, establish your overall objectives and set your interim targets, and develop plans to achieve them). Do implement your plans (do what you planned do). Check measure your results (measure/monitor how far your actual achievements meet your planned objectives). Act correct and improve your plans and how you put them into practice (correct and learn from your mistakes to improve your plans in order to achieve better results next time).
Benefits
How ISO management system standards put state-ofthe-art practices within the reach of all organization ? In a very small organization, there may be no "system", just "our way of doing things", and "our way" is probably not written down, but all in the head of the manager or owner. The larger the organization, and the more people involved, the more the likelihood that there are written procedures, instructions, forms or records. These help ensure that everyone is not just "doing his or her own thing", and that the organization goes about its business in an orderly and structured way. This means that time, money and other resources are utilized efficiently.
Benefits
To be really efficient and effective, the organization can manage its way of doing things by systemizing it. This ensures that nothing important is left out and that everyone is clear about who is responsible for doing what, when, how, why and where. Large organizations, or ones with complicated processes, could not function well without management systems. Companies in such fields as aerospace, automobiles, defence, or health care devices have been operating management systems for years. ISO's management system standards make this good management practice available to organizations of all sizes, in all sectors, everywhere in the world.
ISO Standards
The ISO 9000 and ISO 14000 families are among ISO's best known standards ever. ISO 9001:2000 and ISO 14001 (1996 and 2004 versions) are implemented by over a million organizations in 161 countries. The ISO 9000 family addresses "quality management". This means what the organization does to fulfill: the customer's quality requirements, and applicable regulatory requirements, while aiming to enhance customer satisfaction, and achieve continual improvement of its performance in pursuit of these objectives.
ISO Standards
The ISO 14000 family addresses "environmental management". This means what the organization does to: minimize harmful effects on the environment caused by its activities, and to achieve continual improvement of its environmental performance.
World Economy
ISO 9001:2000 and ISO 14001:2004 have become thoroughly integrated with the world economy. ISO 9001:2000 is now firmly established as the globally accepted standard for providing assurance about the quality of goods and services in supplier-customer relations.
World Economy
ISO 14001:2004 confirms its global relevance for organizations wishing to operate in an environmentally sustainable manner. It is a unifying base for global businesses and supply chains such as the automotive and oil and gas sectors a technical support for regulation as, for example, in the medical devices sector) a tool for major new economic players to increase their participation in global supply chains, in export trade and in business process outsourcing; a tool for regional integration as shown by their adoption by new or potential members of the European Union in the rise of services in the global economy nearly 33 % of ISO 9001:2000 certificates and 31 % of ISO 14001 (1996 and 2004 versions) certificates in last five years went to organizations in the service sectors.
Compatibility
ISO has no plans to merge ISO 9001:2000 and ISO 14001:2004. It understands the needs of users who wish to implement both quality and environmental management systems. Therefore, the ISO technical committees ISO/TC 176 (responsible for ISO 9000) and ISO/TC 207 (responsible for ISO 14000) have an ongoing collaboration to achieve a high degree of compatibility. This collaboration addresses such issues as common terminology and structure of the standards and its biggest achievement so far is the development of a joint auditing standard for quality and environmental management systems: ISO 19011:2002, Guidelines for quality and/or environmental management systems auditing
Without satisfied customers, an organization is in peril! To keep customers satisfied, the organization needs to meet their requirements. The ISO 9001:2000 standard provides a tried and tested framework for taking a systematic approach to managing the organization's processes so that they consistently turn out product that satisfies customers' expectations.
Certificate
The organization may thus avoid multiple audits by its clients, or reduce the frequency or duration of client audits. The certificate can also serve as a business reference between the organization and potential clients, especially when supplier and client are new to each other, or far removed geographically, as in an export context.
External Objectives
Provide assurance on environmental issues to external stakeholders such as customers, the community and regulatory agencies Comply with environmental regulations Support the organization's claims and communication about its own environmental policies, plans and actions Provide a framework for demonstrating conformity via suppliers' declarations of conformity, assessment of conformity by an external stakeholder - such as a business client - and for certification of conformity by an independent certification body.