This International Standard provides guidelines beyond the requirements given in ISO 9001 in order to consider both the effectiveness ad efficiency of a quality management system, and consequently the potential for improvement of the performance of an organization. When compared to ISO 9001, the objectives of customer satisfaction and product quality are extended to include the satisfaction of interested parties ad the performance of the organization.

 

This International Standard is applicable to the processes of the organization and consequently the quality management principles on which it is based can be deployed throughout the organization. The focus of this International Standard is the achievement of ongoing improvement, measured through the satisfaction of customers and other interested parties.

This International Standard consists of guidance and recommendations and is not intended for certification, regulatory or contractual use, nor as a guide to the implementation of ISO 9001.

 

The following normative document contains provisions which, through reference in this text, constitute provisions of this International Standard. For dated references, subsequent amendments to, or revisions of, any of these publications do not apply. However, parties to agreements based on this International Standard are encouraged to investigate the possibility of applying the most recent edition of the normative document indicated below. For undated references, the latest edition of the normative document referred to applies. Members of ISO and IEC maintain registers of currently valid International Standards.

ISO 9000:2000, Quality management systems – Fundamentals and vocabulary.

 

For the purposes of this International Standard, the terms and definitions given in ISO 9000 apply.

The following terms, used in this edition of ISO 9004 to describe the supply-chain, have been changed to reflect the vocabulary currently used:

 

supplier          organization         customer (interested parties )

 

Throughout the text of this International Standard, wherever the term “product” occurs, it ca also mean “service”.

 

 

 

 

 

 

 

 

 

 

Leading and operating an organization successfully requires managing it in a systematic and visible manner. Success should result from implementing and maintaining a management system that is deigned to continually improve the effectiveness and efficiency of the organization’s performance by considering the needs of interested parties. Managing an organization includes quality management, among other management disciplines.

Top management should establish a customer-oriented organization

a) by defining systems and processes that can be clearly understood, managed and improved in effectiveness a well as efficiency, and

b) by ensuring effective and efficient operation and control of processes and the measures and data used determine satisfactory performance of the organization.

Examples of activities to establish a customer-oriented organization include

- defining and promoting processes that lead to improved organizational performance,

- acquiring and using process data and information on a continuing basis,

- directing progress towards continual improvement, and

- using suitable methods to evaluate process improvement, such as self-assessments and management review.

Examples of self-assessment and continual improvement processes are given in annexes A and B respectively.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Management should define the documentation, including the relevant records, needed to establish, implement and maintain the quality management system and to support and effective and efficient operation of the organization’s processes.

The nature and extent of the documentation should satisfy the contractual, statutory and regulatory requirements, and the needs and expectations of customers and other interested parties and should be appropriate to the organization. Documentation may be in any form or medium suitable for the needs of the organization.

In order to provide documentation to satisfy the needs and expectations of interested parties management should consider

- contractual requirements from the customer and other interested parties,

- acceptance of international, national ,regional and industry sector standards,

- relevant statutory and regulatory requirements,-decisions by the organization,

- decisions by the organization,

- sources of external information relevant for the development of the organization’s competencies, and

- information about the needs and expectations of interested parties.

 

The generation, use and control of documentation should be evaluated with respect to the effectiveness and efficiency of the organization against criteria such as

- functionality (such as speed of processing),

- user friendliness,

- resources needed,

- policies and objectives

- current and future requirements related to managing knowledge.

- benchmarking of documentation systems, and

- interfaces used by organization’s customers, suppliers and other interested parties.

Access to documentation should be ensured for people in the organization and to other interested parties, based on the organization’s communication policy.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

To lead and operate an organization successfully, it is necessary to manage it in a systematic and visible manner. The guidance to management offered in this International Standard is based on eight quality management principles.

 

These principles have been developed for use by top management in order to lead the organization toward improved performance. These quality management principles are integrated in the contents of this International Standard and are listed below

Organizations depend on their customers and therefore should understand current and future customer needs, should meet customer requirements and strive to exceed customer expectations.

 

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.

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.

A desired result is achieved more efficiently when activities and related resources are managed as a process.

Identifying, understanding and managing interrelated processes as a system contributes to the organization’s effectiveness and efficiency in achieving its objectives.

Continual improvement of the organization’s overall performance should be a permanent objective of the organization.

Effective decisions are based o the analysis of data and information.

An organization and its suppliers are interdependent and a mutually beneficial relationship enhances the ability of both to create value.

Successful use of the eight management principles by an organization will result in benefits to interested parties, such as improved monetary returns, the creation of value and increased stability.

 

 

 

Leadership, commitment and the active involvement of the top management are essential for developing and maintaining an effective and efficient quality management system to achieve benefits for interested parties. To achieve these benefits, it is necessary to establish, sustain and increase customer satisfaction. Top management should consider actions such as

-          establishing a vision, policies and strategic objectives consistent with the purpose of the organization,

-          leading the organization by example, in order to develop trust within its people,

-          communicating organizational direction and values regarding quality and the quality management system,

-          participating in improvement projects, searching for new methods, solutions and products,

-          obtaining feedback directly on the effectiveness and efficiency of the quality management system,

-          identifying the product realization processes that provide added value to the organization.

-          creating an environment that encourages the involvement and development of people, and

-          provision of the structure and resources that are necessary to support the organization’s strategic plans.

 

Top management should also define methods for measurement of the organization’s performance in order to determine whether planned objectives have been achieved.

-          financial measurement,

-          measurement of process performance throughout the organization,

-          external measurement, such as benchmarking and third-party evaluation,

-          assessment of the satisfaction of customers, people in the organization and other interested parties,

-          assessment of the perceptions o customers and other interested parties of performance of products provided, and

-          measurement of other success factors identified by management.

Information derived from such measurements and assessments should also be considered as input to management review in order to ensure that continual improvement of the quality management system is the driver for performance improvement of the organization.

When developing, implementing and managing the organization’s quality management system, management should consider the quality management principles outlined in 4.3.

On the basis of these principles, top management should demonstrate leadership in, and commitment to, the following activities:

-          understanding current and future customer needs ad expectations, in addition to requirements;

-          promoting policies and objectives to increase awareness, motivation and involvement of people in the organization;

-          establishing continual improvement as an objective for processes of the organization;

-          planning for the future of the organization and managing change;

-          setting and communicating a framework for achieving the satisfaction of interested parties.

In addition to small-step or ongoing continual improvement, top management should also consider breakthrough changes to processes as a way to improve the organization’s performance. During such changes, management should take steps to ensure that the resources and communication needed to maintain the functions of the quality management system are provided.

Top management should identify the organization’s product realization processes, as these are directly related to the success of the organization. Top management should also identify those support processes that affect either the effectiveness and efficiency of the realization processes or the needs and expectations of interested parties.

Management should ensure that processes operate as an effective and efficient network. Management should analyse and optimize the interaction of processes, including both realization processes and support processes.

Consideration should be given to

-          ensuring that the sequence and interaction of processes are designed to achieve the desired results effectively and efficiently,

-          ensuring process inputs, activities and outputs are clearly defined and controlled,

-          monitoring inputs ad outputs to verify that individual processes are linked and operate effectively ad efficiently,

-          identifying and managing risks, and exploiting performance improvement opportunities,

-          conducting data analysis to facilitate continual improvement of processes,

-          identifying process owners and giving them full responsibility and authority,

- managing each process to achieve the process objectives, and

- the needs and expectations of interested parties.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Every organization has interested parties, each party having needs and expectations. Interested parties of organizations include

-          customers and end-users,

-          people in the organization,

-          owners/investors (such as shareholders, individuals or groups, including the public sector, that have a specific interest in the organization),

-          suppliers and partners, and

-          society in terms of the community and the public affected by the organization or its products.

 

The success of the organization depends on understanding and satisfying the current and future needs and

expectations of present and potential customers and end-users, as well as understanding and considering those of other interested parties..

 

In order to understand and meet the needs and expectations of interested parties, an organization should

-          identify its interested parties and maintain a balanced response to their needs and expectations,

-          translate identified needs and expectations into requirements,

-          communicate the requirements throughout the organization, and

-          focus on process improvement to ensure value for the identified interested parties.

 

To satisfy customer and end-user needs and expectations, the management of an organization should

-          understand the needs and expectations of its customers, including those of potential customers,

-          determine key product characteristics for its customers and end-users,

-          identify and assess competition in its market, and

-          identify market opportunities, weaknesses and future competitive advantage.

 

Examples of customer and end-user needs and expectations, as related to the organization’s products, include

-          conformity,

-          dependability,

-          availability,

-          delivery,

-          post-realization activities,

-          price and life-cycle costs,

-          product safety,

-          product liability, and

-          environmental impact.

 

The organization should identify its people’s needs and expectations for recognition, work satisfaction, and personal development. Such attention helps to ensure that the involvement and motivation of people are as strong as possible.

 

The organization should define financial and other results that satisfy the identified needs and expectations of owners and investors.

Management should consider the potential benefits of establishing partnerships with suppliers to the organization, in order to create value for both parties. A partnership should be based on a join strategy, sharing knowledge as well as gains and losses. When establishing partnerships, an organization should

 

-          identify key suppliers, and other organizations, as potential partners,

-          jointly establish a clear understanding of customers’ needs and expectations,

-          jointly establish a clear understanding of the partners’ needs and expectations, and

-          set goals to secure opportunities for continuing partnerships.

In considering its relationships with society, the organization should

-          demonstrate responsibility for health and safety,

-          consider environmental impact, including conservation of energy and natural resources,

-          identify applicable statutory and regulatory requirements, and

-          identify the current and potential impacts on society in general, and the local community in particular, of its products, processes and activities.

 

 

 

 

 

 

 

 

Management should ensure that the organization has knowledge e of the statutory and regulatory requirements that apply to its products, processes and activities and should include such requirements as part of the quality management system. Consideration should also be given to

-          the promotion of ethical, effective and efficient compliance with current and prospective requirements,

-          the benefits to interested parties from exceeding compliance, and

-          the role of the organization in the protection of community interests.

 

 

Top management should use the quality policy as a means of leading the organization toward improvement of its performance.

An organization’s quality policy should be an equal and consistent part of the organization’s overall policies and strategy.

In establishing the quality policy, top management should consider

-          the level and type of future improvement needed for the organization to be successful,

-          the expected or desired degree of customer satisfaction,

-          the development of people in the organization,

-          the needs and expectations of other interested parties,

-          the resources needed to go beyond ISO 9001 requirements, and

-          the potential contributions of suppliers and partners.

 

The quality policy ca be used for improvement provided that

-          it is consistent with top management’s vision and strategy for the organization’s future,

-          it permits quality objectives to be understood and pursued throughout the organization,

-          it demonstrates top management’s commitment to quality and the provision of adequate resources for achievement of objectives,

-          it aids in promoting a commitment to quality throughout the organization, with clear leadership by top management,

-          it includes continual improvement as related to satisfaction of the needs and expectations of customers and other interested parties, and

-          it is effectively formulated ad efficiently communicated.

As with other business policies, the quality policy should be periodically reviewed.

 

 

 

 

 

 

 

 

 

 

The organization’s strategic planning and the quality policy provide a framework for the setting of quality objectives should be capable of being measured in order to facilitate an effective and efficient review by management. When establishing these objectives, management should also consider

-          current and future needs of the organization and the markets served,

-          relevant findings from management reviews,

-          current product and process performance,

-          levels of satisfaction of interested parties,

-          self-assessment results,

-          benchmarking, competitor analysis, opportunities for improvement, and

-          resources needed to meet the objectives.

 

The quality objectives should be communicated in such a way that people in the organization can contribute to their achievement. Responsibility for deployment of quality objectives should be defined. Objectives should be systematically reviewed and revised as necessary.

 

 

 

 

 

 

 

Management should take responsibility for the quality planning of the organization. This planning should focus on defining the processes needed to meet effectively and efficiently the organization’s quality objectives and requirements consistent with the strategy of the organization.

 

Inputs for effective ad efficient planning include

 

-          strategies of the organization,

-          defined organizational objectives,

-          defined needs and expectations of the customers and other interested parties,

-          evaluation of statutory and regulatory requirements,

-          evaluation of performance data of the products,

-          evaluation of performance data of processes,

-          lessons learned from previous experience,

-          indicated opportunities for improvement, and

-          related risk assessment and mitigation data.

 

 

Outputs of quality planning for the organization should define the product realization and support processes needed in terms such as

-          skills and knowledge needed by the organization,

-          responsibility and authority for implementation of process improvement plans,

-          resources needed, such as financial and infrastructure,

-          metrics for evaluating the achievement of the organization’s performance improvement

-          needs for improvement including methods and tools, and

-          needs for documentation, including records.

Management should systematically review the outputs to ensure the effectiveness and efficiency of the processes of the organization.

 

 

 

 

 

 

 

 

 

 

Top management should define and then communicate the responsibility and authority in order to implement ad maintain an effective and efficient quality management system.

 

People throughout the organization should be given responsibilities and authority to enable them to contribute to the achievement of the quality objectives and to establish their involvement, motivation and commitment.

 

 

 

 

 

 

 

A management representative should be appointed and given authority by top management to manage, monitor, evaluate and coordinate the quality management system. This appointment is to enhance effective and efficient operation and improvement of the quality management system. The representative should report to top management and communicate with customers and other interested parties on matters pertaining to the quality management system.

 

 

 

 

 

 

 

 

 

 

 

The management of the organization should define and implement an effective and efficient process for communicating the quality policy, requirements, objectives and accomplishments. Providing such information can aid in the organization’s performance improvement and directly involves its people in the achievement of quality objectives. Management should actively encourage feedback and communication from people in the organization as a means of involving them.

Activities for communicating include, for example

-          management-led communication in work areas,

-          team briefings and other meetings, such as for recognition of achievement,

-          notice-boards, in-house journals/magazines,

-          audio-visual and electronic media, such as email and websites, and

-          employee surveys and suggestion schemes.

 

 

 

 

 

 

Top management should develop the management review activity beyond verification of the effectiveness and efficiency of the quality management system into a process that extends to the whole organization, and which also evaluates the efficiency of the system. Management reviews should be platforms for the exchange of new ideas, with open discussion and evaluation of the inputs being stimulated by the leadership of top management.

To add value to the organization from management review, top management should control the performance of realization and support processes by systematic review based on the quality management principles. The frequency of review should be determined by the needs of the organization. Inputs to the review process should result in outputs that extend beyond the effectiveness and efficiency of the quality management system. Outputs from reviews should provide data for use in planning for performance improvement of the organization.

 

 

 

 

 

 

 

 

 

 

 

Inputs to evaluate efficiency as well as effectiveness of the quality management system should consider the customer and other interested parties and should include

 

-          status and results of quality objectives and improvement activities,

-          status of management review action items,

-          results of audits and self-assessment of the organization,

-          feedback on the satisfaction of interested parties, perhaps even to the point of their participation,

-          market-related factors such as technology, research and development, and competitor performance,

-          results from benchmarking activities,

-          performance of suppliers,

-          new opportunities for improvement,

-          control of process and product nonconformities,

-          marketplace evaluation and strategies,

-          status of strategic partnership activities,

-          financial effects of quality related activities, and

-          other factors which may impact the organization, such as financial, social or environmental conditions, and relevant statutory and regulatory changes.

 

 

 

 

 

 

 

 

 

 

 

 

 

By extending management review beyond verification of the quality management system, the outputs of management review can be used by top management as inputs to improvement processes. Top management can use this review process as a powerful tool in the identification of opportunities for performance improvement of the organization. The schedule of reviews should facilitate the timely provision of data in the context of strategic planning for the organization. Selected output should be communicated to demonstrate to the people in the organization how the management review process leads to new objectives that will benefit the organization.

Additional outputs to enhance efficiency include, for example

-          performance objectives for products and processes,

-          performance improvement objectives for the organization,

-          appraisal of the suitability of the organization’s structure and resources,

-          strategies and initiatives for marketing, products, and satisfaction of customers and other interested parties,

-          loss prevention and mitigation plans for identified risks, and

-          information for strategic planning for future needs of the organization.

Records should be sufficient to provide for traceability ad to facilitate evaluation of the management review process itself, in order to ensure its continued effectiveness and added value to the organization.