Quality Management Principles
The eight quality management principles are defined in ISO
9000:2000, Quality management systems Fundamentals and vocabulary, and in ISO
9004:2000, Quality Management systems Guidelines for performance improvements.
This document gives the standardized descriptions of the
principles as they appear in ISO 9000:2000 and ISO 9004:2000.
In addition, it provides examples of the benefits derived from their use
and of actions that managers typically take in applying the principles to
improve their organizationsí performance.
Applying the principle of customer focus
typically leads to:
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 organizationís objectives.
Applying the principle of leadership typically
People at all levels are the essence of an organization
and their full involvement enables their abilities to be used for the
Applying the principle of involvement of people
typically leads to:
A desired result is achieved more efficiently when
activities and related resources are managed as a process.
Applying the principle of process approach
typically leads to:
Identifying, understanding and managing interrelated
processes as a system contributes to the organizationís effectiveness and
efficiency in achieving its objectives.
Applying the principle of system approach to the management typically
Continual improvement of the organizationís overall
performance should be a permanent objective of the organization.
Applying the principle of continual improvement typically leads to:
Effective decisions are based on the analysis of data and
Applying the principle of factual approach to decision making typically
An organization and it suppliers are interdependent and a
mutually beneficial relationship enhances the ability of both to create value.
Applying the principles of mutually beneficial supplier
relationships typically leads to:
The future evolution of ISO 9000
In order for the ISO 9000 family to maintain its effectiveness, the standards are periodically reviewed in order to benefit from new developments in the quality management field and also from user feedback. ISO/TC 176, which is made up of experts from businesses and other organizations around the world, monitors the use of the standards to determine how they can be improved to meet user needs and expectations when the next revisions are due in approximately five yearís time.
ISO/TC 176 will continue to integrate quality assurance, quality management, sector specific initiatives and various quality awards within the ISO 9000 family.
ISOís commitment to sustaining the ISO 9000 momentum through reviews, improvement and streamlining of the standards guarantees that your investment in ISO 9000 today will continue to provide effective management solutions well into the future.
more efficient and profitable
products and services that consistently meet customer requirements
communications and morale in the organization
costs and liabilities
Increase confidence in the production system
ISO 9000:2000 is used if you are seeking to establish a
management system that provides confidence in the conformance of your product to
established or specified requirements. It
is now the only standard in the ISO 9000 family against whose requirements your
quality system can be certified by an external agency.
The standard recognizes that the word ďproductĒ applies to services,
processed material, hardware, and software intended for, or required by, your
There are five sections in the standard that specify activities that need to be considered when you implement your system. You will describe the activities you use to supply your products and may exclude the parts of the Product Realization section that are not applicable to your operations. The requirements in the other four sections ? Quality management system, Management responsibility, Resource management and Measurement, analysis and improvement? Apply to all organizations and you will demonstrate how to apply them to your organization in your quality manual or documentation.
Together, the five sections of ISO 9001:2000 define what you should do consistently to provide product that meets customer and applicable statutory or regulatory requirements. In addition, you will seek to enhance customer satisfaction by improving your quality management system.
ISO 9004:2000 is used to extend the benefits obtained from ISO 9001:2000 to all parties that are interested in or affected by your business operation. Interested parties include your employees, owners, suppliers, and society in general.
ISO 9001:2000 and ISO 9004:2000 are harmonized in structure and terminology to assist you to move smoothly from one to the other. Both standards apply a process approach. Processes are recognized as consisting of one or more linked activities that require resources and must be managed to achieve predetermined output. The output of one process may directly form the input to the next process and the final product is often the result of a network or system of processes. The eight Quality Management Principles stated in ISO 9000:2000 and ISO 9004:2000 provide the basis for the performance involvement outlined in ISO 9004:2000.
The nature of your business and the specific demands you
have will determine how you apply the standards to achieve your objectives.
Here are a few examples:
A metal parts fabricating company used ISO 9000:2000 to develop a plan to implement their quality management system. When they were ready, they prepared a quality manual and quality system procedures as required by ISO 9001:2000, excluding the requirements covering product design and development because their products are made to designs prepared by their customers. Later, in order to bid on the supply or parts to a major automotive company, they adapted their quality system to meet the sector specific requirements of ISO/TS 16949.
A welfare agency decided to establish a quality improvement strategy. It adopted ISO 9004:2000 as the basis for planning and implementing its system. The agency found that ISO 900:2000 provided useful additional guidance and plans to seek certification to ISO(001:2000 to gain more credibility.
A washing machine manufacturer had a well-established company culture of continual improvement and effective production control. The management decided to improve the companyís development processes and to implement ISO9001:2000 to obtain certification for commercial purposes. The company used ISO 9004:2000 to guide its improvement processes and ISO 10006:1997 to develop a project management plan.
A large chemical processing company was required by its major customers to gain registration/certification to ISO 9001:2000. In order to obtain additional benefits, company leadership planned a comprehensive management strategy based on ISO9000:2000 and ISO 9004:2000. A thorough review of their business processes indicated that all elements of ISO9001:2000 were applicable to their quality management system. The company used ISO 10013:1999 to guide the development of quality documentation in its various production divisions and ISO 10015:1999 for guidance in the preparation of training plans for their employees.
A firm of international lawyers wanted to improve their client management processes and to achieve registration/certification to ISO 9001:2000. Their quality management system provides for the design and development of new services such as international tax planning and modifying traditional services to meet the requirements of new or amended legislation. They include purchasing control to cover the selection of computer hardware and software, as well as purchasing the services of specialist lawyers as needed. After successfully implementing ISO 9001:2000, they used the self-assessment guidelines of ISO9004:2000 to monitor their progress as they improved their quality management system.
A computer software developer serving a niche market recognized that as their user base expanded they would be faced with issues concerning product management and configuration control. Changes to base products, user hardware and regulatory requirements were compounding customer service issues. ISO 9004:2000 provided the guidance they needed to establish documented procedures to control process change and improvement. ISO 10006:1997 and ISO 10007:1995 provided additional assistance as they managed the project and prepared procedures for configuration management. They later acquired another software developer and were able to use their quality management system. To integrate the acquisition into their own structure very quickly with a minimum of disruption to customers.
A bank decided to implement a quality management system for its on-line Internet banking services. They ensured that their quality manual made clear that their other conventional banking services were not included in their quality management system. While adopting the requirements of ISO 9001:2000, the bank obtained guidance from ISO 9000:2000 to interpret words and phrases used in the standard for their application. They applied all the requirements of Clause 7, recognizing that design and development is an important part of creating new service processes. The bank used ISO 10013:1995 to prepare their documentation, which they posted on their internal computer network to ensure current procedures are available to their staff.