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What is ISO 9001:2000?
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ISO 9001:2000
is the latest version of a quality management standard which
has been in existence for many years and which has been
applied by more than 500,000 organizations world-wide in 145
countries. It specifies minimum requirements for a quality
management system where an organization needs to: |
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| a) Demonstrate its ability to provide consistently a product
that meets customer and applicable regulatory requirements. |
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| b) Address customer satisfaction
through the effective application of the system,
developing processes for continual improvement and
the prevention of errors and mistakes. |
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Perceived benefits/advantages of ISO
9001:2000 certification
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Improvement in "bottom line" profit through
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Better
efficiency.
Continual improvement.
Less waste.
Consistent control of key processes.
Possible reduction in insurance premiums.
Promotion and standardization of good working practices.
Greater marketing appeal and improved public relations.
Meeting the requirements for inclusion on some tender lists.
Provision of a vehicle for training new employees.
The effective management of risk.
Provision of a vehicle for introducing a culture for
opportunity.
Increasing the potential for world-wide recognition. |
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ISO 9000 Series of Standards
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The following comprises the family of ISO 9000
series of standards:
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ISO
9000:2000 – Quality Management Systems: Concepts and Vocabulary.
ISO 9001:2000 – Quality Management Systems: Requirements.
ISO 9004:2000 – Quality Management Systems: Guidance for
Performance Improvement. |
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| Organizations will be assessed and awarded certification against
ISO 9001:2000, whether or not they are involved in design. |
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| ISO
9004:2000 offers guidance on implementing a quality management
system and although it is consistent with ISO 9001:2000 it is
not intended for use for certification or contractual purposes. |
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Overview of the standards
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| ISO 9001:2000
contains five requirements sections, each dealing with one of
the fundamental building blocks required by any process. These
are: |
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| Quality management
system: This section details the general and documentation
requirements that are the foundation of the management system.
The general requirements ask you to look at the processes of the
management system, how they interact with each other, what
resources you need to run the processes; and how you will
measure and monitor the processes. The second part of the
section then sets out the requirements for the documentation
needed to effectively operate the system and how the
documentation should be controlled. |
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Management
responsibility: The management of the systems is the
responsibility of the “top management” at a strategic level in
the organization. The “top management” must know customers’
requirements at a strategic level and make a commitment to
meeting these as well as statutory and regulatory requirements.
“Top management” must also set policies; and to achieve these
policies set objectives through planning how the objectives will
be met.
“Top management” should also ensure that there are clear
internal communications and that the management system is
regularly reviewed. |
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| Resource
management: This covers the people and physical resources needed
to carry out the processes. People should be competent to carry
out their tasks and the physical resources and work environment
need to be capable of ensuring that the customers' requirements
are met. |
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Product/Service
realization: These are the processes necessary to produce the
product or to provide the service. This is the act of converting
the input of the process to the output. For a manufacturing
organization, this may be the process of converting iron ore to
steel via a blast furnace for example. For a service
organization, this may be the process of moving a product or
person from one place to another, for example, a taxi journey.
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| Measurement
analysis and improvement: These are the measurements to enable
the systems to be monitored to provide information on how the
systems are performing with respect to the customer, the
management systems themselves through internal audits, the
processes and the product. Analyzing these, including any defect
or shortfall in performance, will provide valuable information
for use in improving the systems and products where this is
required. |
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Each of these five fundamental building blocks is required for
any process because, if one is missing, a controlled process
does not occur. |
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