...MetricStream ISO 9001:2015 Discovers Risk-Based Thinking Since its launch in 1987, the ISO 9001 standard has stipulated the requirements for a certifiable Quality Management System (QMS) to ensure the consistent manufacturing of reliable, high-grade products. The ISO 9000 family for QMS provides organizations with the necessary guidance and tools for increased product quality, customer satisfaction, and a sustainable methodology to identify improvement. The new version of ISO 9001:2015 QMS, due to be published by September 2015, will center on managing risks in an efficient manner. ISO 9001 over the Years The International Organization for Standardization (ISO) was founded in 1946 to establish a common set of standards in trade, manufacturing, and technology, and it comprises national standards institutes and organizations of 163 countries worldwide. Every five years, the entire suite of ISO standards undergoes an overhaul to keep it current and updated. ISO 9001 provides a quality management standard for employees, facilities, infrastructure, training, services, and equipment across the enterprise. It was first developed in 1987 from the military, American National Standards institute (ANSI), Canadian Standards Association (CSA) and British Standards Institute (BSI) standards with 20 elements, also known as ‘buckets’. In 1994, this standard went through a minor revision with many additions and changes such as new requirements for a quality manual, quality planning and design validation...
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...ENISA: Risk Management and Isms activities An information security management system[1] (ISMS) is a set of policies concerned with information security management or IT related risks. The idioms arose primarily out of BS 7799. The governing principle behind an ISMS is that an organization should design, implement and maintain a coherent set of policies, processes and systems to manage risks to its information assets, thus ensuring acceptable levels of information security risk. Contents * 1 ISMS description * 2 Need for an ISMS * 3 Critical success factors for ISMS * 4 Dynamic issues in ISMS * 5 See also * 6 Notes and references ISMS description As with all management processes, an ISMS must remain effective and efficient in the long term, adapting to changes in the internal organization and external environment. ISO/IEC 27001:2005 therefore incorporated the "Plan-Do-Check-Act" (PDCA), or Deming cycle, approach: * The Plan phase is about designing the ISMS, assessing information security risks and selecting appropriate controls. * The Do phase involves implementing and operating the controls. * The Check phase objective is to review and evaluate the performance (efficiency and effectiveness) of the ISMS. * In the Act phase, changes are made where necessary to bring the ISMS back to peak performance. ISO/IEC 27001:2005 is a risk based information security standard, which means that organizations need to have a risk management process in...
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...International Organisation for Standardisation (ISO) The ISO 9001 certificate is a proof that a company is functioning in compliance with all international and national quality standards and that it regularly surveys the quality system that have been included in its business practice. The implementation of Quality Management System ISO 9001 in a hotel demands a lot of paperwork; it is time consuming and increases additional costs. In a research carried out by Adanur–Allen (1995), he stated that the main advantages of a successfully implemented ISO 9000 are improved business efficacy, greater consumer satisfaction and improved competitiveness. Since customers are very demanding when it comes to the quality of service in the hotel industry, organisations are competing to become quality leaders through ISO. The adoption of a quality management system should be a strategic decision of an organization. The design and implementation of an organization's quality management system is influenced by * a) its organizational environment, changes in that environment, and the risks associated with that environment, * b) its varying needs, * c) its particular objectives, * d) the products it provides, * e) the processes it employs, * f) its size and organizational structure. This International Standard can be used by internal and external parties, including certification bodies, to assess the organization's ability to meet customer, statutory and regulatory requirements...
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...ration manag ISO 9000 - Quality management The ISO 9000 family addresses various aspects of quality management and contains some of ISO’s best known standards. The standards provide guidance and tools for companies and organizations who want to ensure that their products and services consistently meet customer’s requirements, and that quality is consistently improved. Standards in the ISO 9000 family include: * ISO 9001:2015 - sets out the requirements of a quality management system * ISO 9000:2015 - covers the basic concepts and language * ISO 9004:2009 - focuses on how to make a quality management system more efficient and effective * ISO 19011:2011 - sets out guidance on internal and external audits of quality management systems. ISO 9001:2015 ISO 9001:2015 sets out the criteria for a quality management system and is the only standard in the family that can be certified to (although this is not a requirement). It can be used by any organization, large or small, regardless of its field of activity. In fact, there are over one million companies and organizations in over 170 countries certified to ISO 9001. This standard is based on a number of quality management principles including a strong customer focus, the motivation and implication of top management, the process approach and continual improvement.Using ISO 9001:2015 helps ensure that customers get consistent, good quality products and services, which in turn brings many business benefits. What...
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...ISO (the International Organization for Standardization) ISO (the International Organization for Standardization) is a worldwide federation of national standards bodies (ISO member bodies). The work of preparing International Standards is normally carried out through ISO technical committees. Each member body interested in a subject for which a technical committee has been established has the right to be represented on that committee. International organizations, governmental and non-governmental, in liaison with ISO, also take part in the work. ISO collaborates closely with the International Electrotechnical Commission (IEC) on all matters of electrotechnical standardization. ISO 9000 The ISO 9000 family addresses various aspects of quality management and contains some of ISO’s best known standards. The standards provide guidance and tools for companies and organizations who want to ensure that their products and services consistently meet customer’s requirements, and that quality is consistently improved. Standards in the ISO 9000 family include: * ISO 9001:2008 - sets out the requirements of a quality management system * ISO 9000:2005 - covers the basic concepts and language * ISO 9004:2009 - focuses on how to make a quality management system more efficient and effective * ISO 19011:2011 - sets out guidance on internal and external audits of quality management systems. ISO 14000 The ISO 14000 series of standards was developed by ISO Technical Committee...
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...Quality Management and Performance Measurement in Manufacturing Companies – The Case of Vietnam Phan Chi Anh Departement of Business Management Systems International Graduate School of Social Sciences Yokohama National University anhpc@yahoo.com Yoshiki Matsui Departement of Business Management Systems International Graduate School of Social Sciences Yokohama National University ymatsui@ynu.ac.jp others. This study examines the result of ISO 9000 implementation and its impacts on quality performance and performance measurement system. This study can be very useful to organization, especially the manufacturers in developing country, which attempt to identify factor of management system to improve competitiveness. Abstract Manufacturing companies in developing countries, irrespective of size or sector , often use ISO 9000 as a route to world-class status. Based on the results of an investigation by questionnaire in various manufacturing companies in Vietnam, the research is aimed to study if ISO 9000 implementation has any impact on improving the company competitiveness. Firstly, the study examines the situation of ISO 9000 implementation and its relationship with quality performance. Secondly, the study examines if ISO 9000 implementation influences the performance measurement system. The regressive models are constructed to evaluate the contribution of ISO 9000 to company performance and performance measurement system. Finally, the recommendations for further deployment...
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...ISO 9000 From Wikipedia, the free encyclopedia The ISO 9000 family of standards relate to quality management systems and are designed to help organizations ensure they meet the needs of customers and other stakeholders (Poksinska et al, 2002 [1] ). The standards are published by ISO, the International Organization for Standardization and available through National standards bodies. ISO 9000 deals with the fundamentals of quality management systems (Tsim et al, 2002 [2] ), including the eight management principles (Beattie and Sohal, 1999;[3] Tsim et al, 2002 [2]) on which the family of standards is based. ISO 9001 deals with the requirements that organizations wishing to meet the standard have to fulfill. Third party certification bodies provide independent confirmation that organizations meet the requirements of ISO 9001. Over a million organizations worldwide [4] are independently certified, making ISO 9001 one of the most widely used management tools in the world today. Contents [hide] 1 Reasons for use 2 Background 3 Global adoption 4 Contents of ISO 9001 4.1 Summary of ISO 9001:2008 in informal language 4.2 1987 version 4.3 1994 version 4.4 2000 version 4.5 Certification 5 Auditing 6 Industry-specific interpretations 7 Effectiveness 7.1 Advantages 7.2 Problems 8 See also 9 References 10 Further reading 11 See also 12 External links [edit]Reasons for use The global adoption of ISO 9001 may be attributable to a number of factors. A number of major...
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...Sustainable Development: Climate Change, and Corporate Social Responsibility: An Emerging Role for ISO Standards Dan Gagnier ISO/TC 207 Chair Stockholm 2002 Presentation Outline • Introduction – A couple of Words about the Earth Conference – ISO/TC 207 ----a Pioneer TC • Climate Change – The extent of the problem – The policy and business response – Where do ISO Standards fit? • CSR • Conclusions General Implications Embedded in Action Plan • Reduction of species loss will have greater impact on a company that has a greater percentage of its reserves in environmentally fragile areas. • Reducing poverty ie. a company with a large presence in the developing world has to consider how its work on sustainability issues can contribute directly to poverty alleviation in its operating areas. • Global companies should take as much action as they can within their sphere of operations to address global climate change, as well as seeking out more pragmatic, long-term alternatives to Kyoto. • Productive new/focused partnerships a key theme of the summit, driven by a recognition that no one can solve macro sustainability problems alone. Sorting out partnerships and getting them right will become more urgent. Major Trends & Ten Year Agenda • Trend for an increasing cultural presence of major NGOs; civil society voices will be louder than ever. This is supported by data showing that public trust continues to move to NGOs as the most trustworthy institutions • Accountability...
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...Management system standards What are management system standards? The nature of standards will be addressed in the section on standards development and in the context of management systems these standards: establish concepts, principles, guidelines and criteria for establishing, maintaining and improving the processes by which an organisation defines and achieves its goals (see explanation below). As most management system standards address specific organisational goals, like product quality, environment or health and safety, they apply to different processes within an organisation. Management system standards are not product standards; there are no requirements that govern the characteristics of particular products or services in management system standards. These standards apply to organisations as a whole rather than to the products and services they supply. More on this in the member pages How have management system standards evolved? The evolution of formal management system standards has taken a rather interesting path. It has been driven primarily by customers in the regulated industry sector and legislation rather than internal economics but it is important to recognise that this evolution continues. The failure of organisations to regulate their own outputs forced some stakeholders (primarily customers and society) to impose requirements that constrain an organisation's policies and practices. Such measures have been deemed necessary since time immemorial to...
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...quality management practices in UK SMEs Maneesh Kumar Strathclyde Institute for Operations Management, University of Strathclyde, Glasgow, UK, and Quality management practices 1153 Received 5 May 2008 Revised 23 June 2008 Accepted 17 July 2008 Jiju Antony Centre for Research in Six Sigma and Process Excellence (CRISSPE), Strathclyde Institute for Operations Management, University of Strathclyde, Glasgow, UK Abstract Purpose – The last two decades have witnessed an explosion of research into the area of quality initiatives (QI) such as ISO, total quality management, lean, Kaizen and its application within small and medium-sized enterprises (SMEs). However, very few empirical studies have reported the application of Six Sigma in SMEs; the reasons may be attributed to several myths associated with Six Sigma. The purpose of this paper is to assess the current status of QI in the UK manufacturing SMEs and report the differences in the quality management practices of Six Sigma SMEs against the ISO certified firms. Design/methodology/approach – A survey-based approach was adopted to understand the established quality management practices in the UK SMEs. A short survey instrument was designed by reviewing the literature on quality improvement initiatives in SMEs. A sample of 500 manufacturing SMEs across UK was selected through stratified random sampling technique. Findings – A response rate of 12.7 per cent was achieved and included respondents at senior management and middle...
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...Part -3 The Concept we have chosen is International Organisation for Standardization (ISO). It is the world’s largest developer of international standards and help in facilitating world trade by providing common standards between nations. These standards ensures that product and services are safe, reliable, and of good quality and that proper processes have been followed in their development. ISO certifications have many benefits for the business, government and society which are as follows: * Optimized operations for business which will result in cost savings. * Improved quality of the products. * Overcome trade barriers * Reduced negative impact on the environment. * Restored faith in use of the product if ISO certified * They are internationally adopted and can up the world trade. The Coca-Cola Company on a global level have the following common ISO Certifications. * ISO 9001:2008 * ISO 14001:2004 * ISO 22000:2005 The above mentioned ISO certifications are the Common certifications of each of the Coca-Cola plant around the world. Coca-Cola is taking up other certifications as well which are plant specific and country specific with bringing in more technology for energy management. Below is the brief description of the ISO certification that Coca-Cola is currently certified with. * ISO 9001:2008 – this is a quality management certification which certifies that the organizations are using quality processes for their manufacturing...
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...SRIRegistrar.com Six Sigma, ISO 9001 and Baldrige Many organizations ask “How Do these programs, processes and standards support each other?” These initiatives are not mutually exclusive, in fact, understanding and applying all, some or part can greatly improve your business performance. The following is an overview of how they work together. What is Six Sigma? Six Sigma is a statistically-based process that strengthens organizational capacity for ongoing process improvement. “Six Sigma” or “six standards of deviation” aims to reduce defects to a rate of 3.4 defects per million defect opportunities by identifying and eliminating causes of variation in business processes. In defining defects or errors, Six Sigma focuses on developing a clear understanding of customer requirements and is therefore very customer focused. The DMAIC Methodology. The Six Sigma process is based on a concept called DMAIC: • Define – clearly identify the problem, the requirements of the project and objectives of the project • Measure – to fully understand the current performance • Analyze – the measurements collected to determine and validate the root cause(s) • Improve – developing ideas to remove the root causes of variation and implement the solutions • Control – to establish standard measures to maintain performance and to correct problems as needed Motorola invented this approach in 1986 and it has been effectively deployed by organizations worldwide, across business operations ranging from highly...
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...ISO 9000 Most businesspeople have heard of the ISO 9000 standard series. However, many don't know its origins or requirements. The International Organization for Standardization's Technical Committee (TC 176) produces the international quality management and quality assurance standards known as the ISO 9000 series of standards. Although relatively new, ISO 9000's roots can be traced back to the founding of ISO in 1946. The Geneva, Switzerland-based ISO establishes common sets of manufacturing, trade and communication standards. ISO is not an acronym. It is derived from the Greek work iso’s, meaning equal. ISO does not lend its name to advertisements, and it is not in the registration business. ISO is only responsible for creating and publishing international standards. These standards facilitate international exchange of goods and services. More than 100 countries participate in ISO. This includes full-voting-privilege members, correspondent members (observers) and subscribers (documentation). ISO consists of 182 active technical committees, 630 subcommittees, 1,918 working groups and 24 ad hoc study groups. While ISO 9000 is the best-known standard in North America, the ISO publishes thousands of standards. ISO/TC 176 held its inaugural meeting in 1980 in Ottawa, with 21 participating member countries. The committee consists of a main technical committee, three subcommittees and associated working groups. ISO holds TC 176 responsible for overall management of the standardization...
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...Week 6 Research Paper Journal-Gallerick Upper Iowa University Joshua Gallerick BA 567: Quality Management and Productivity Quality management is a key ingredient for competitive success. Firms strive for sustainable relative quality advantage to differentiate themselves from their competition (Talha, 2004). Intel’s quality management is the cornerstone of competitive advantage. Intel uses quality management practices to lead to superior quality outcomes and increased quality performance that appear to be founded from Deming’s 14 points philosophy. Intel Corporation is based in Santa Clara, California, is a global leader in silicon innovation, developing technologies, products, and initiatives to continually advance how people work and live. Intel designs, manufactures and sells computing and communication components, such as microprocessors, chipsets, motherboards, and wireless and wired connectivity products. The company was founded in 1968 by two scientists, Robert Noyce and Gordon Moore (Intel Corp, 2013). The company went on to develop the world’s first microprocessor in 1971 (Intel Corp, 2013). Deming’s approach to quality is the foundation for today’s quality management systems (Russel, 2011). Deming’s philosophy for achieving quality improvements is found in his 14 points plan (Russel, 2011). Intel’s philosophy of quality mirrors Deming’s 14 points plan. The first point of Deming’s plan is to create a constancy of purpose towards product improvement to achieve...
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...British Gas ISO 9001:2000 Background: As a FTSE 100 company Centrica’s vision is to “become a leading supplier of energy and home services related provider in our chosen markets, in order to maximise value to our share holders.” Centrica business units comprise of the following, amongst others: British Gas Centrica Energy British Gas Business Direct Energy This case study focuses upon British Gas which was formed into a private company in 1986 from a nationalised concern. Since then British Gas has undergone a number of structural and business changes, most notably the separation of the transmission and distribution of gas supplies from the front end supply and service business. British Gas Organisation British Gas Headquarters are located in Stockley Park, Uxbridge, Windsor and Staines. The company is divided into two main functions: 1. British Gas Service: (BGS) consists of 6 Area Service Centres in Uddingston, Leeds, Stockport, Leicester, Oldbury and Edinburgh employing approximately 5,000 staff, serving approximately 9,000 service engineers and installers. In all British Gas serves over 4 million service contracts and carries out over 9 million jobs per year. 2. British Gas Residential Energy: (BGRE) has 6 contact and back office centres in Edinburgh, Glasgow, Leeds, Manchester, Cardiff Southampton employing approximately 15,000 staff. BGRE provides a billing service for its 15 million customers across the UK. ...
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