Seven principles of Quality management as per ISO 9001:2015
Seven principles of Quality management
Introduction:
In my first post I had written about the Eight principles of quality management on
which the standard of ISO 9001:2008 was based. As we are all aware that
fifth edition of ISO 9001( ISO 9001:2015) was published in month of
september 2015. This fifth edition (ISO 9001:2015) cancels and replaces
the fourth edition( ISO 9001:2008). This document was being prepared by
Technical committee of ISO “ISO/TC 176/SC 2-Quality Management and Quality Assurance/ Quality Systems” also know as ISO/TC 176 in short. The process of preparing the ISO 9001:2015 went through a six stage process.
Organisations have been granted a three-year transition period after
the revision has been published to migrate their quality management
system to the new edition of the standard.
The key changes in the standards are- There is no quality manual.
- It emphasis on organization context and risk based thinking,
- There is no requirement of management representative
- The standard does not include a specific clause for “Preventive Actions”.
- The terms “document” and “records” have been replaced with the term “documented information”. Documented procedure in iso 9001:2008 have been replaced by maintained documented information and Documented record in iso 9001:2008 have been replaced by retained documented information.
- In 2008 version of the standard the term “product” was used. This term also included services. This term has been changed to Product and Services
- In addition to the term “continual improvement” another term “improvement” have been introduced
- Outsourcing is now an external provision.The term “purchased product” has been replaced with “externally provided products and services”.The term “supplier” has been replaced with “External provider”.Control of external provision of goods and services address all forms of external provisions.
- The new standard does not make any reference to the exclusions which was for only for clause 7 in ISO 9001:2008, but in ISO 9001:2015 after proper justification any of the requirement of this international standards may not be included in the scope, provided it does not affect the organization’s ability or responsibility to ensure the conformity of its product and services and the enhancement of customer satisfaction
- The term “work environment” used in ISO 9001:2008 has been replaced with “Environment for the operation of processes”.
The ISO 9000:2015 and ISO 9001:2015 standard is based on the following Seven principles of Quality management.
1 – Customer Focus
The primary focus of quality management is to meet customer requirements and to strive to exceed customer expectations.
Rationale
Sustained success is achieved when
an organization attracts and retains the confidence of customers and
other interested parties on whom it depends. Every aspect of customer
interaction provides an opportunity to create more value for the
customer. Understanding current and future needs of customers and other
interested parties contributes to sustained success of an organization
Explanation:
This is the first of the Seven
principles of Quality management and there is no change in the heading
of this principle. The Eight principle definition stated “Organizations
depend on their customers and therefore should understand current and
future customer needs, should meet customer requirements and strive to
exceed customer expectations.” The Seven principle definition states “The primary focus of quality management is to meet customer requirements and to strive to exceed customer expectations.“.
Customer focused means putting your energy into satisfying customers
and understanding that profitability comes from satisfying
customers.There should be researching ,establishing and understanding
current and future customer needs and expectations. The organization
should ensure that the objectives of the organization are linked to
customer needs and expectations. The top Management should communicate
customer needs and expectations throughout the organization. There
should be measuring customer satisfaction and acting on the results. the
organization should ensure a balanced approach between satisfying
customers and other interested parties.
2 – Leadership
Leaders at all levels
establish unity of purpose and direction and create conditions in which
people are engaged in achieving the quality objectives of the
organization.
Rationale
Creation of unity of purpose,
direction and engagement enable an organization to align its strategies,
policies, processes and resources to achieve its objectives.
Explanation:
This is the second of the Seven
principles of Quality management and there is no change in the heading
of this principle. The Eight principle definition stated “Leaders
establish unity of purpose and direction of the organization. They
should create and maintain the internal environment in which people can
become fully involved in achieving the organization’s objectives.” The Seven principle definition states “Leaders
at all levels establish unity of purpose and direction and create
conditions in which people are engaged in achieving the quality
objectives of the organization.“Leadership is providing role model
behaviors consistent with the values of the organization. Behavior that
will deliver the organizations objectives. Internal environment
includes the culture and climate, management style, shared, trust,
motivation and support. The leadership should Consider the needs of all
interested parties including customers, owners, employees, suppliers,
financier, local communities and society as whole. The leadership should
establish a clear vision of the organization’s future. The leadership
should set a challenging goals and targets. The leadership should create
and sustain a shared values, fairness and ethical role models at all
levels of the organization. The leadership should Establish trust and
eliminate fear. The leadership should provide people with the required
resources training and freedom to act with responsibility and
accountability. The leadership should Inspire, encourage and recognize
people contributions.
3 – Engagement of People
It is essential for the
organization that all people are competent, empowered and engaged in
delivering value. Competent, empowered and engaged people throughout the
organization enhance its capability to create value.
Rationale
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 skills and knowledge facilitate the engagement of
people in achieving the objectives of the organization.
Explanation:
This is the third of the Seven principles of Quality management and the term “Involvement of People” has been change to “Engagement of People“. The Eight principle definition stated “People
at all levels are the essence of an organization and their full
involvement enables their abilities to be used for the organization’s
benefit.” The Seven principle definition states “It is
essential for the organization that all people are competent, empowered
and engaged in delivering value. Competent, empowered and engaged people
throughout the organization enhance its capability to create value.” Engaging
people means employees are committed to their organisation’s goals and
values, motivated to contribute to organisational success, and are able
at the same time to enhance their own sense of well-being.An engaged
employee experiences a blend of job satisfaction, organisational
commitment, job involvement and feelings of empowerment. When we talk of
engagement of people it means that all the employees are competent,
empowered and they are delivering value. An engaged employee will have a
better perception of job importance. An engaged employee will have
better clarity of job expectation. There will be more improvement
opportunities. There will be regular feedback and dialog with
supervisors. The Quality of working relationships of an engaged employee
with peers, superiors, and subordinates is much improved. There is
effective employee communication.
4 – Process Approach
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.
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.
Rationale
The quality management system is
composed of interrelated processes. Understanding how results are
produced by this system, including all its processes, resources,
controls and interactions, allows the organization to optimize its
performance.
Explanation:
This is the fourth of the Seven
principles of Quality management and there is no change in the heading
of this principle. The Eight principle definition stated “A desired result is achieved more efficiently when activities and related resources are managed as a process.” The Seven principle definition states “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.” Processes are dynamic-they
cause things to happen.processes within an organization should be
structured in order to achieve a certain objective in the most efficient
and effective manner.It helps us in systematically defining the
activities necessary to achieve/obtain desired results.It helps us in
establishing clear responsibility and accountability for managing key
activities.It helps us in analyzing and measuring of the capabilities of
key activities. It helps us in identifying the interfaces of key
activities within and between the functions of the organization.It helps
us in evaluating risks,consequences and impacts of activities on
customers,suppliers and other interested parties. Quality Management
System are constructed by connecting interrelated processes together to
deliver the system objectives which is the satisfaction of the
interested parties. This helps us in structuring a system to achieve
the organizations objectives in the most effective and efficient way and
understanding the interdependencies between the processes of the
system. It also helps us in providing a better understanding of the
roles and responsibilities necessary for achieving common objectives and
thereby reducing cross functional barriers and targeting and defining
how specific activities within a system should operate.
5 – Improvement
Successful organizations have an ongoing focus on improvement.
Rationale
Improvement is essential for an
organization to maintain current levels of performance, to react to
changes in its internal and external conditions and to create new
opportunities.
Explanation:
This is the fifth of the Seven
principles of Quality management and can be mapped to the sixth of the
Eight Quality principle which is “Continual Improvement”. The term “Continual Improvement” has been change to “Improvement“. The fifth principle of the Eight Quality principle “System approach to management” no longer exist in the Seven principle of quality management.The Eight principle definition stated “Continual improvement of the organization’s overall performance should be a permanent objective of the organization.” The Seven principle definition states “Successful organizations have an ongoing focus on improvement.” Improvement
is the improvement in organizational efficiency and effectiveness. The
organization should Employ a consistent organization-wide approach to
improvement of the organizations’ tools of improvement. The
organization should Provide people with the training in the methods and
tools of improvement. The organization should Make improvement of
products, processes,and the system an objective for every individual in
the organization. The organization should Establish the goals to guide
and lead.
6 – Evidence-based Decision Making.
Decisions based on the analysis and evaluation of data and information are more likely to produce desired results.
Rationale
Decision-making can be a 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 decisions
made.
Explanation:
This is the sixth of the Seven
principles of Quality management and can be mapped to the seventh of
the Eight Quality principle which is “Factual approach to decision making “. The term “Factual approach to decision making “ has been change to “Evidence-based Decision Making“. The fifth principle of the Eight Quality principle “System approach to management” no longer exist in the Seven principle of quality management.The Eight principle definition stated “Effective decisions are based on the analysis of data
and information.” The Seven principle definition states “Decisions based on the analysis and evaluation of data and information are more likely to produce desired results.” Evidence is information that shows or proves that something exists or is true. Evidence can be collected by performing observations, measurements, tests, or by using any other suitable method. Any decision making should away be based on evidences. The organization should ensuring that data/information is sufficiently accurate and reliable. The organization should make data accessible to those who need them. The organization should analyze data using appropriate tools.The organization should make decision and take actions based on analysis of data,balanced with experience and intuition.
and information.” The Seven principle definition states “Decisions based on the analysis and evaluation of data and information are more likely to produce desired results.” Evidence is information that shows or proves that something exists or is true. Evidence can be collected by performing observations, measurements, tests, or by using any other suitable method. Any decision making should away be based on evidences. The organization should ensuring that data/information is sufficiently accurate and reliable. The organization should make data accessible to those who need them. The organization should analyze data using appropriate tools.The organization should make decision and take actions based on analysis of data,balanced with experience and intuition.
7 – Relationship Management
For sustained success, organizations manage their relationships with interested parties, such as suppliers.
Rationale
Interested parties influence the
performance of an organization. Sustained success is more likely to be
achieved when an organization manages relationships with its interested
parties to optimize their impact on its performance. Relationship
management with its supplier and partner network is often of particular
importance
Explanation:
This is the seventh of the Seven
principles of Quality management and can be mapped to the eighth of the
Eight Quality principle which is “Mutually beneficial supplier relationships “. The term “Mutually beneficial supplier relationships “ has been change to “Relationship Management“. The fifth principle of the Eight Quality principle “System approach to management” no longer exist in the Seven principle of quality management.The Eight principle definition stated
“An organization and its suppliers are interdependent and a mutually
beneficial relationship enhances the ability of both to create value“ The Seven principle definition states “For sustained success, organizations manage their relationships with interested parties, such as suppliers.“An interested party is a person or group that has a stake in the success or performance of an organization. Interested parties may be directly affected by the organization or actively concerned about its performance. Interested parties can come from inside or outside of the organization. Examples of interested parties include customers, suppliers, owners, partners, employees, unions, bankers, or members of the general public. Interested parties are also referred to as stakeholders.
Relation management with interested parties meaning
sharing knowledge,vision,values, understanding and suppliers are not
treated as adversaries.The organization establishes a relationships that
balance short-term gains with long term considerations. There is
pooling of expertise and resources with partners. The Organization
identifying and selecting key suppliers. There is clear and open
communication with the stake holders. There is sharing of information
and future plans. The organization establishes a joint development and
improvement activities. The organization inspiring,encourages and
recognize improvements and achievement by suppliers.
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