By: Syed Shahwar Hasan
WHAT IS QUALITY
FITNESS FOR USE (JURAN)
CONFORMANCE TO REQUIREMENT (CROSBY)
DEGREE OF EXCELLENCE
DELIGHTING CUSTOMERS
HOW ISO 9000:2000
DEFINES IT
DEGREE TO WHICH A SET OF INHERENT
CHARACTERISTIC FULFILLS
REQUIREMENTS
THREE BASIC
CONCEPTS
QUALITY MANAGEMENT Coordinated
efforts to direct and control an organization
with regard to quality (entire organizational
system)
QUALITY ASSURANCE part of quality
management focused on fulfilling quality
requirements (establishing quality
functions/procedures)
QUALITY CONTROL part of quality
management focused on fulfilling quality
requirements (inspection and monitoring)
QUALITY MANAGEMENT
SYSTEM
MANAGEMENT SYSTEM TO DIRECT AND
CONTROL AN ORGANIZATION WITH REGARD
TO QUALITY.
MANAGEMENT SYSTEM CONTAINS
INTEGRATED PROCEDURES AND PROCESSES:
PROCEDURE - A SET OF INSTRUCTIONS
DEFINED TO CARRY OUT A GROUP OF
ACTIVITIES (5 Ws + 1 H)
PROCESS SET OF INTERRELATED OR
INTERACTING ACTIVITIES WHICH
TRANSFORMS INPUTS INTO OUTPUTS
WHAT CUSTOMERS
WANT?
PRODUCT CONFORMING TO OR EXCEEDING
REQUIREMENTS
PRODUCT RESULT OF PROCESS
IT MAY BE:
Services ( Transport, healthcare, education etc.)
Software (Computer applications, programs)
Hardware (parts, automobiles, plants,
equipment etc.)
Process material (lubricants, raw materials,
consumables etc.)
WHAT IS ISO
INTERNATIONAL ORGANIZATION FOR STANDARDIZATION
DEVELOPS STANDARDS DOES NOT CERTIFY COMPANIES
AROUND 140+ MEMEBERS COUNTRIES
AROUND 13000 STANDRADS PRODUCED
TECHNICAL COMMITTESS ARE FORMED TO PRODUCE
STANDARDS
ORIGIN OF ISO 9000
STANDARDS
ISO 9000:1987
ISO 9000:1994
ISO 9000:2000
BS 5750
1979
AQAP1 (NATO)
1970s
MIL-STD-9858 A
1940s
ISO 9000 FAMILY OF
CORE STANDARDS
STANDRADS
ISO 9000:2000 Fundamentals and vocabulary
ISO 9001:2000 QMS Requirements
ISO 9004:2000 Guidelines for performance improvement
SUPPORTING STANDARDS
ISO 10005:1995 Guidelines for quality plans
ISO 10006:1997 Guidelines for project Management
ISO 10007:1995 Guidelines for Configuration Management
ISO 10011-1,-2,-3 QMS Auditing
ISO 10012-1,-2,-3 Quality Assurance for measuring
equipment
ISO 10013:1995 Guidelines for Quality Manuals
ISO/TR 10014:1998 Guidelines for managing economics of
quality
ISO 10015 Guidelines for Training
ISO/TR 10017:1999 Guidelines on statistical techniques
BRIEF CHRONOLOGY OF
ISO 9000
MILESTONE
YEAR
UMBRELLA
Introduction
1906
International Electro Technical
Commission
Pioneering
1926
International Federation of the National
Standardizing Associations
Unification
1947
International Organization for
Standardization
THE HALLMARKS OF THE ISO BRAND
Equal footing
Every participating ISO member institute (full members) has the right to take part in the
development of any standard which it judges to be important to its country's economy
Voluntary
ISO standards are voluntary. As a non-governmental organization, ISO has no legal
authority to enforce their implementation.
Market-driven
ISO develops only those standards for which there is a market requirement.
Consensus
Although ISO standards are voluntary, the fact that they are developed in response to
market demand, and are based on consensus among the interested parties
Worldwide
ISO standards are technical agreements which provide the framework for compatible
technology worldwide
PRE ISO 9000
During WWII, there were quality problems in many British high-tech industries such as
munitions, where bombs were going off in factories.
The adopted solution was to require factories to document their manufacturing procedures and to
prove by record-keeping that the procedures were being followed. The name of the standard was
BS 5750, and it was known as a management standard because it did not specify what to
manufacture, but how to manage the manufacturing process.
According to Seddon, "In 1987, the British Government persuaded the International
Organization for Standardization to adopt BS 5750 as an international standard. BS
5750 became ISO 9000.
It was also influenced by existing U.S. and other Defense Standards ("MIL SPECS"), and so was
well-suited to manufacturing
APPLICATION OF ISO 9000 SERIES OF STANDARDS
2000 VERSION
Standard
Design
Development
Production
Installation
Servicing
Testing
ISO 9001
The 2000 version sought to make a radical change in thinking by actually placing
the concept of process management front and centre
Expectations of continual process improvement and tracking customer satisfaction
were made explicit
NEED FOR ISO 9000 QMS CERTIFICATION
Certification to ISO 9000 QMS increases the Customer's confidence in Supplier's
Quality and Delivery Commitments.
ISO 9000 QMS is universally recognized and hence helps in penetrating New
Markets Globally.
Registration can improve service performance and reduce uncertainty.
Regular assessments ensure the organization continually uses, monitors and improves
their processes.
Worldwide Recognition
Clarity in Roles, Responsibilities and Authorities among all.
Employee involvement and thus commitment.
Improved Quality awareness throughout the organization.
CONTENTS OF ISO 9001
Page iv:
Foreword
Pages v to vii:
Introduction
Pages 1 to 14:
Requirements
Section 4 (02):
General Requirements
Section 5 (06):
Management Responsibility
Section 6 (04):
Resource Management
Section 7 (06):
Product Realization
Section 8 (05):
Measurement, analysis and
improvement
Pages 15 to 22:
Tables of Correspondence between ISO 9001 and
other standards
Page 23:
Bibliography
ISO SURVEY
ISO CERTIFICATION IN PAKISTAN
EIGHT QMS PRINCIPLES
Principle
Outline
Customer Focused
Organisation
Organisations Depend upon their customers & therefore should
understand current and future customer needs, meets customer
requirements and strive to exceed customer expectations
Leadership
Leaders establish unity of purpose, direction and the internal
environment of the organisation. They create such an
environment where people can be fully involved to achieve the
organisation benefits
Involvement of
People
People at all levels are the essence of an organisation and their
full involvement enables their abilities to be used for the
organisations benefits
Process Approach
A desired result is achieved more efficiently when related
resources and activities are managed as a process
EIGHT QMS PRINCIPLES
Principle
Outline
System Approach
to Management
Identifying, understanding and managing a system of inter related
process for a given objective contribute to the effectiveness and
efficiency of an organization.
Continual
Improvement
Continual improvement is a permanent objective of an
organization
Factual Approach
to Decision Making
Effectiveness decision are based on the logical and intuitive
analysis of data and information
Mutually Beneficial
Relationship
Between the organisation and its suppliers which enhances the
ability of both parties to create value
