SO9004:2000E) Quality management systems-Guidelines for performance improvements This International Standard provides guidelines beyond the requirements given in ISo 9001 in order to consider both the effectiveness ad efficiency 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 2 Normative reference 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. Iso9000: 2000, Quality management systems- Fundamentals and vocabulary 3 Terms and definitions 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 eflect the vocabulary currently used supplier rganization- customer (interested parties Throughout the text of this International Standard, wherever the term"product"occurs, it ca also mean servIc
ISO 9004:2000(E) 1 Quality management systems – Guidelines for performance improvements 1 Scope 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. 2 Normative reference 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. 3 Terms and definitions 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
SO9004:2000E) 4 Quality management system 4.1 Managing systems and processes eading 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 organizations 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 ISo 9001: 2000, Quality management systems - Requirements 4.1 General requirements The organization shall establish, document, implement and maintain a quality management system and continually improve its effectiveness in accordance with the requirements of this International Standard The organization shall a)identify the processes needed for the quality management system and their application throughout the b)determine the sequence and interaction of these processes, c)determine criteria and methods needed to ensure that both the operation and control of these processes are effective d)ensure the availability of resources and information necessary to support the operation and monitoring o these processes, e)monitor, measure and analyse these processes, and f) implement actions necessary to achieve planned results and continual improvement of these processes These processes shall be managed by the organization in accordance with the requirements of this Where an organization chooses to outsource any process that affects product conformity with equirements, the organization shall ensure control over such processes. Control of such outsourced processes shall be identified within the quality management system NOTE Processes needed for the quality management system referred to above should include processes for management activities, provision of resources, product realization and measurement
ISO 9004:2000(E) 2 4 Quality management system 4.1 Managing systems and processes 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. ISO 9001:2000, Quality management systems – Requirements 4 Quality management system 4.1 General requirements The organization shall establish, document, implement and maintain a quality management system and continually improve its effectiveness in accordance with the requirements of this International Standard. The organization shall a)identify the processes needed for the quality management system and their application throughout the organization, b) determine the sequence and interaction of these processes, c) determine criteria and methods needed to ensure that both the operation and control of these processes are effective, d) ensure the availability of resources and information necessary to support the operation and monitoring o these processes, e) monitor, measure and analyse these processes, and f) implement actions necessary to achieve planned results and continual improvement of these processes. These processes shall be managed by the organization in accordance with the requirements of this International Standard. Where an organization chooses to outsource any process that affects product conformity with requirements, the organization shall ensure control over such processes. Control of such outsourced processes shall be identified within the quality management system. NOTE Processes needed for the quality management system referred to above should include processes for management activities, provision of resources, product realization and measurement
SO9004:2000E) 4.2 Documentation Management should define the documentation including the relevant records implement and maintain the quality management system and to support and s and efficient 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, sources of external information relevant for the development of the organizations 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 organizations customers, suppliers and other interested parti Access to documentation should be ensured for people in the organization and to other interested parties based on the organization s communication polie Iso9001: 2000, Quality management systems- Requirements 4.2 Documentation requirements 4.2.1 Genera The quality management system documentation shall include a)documented statements of a quality policy and quality objectives, )a quality manual, c)documented procedures required by this International Standard, d)documents needed by the organization to ensure the effective planning, operation and control of its pre and e)records required by this International Standard NOTE I Where the term "documented procedure appears within this International Standard, this means that the procedure is established, documented, implemented and maintained
ISO 9004:2000(E) 3 4.2 Documentation 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. ISO9001:2000, Quality management systems – Requirements 4.2 Documentation requirements 4.2.1 General The quality management system documentation shall include a) documented statements of a quality policy and quality objectives, b) a quality manual, c) documented procedures required by this International Standard, d) documents needed by the organization to ensure the effective planning, operation and control of its processes, and e) records required by this International Standard. NOTE 1 Where the term “documented procedure” appears within this International Standard, this means that the procedure is established, documented, implemented and maintained
SO9004:2000E) NoTE 2 The extent of the quality management system documentation can differ from one organization to another due to a) the size of organization and type of activities, b) the complexity of processes and their interaction, and c)the competence of personne notE 3 The documentation can be in any form or type of medium 4.2.2 Quality manual The organization shall establish and maintain a quality manual that includes a)the scope of the quality management system, including details of and justification for any exclusions, b)the documented procedures established for the quality management system, or reference to them, and description of the interaction between the processes of the quality management syster 4.2.3 Control of documents Doc required by the quality system shall be controlled. Record pecial type of document and shall be controlled according to the requirements given in 4.2.4 a documented procedure shall be established to define the controls needed a)to approve documents for adequacy prior to issue b) to review and update as necessary and re-approve documents d)to ensure that relevant versions of applicable documents are available at points of use e)to ensure that documents remain legible and readily identifiable, f) to ensure that documents of external origin are identified and their distribution controlled, and g) to prevent the unintended use of obsolete documents, and to apply suitable identification to them if they 4. 2. 4 Control of records Records shall be established and maintained to provide evidence of conf effective operation of the quality management system. Records shall remain legible, readily identifiable and etrievable. a documented procedure shall be established to define the controls needed for the identification storage, protection, retention time and disposition of records 4.3 Use of quality management principles 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 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 a)Customer focus Organizations depend on their customers and therefore should understand current and future customer eds, should meet customer requirements and strive to exceed customer expectations
ISO 9004:2000(E) 4 4.3 Use of quality management principles 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 a) Customer focus Organizations depend on their customers and therefore should understand current and future customer needs, should meet customer requirements and strive to exceed customer expectations. NOTE 2 The extent of the quality management system documentation can differ from one organization to another due to a) the size of organization and type of activities, b) the complexity of processes and their interaction, and c) the competence of personnel. NOTE 3 The documentation can be in any form or type of medium. 4.2.2 Quality manual The organization shall establish and maintain a quality manual that includes a) the scope of the quality management system, including details of and justification for any exclusions, b) the documented procedures established for the quality management system, or reference to them, and c) a description of the interaction between the processes of the quality management system. 4.2.3 Control of documents Documental required by the quality management system shall be controlled. Records are a special type of document and shall be controlled according to the requirements given in 4.2.4. A documented procedure shall be established to define the controls needed a) to approve documents for adequacy prior to issue, b) to review and update as necessary and re-approve documents, c) to ensure that changes and the current revision status of documents are identified, d) to ensure that relevant versions of applicable documents are available at points of use, e) to ensure that documents remain legible and readily identifiable, f) to ensure that documents of external origin are identified and their distribution controlled, and g) to prevent the unintended use of obsolete documents, and to apply suitable identification to them if they are retained or any purpose. 4.2.4 Control of records Records shall be established and maintained to provide evidence of conformity to requirements and of the effective operation of the quality management system. Records shall remain legible, readily identifiable and retrievable. A documented procedure shall be established to define the controls needed for the identification, storage, protection, retention time and disposition of records
SO9004:2000E) b)Leadership establish unity of purpose and direction of the organization. They should create and maintain the environment in which people can become fully involved in achieving the organizations c)Involvement of people People at all levels are the essence of an organization and their full involvement enables their abilities to be used for the organizations benefit d) Process approach a desired result is achieved more efficiently when activities and related resources are managed as a e)System approach to management Identifying, understanding and managing interrelated processes as a system contributes to the organizations effectiveness and efficiency in achieving its objectives f Continual improvement Continual improvement of the organization's overall performance should be a permanent objective of the g)Factual approach to decision making Effective decisions are based o the analysis of data and information h) Mutually beneficial supplier relationships 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 5 Managemen 5.1 General guidance 5.1.1 Introduction 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 syste 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
ISO 9004:2000(E) 5 b) Leadership 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. c) Involvement of people 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. d) Process approach A desired result is achieved more efficiently when activities and related resources are managed as a process. e) System approach to management Identifying, understanding and managing interrelated processes as a system contributes to the organization’s effectiveness and efficiency in achieving its objectives. f) Continual improvement Continual improvement of the organization’s overall performance should be a permanent objective of the organization. g) Factual approach to decision making Effective decisions are based o the analysis of data and information. h) Mutually beneficial supplier relationships 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. 5 Management responsibility 5.1 General guidance 5.1.1 Introduction 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
SO9004:2000E) Top management should also define methods for measurement of the organization's performance in order to determine whether planned objectives have been achieved Methods include 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 derived from such measurements and assessments should also be management review in order to ensure that continual improvement of the quality management system is the driver for performance improvement of the organization 5.1.2 Issues to be considered When developing, implementing and managing the organizations quality management sy stem 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 organizations 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 organizations 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 nould analyse and optimize the interaction of processes, including both realization processes and support Consideration should be given to nsuring 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. dentifying 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
ISO 9004:2000(E) 6 Top management should also define methods for measurement of the organization’s performance in order to determine whether planned objectives have been achieved. Methods include - 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. 5.1.2 Issues to be considered 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
SO9004:2000E) managing each process to achieve the process objectives, and the needs and expectations of interested parties Iso 9001: 2000, Quality management systems-Requirements 5 Management responsibility 5.1 Management commitment Top management shall provide evidence of its commitment to the development and implementation of the quality management system and continually improving its effectiveness by a)communicating to the organization the importance of meeting customer as well as statutory and requirements, b)establishing the quality policy, c)ensuring that quality objectives are established d)conducting management reviews, and e)ensuring the availability of resources 5.2 Needs and expectations of interested parties 5.2.1 General 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) society in terms of the community and the public affected by the organization or its products 5.2. 2 Needs and expectations 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
ISO 9004:2000(E) 7 - managing each process to achieve the process objectives, and - the needs and expectations of interested parties. 5.2 Needs and expectations of interested parties 5.2.1 General 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. 5.2.2 Needs and expectations 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, ISO 9001:2000, Quality management systems – Requirements 5 Management responsibility 5.1 Management commitment Top management shall provide evidence of its commitment to the development and implementation of the quality management system and continually improving its effectiveness by a) communicating to the organization the importance of meeting customer as well as statutory and regulatory requirements, b) establishing the quality policy, c) ensuring that quality objectives are established, d) conducting management reviews, and e) ensuring the availability of resources
SO9004:2000E) identify and assess competition in its market, and dentify market opportunities, weaknesses and future competitive advantage Examples of customer and end-user needs and expectations, as related to the organizations products, include conformity dependability availability delivery post-realization activities rice 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 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 dentify 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 dentify the current and potential impacts on society in general, and the local community in particular of its products, processes and activities ISO9001: 2000, Quality management systems- Requirements 5.2 Customer focus Top management shall ensure that customer requirements are determined and are met with the aim of enhancing customer satisfaction 8
ISO 9004:2000(E) 8 - 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. ISO9001:2000, Quality management systems – Requirements 5.2 Customer focus Top management shall ensure that customer requirements are determined and are met with the aim of enhancing customer satisfaction
SO9004:2000E) 5.2.3 Statutory and regulatory requirement anagement should ensure that the organization has knowledge e of the statutory and regulator equirements 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 he 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 5.3 Quality policy 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 organizations overall 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 he potential contributions of suppliers and partners The quality policy ca be used for improvement provided that it is consistent with top managements vision and strategy for the organizations future it permits quality objectives to be understood and pursued throughout the organization, it demonstrates top managements 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 to it includes continual improvement as related to satisfaction of the needs and expectations of customers and other interested parties, an it is effectively formulated ad efficiently communicated As with other business policies, the quality policy should be periodically reviewed Iso9001: 2000, Quality management systems-Requirements 5.3 Quality policy Top management shall ensure that the quality policy a) is appropriate to the purpose of the organization b) includes a commitment to comply with requirements and continually improve the effectiveness of the quality management system c) provides a framework for establishing and reviewing qual ity objectives, d) is communicated and understood within the organization, and e)is reviewed for continuing suitability
ISO 9004:2000(E) 9 5.2.3 Statutory and regulatory requirements 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. 5.3 Quality policy 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. ISO9001:2000, Quality management systems – Requirements 5.3 Quality policy Top management shall ensure that the quality policy a) is appropriate to the purpose of the organization, b) includes a commitment to comply with requirements and continually improve the effectiveness of the quality management system, c) provides a framework for establishing and reviewing quality objectives, d) is communicated and understood within the organization, and e) is reviewed for continuing suitability
SO9004:2000E) 5.4 Planning 5.4.1 Quality objectives The organizations 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 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 chmarking, 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 qual ity objectives should be defined. Objectives should be systematically reviewed and revised as ne Iso 9001: 2000, Quality management systems - Requirements 5.4 Planning 5.4.1 Quality objectives Top management shall ensure that quality objectives, including those needed to meet requirements for product, are established at relevant functions and levels within the organization. The quality objectives shall be measurable and consistent with the quality policy 5.4.2 Quality planning Management should take responsibility for the quality planning of the organization. This planning should cus on fining ded 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
ISO 9004:2000(E) 10 5.4 Planning 5.4.1 Quality objectives 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. 5.4.2 Quality planning 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. ISO 9001:2000, Quality management systems – Requirements 5.4 Planning 5.4.1 Quality objectives Top management shall ensure that quality objectives, including those needed to meet requirements for product, are established at relevant functions and levels within the organization. The quality objectives shall be measurable and consistent with the quality policy
