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National Institute of Business Management

Chennai - 020
EMBA/ MBA
Elective: Quality Systems Management (Part - 2)

1. Write a descriptive note on Environment Management


System.
Environmental Management Systems (EMS) An Environment Management
System (EMS) is a tool for managing the impacts of an organizations
activities on the environment. It provides a structured approach to planning
and implementing environment protection measures.
An Environment Management System (EMS) is a tool for managing the
impacts of an organizations activities on the environment. It provides a
structured approach to planning and implementing environment protection
measures.
An EMS monitors environmental performance, similar to the way a financial
management system monitors expenditure and income and enables regular
checks of a company's financial performance. An EMS integrates
environmental management into a company's daily operations, long term
planning

and

other

quality

management

systems.

Environmental

Management System (EMS) is a set of processes and practices that enable an


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organization to reduce its environmental impacts and increase its operating


efficiency. This site provides information and resources related to EMS for
small businesses and private industry, as well as local, state and federal
agencies. The EPA continues with its progress in developing and maintaining
an environmental management system at each of its offices and facility
operations, focusing on the reduction of the agency's environmental
footprint.
The ISO 14000 family of standards provides practical tools for companies
and organizations of all kinds looking to manage their environmental
responsibilities.
ISO 14001:2015 and its supporting standards such as ISO 14006:2011 focus
on environmental systems to achieve this. The other standards in the family
focus on specific approaches such as audits, communications, labelling and
life cycle analysis, as well as environmental challenges such as climate
change.
Components of an EMS
To develop an EMS, an organization has to assess its environmental impacts,
set targets to reduce these impacts, and plan how to achieve the targets.

The most important component of an EMS is organizational commitment.


For an effective EMS to be developed and implemented, you need
commitment from the very top of the organization, as well as all staff.
Following are more examples of components that should be considered
when developing an EMS.
Environmental Policy:
This is a statement of what an organization intends to achieve from an EMS.
It ensures all environmental activities are consistent with the organizations
objectives.
Environmental Impact Identification: identification and documentation of
the actual and potential environmental impacts of an organizations
operations need to be undertaken. This can be achieved through undertaking
an environmental audit.
Objectives and Targets:
An environmental audit forms the basis of determining an organizations
environmental objectives and targets. An organization can find benefits in
adopting more stringent longer term objectives to encourage it to improve its
performance. To continually improve, targets should be regularly reviewed.
Consultation:

Staff and community consultation should be undertaken before, during and


after establishment of an EMS. This is necessary to ensure that all staff are
involved in, and committed to the EMS. It can also help to improve public
perception of the company, one of the benefits of implementing an EMS.
Operational and Emergency Procedures:
All procedures should be reviewed to ensure they are compatible with the
organizations environmental objectives and targets. Any changes should be
included with the documentation.
Environmental Management Plan:
This details the methods and procedures which an organization will use to
meet its objectives and targets.
Documentation:
All objectives, targets, policies, responsibilities and procedures should be
documented along with information on environmental performance.
Documentation is useful for verifying environmental performance to staff,
regulators and the community.
Responsibilities and Reporting Structure:
Responsibilities need to be allocated to staff and management to ensure the
EMS is implemented effectively.
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Training:
Staff should undergo environmental awareness training to familiarize them
with their responsibilities for implementing the EMS and with the overall
environmental policy and objectives of the organization. This provides staff
with the necessary skill and motivation for the effective implementation of
the EMS.
Review Audits and Monitoring Compliance:
Review audits should be undertaken regularly to ensure the EMS is
achieving its objectives and to refine operational procedures to meet this
goal. In order to ensure regulatory and other requirements are being met, it is
often necessary to undertake regular environmental monitoring.
Continual Improvement: an important component is continual
improvement.
An EMS comes into its best use when used to review progress towards the
targets and objectives set by a company to protect the environment. The
procedures set in place to meet these objectives should be constantly
examined to see if they can be improved or if more effective systems can be
introduced.
Benefits of an EMS

An EMS can assist a company in the following ways:


Minimize environmental liabilities;
Maximize the efficient use of resources;
Reduce waste;
Demonstrate a good corporate image;
Build awareness of environmental concern among employees;
Gain a better understanding of the environmental impacts of business
activities; and
Increase profit, improving environmental performance, through more
efficient operations.
An EMS can be a powerful tool for organizations to both improve their
environmental performance, and enhance their business efficiency. An EMS
is not prescriptive, rather, it requires organizations to take an active role in
examining their practices, and then determining how their impacts should
best be managed. This approach encourages creative and relevant solutions
from the organization itself.
Although the implementation of an EMS is essentially a voluntary initiative,
it can also become an effective tool for governments to protect the
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environment as it can assist regulation. For example, regulatory systems can


encourage organizations to use EMS to meet standards, by providing
incentives for strong environmental performance.
Likewise, organizations can use EMS to ensure that their performance is
within regulatory requirements, and to keep ahead of more stringent
regulations which might be introduced in the future.
International Environmental Standards - ISO 14000
The ISO 14000 series, currently being developed by the International
Organization for Standardization (ISO), is a collection of voluntary
standards that assists organizations to achieve environmental and financial
gains through the implementation of effective environmental management.
The standards provide both a model for streamlining environmental
management, and guidelines to ensure environmental issues are considered
within decision making practices.
ISO 14001 is the standard for Environment Management Systems. Many
large businesses, particularly overseas, have obtained certification under the
standard.
Benefits of International Certification

The benefits of having ISO 14001 certification are mainly realised by large
organizations, as Small to Medium Enterprises (SMEs) have a smaller
turnover and thus a correspondingly small return on the costs of
certification.
Although a fully certified ISO EMS may not be suitable for smaller
organizations, it does provide guidelines that assist organizations to consider
all the relevant issues, and thus gain the most benefit from their EMS, even
without certification. SMEs can therefore use ISO 14001 as a model for
designing their own EMS.
However, larger organizations may find certification more valuable when
considering the potential trade and market advantages of an internationally
recognized and certified EMS. This was a significant factor for companies
seeking certification under the ISO 9000 quality assurance standards, and is
likely to be a factor in decisions regarding ISO 14001 certification.
This Environmental Management System Manual is a repository for
documentation related to the Environmental Management System (EMS)
including:
A. EMS Procedures that describe how we carry out key tasks within the
EMS such as training, identifying environmental aspects, or managing
records.
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B. Maintenance of EMS
This EMS Manual documents the environmental management programs, the
operational controls, the EMS audit program, procedures, records and other
descriptive information useful to anyone interested in our offices EMS as
well as for our employees/occupants and for those responsible for
maintaining this EMS.
C. Implementation of EMS
D. Background and History of EMSs
Formal Environmental Management Systems emerged in the early 1990s to
provide organizations with a proactive, systematic approach for managing
the potential environmental consequences of their operations. Such systems
have been widely adopted by industry and government and have been
effective

at

improving

regulatory

compliance

and

environmental

performance.
In April 2000, President Clinton signed Executive Order (E.O.) 13148,
"Greening

the

Government

through

Leadership

in

Environmental

Management" that established a 5-year EMS implementation goal for all


Federal Facilities.

The Bush administration supported this position. In

January 2007, President Bush signed E.O. 13423, Strengthening Federal

Environmental, Energy, and Transportation Management which requires


more widespread use of EMSs as the framework in which to manage and
continually improve defined sustainability practices. E.O. 13514, "Federal
Leadership in Environmental, Energy, and Economic Performance," was
signed by President Obama on October 5, 2009. This EO expands
environmental

performance

requirements

and

calls

for

continued

implementation of EMSs as a management strategy to improve


sustainability.

2. What are the pre-requisites for implementing ISO 9000


Quality Systems?
Implementation of ISO 9000 affects the entire organization right from the
start. If pursued w i t h total dedication, it results i n 'cultural transition' to
an atmosphere of continuous improvement.
The 14 essential steps, briefly described below, are to be followed through
in order to implement ISO 9000 quality management system successfully.
Step 1: Commitment from Top Management
The top management of an organization should be determined and
committed to implement a quality management system. No quality initiative
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within an organization can succeed without commitment from top


management. Top management can demonstrate to their clients that the
organization is committed to quality through the certification and
registration of the ISO 9000 standard. Top management should thus come to
the realization that overall business efficiency would be improved by means
of a quality management system.
The top management should provide evidence of its commitment to the
development and implementation of the quality management system
and continually improve its effectiveness by:
Communicating to the organization the importance

of meeting

customer as well as statutory and regulatory requirements,


Defining the organization's quality policy and make this known to
every employee,
Ensuring that quality objectives are established at all levels and
functions,
Ensuring

the

development

availability of

resources

required

for

the

and implementation of the quality management

system,

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Appointing a management representative to coordinate quality


management system activities, and
Conducting management review.
Step 2: Establishing an Implementation Team
People are responsible for the implementation of ISO 9000. An
implementation team, headed by a Service Provider and a Management
Representative is to be established. The Service Provider and MR is the
coordinator and is responsible for

planning and overseeing the

implementation of the quality management system. He is thus the link


between top management and the ISO 9000 registrar. All departments within
the organization should be represented on the implementation team.
The members of the implementation team should also be trained on ISO
9000 quality management systems by a professional training organization
Step 3: Conducting ISO 9000 Awareness Programs
Conducting ISO 9000 awareness programs will inform all employees about
the aim of a quality management system. These include the advantages
offered to customers and employees, their respective responsibilities and
roles within the system, and how the quality management system operates.
The benefits that an organization hopes to realize through a quality
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management system implementation should be emphasized through ISO


9000 awareness programs.
The programs could be run either by the implementation team or by
experts hired to talk to different levels of employees.
Step 4: Providing Training
All personnel and all areas in an organization are affected by a quality
management system. Training regarding the quality management system
should thus be provided for all employees. The quality management system
implementation plan should make provision for this training. All basic
concepts of quality management systems and its impact on the organization
should be covered.
When in-house capacity to carry out such training is not available, it may
be necessary to participate in external training courses run by
professional training organizations. Alternatively, an

external training

institution could be invited to conduct in-house training courses


Step 5: Conducting an Initial Status Survey
A quality management system conforming to the ISO 9000 standard should
be created. However, this does not preclude incorporating, adapting, or
adding onto quality programs that already exists. Thus, this step basically

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involves comparing an organizations existing quality management system


(if there is one) with the requirements of ISO 9001:2008.
In general, the steps to follow are the following:
Ascertain and establish the following:
What is the present operation/process? What already exists? Analyze the
relevant sections of the quality standard - ISO 9001:2000 : What is actually
required?
I f necessar y supplement a n d change o p e r a t i o n a l arrangements in
accordance with the s t a nd ar d , develop documents and records , and
describe o p e r a t i o n s processes:
What is the desired operation/process?
Step 6: Creating a Documented Implementation Plan
Once an organizations quality management system has been compared with
the ISO 9001:2008 standard, a documented implementation plan is used to
address any non-conformances. The documented implementation plan
identifies and describes processes in order to make the organizations current
quality management system in full compliance with the ISO 9000 standard.
Step 7: Developing a Quality Management System Documentation

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Documentation is an area where non-conformance regarding quality


management systems are very common. In order to avoid these nonconformities, documentation of a quality management system should include
the following:
Documented statements of a quality policy and quality objectives;
A quality manual;
Documented procedures and records required by the standard of ISO
9001:2008; and
Documents needed to ensure effective planning, operation and control
of its processes.
A list of the documents to be prepared should be drawn up and the
responsibility for writing the d o c u m e n t s should be assigned

to the

p e r s o n s concerned in various functional departments. They should be


advised to prepare the drafts within a specific time frame.
Step 8: Control of Documents
In order to control quality management system documentation, a
documented system should be created. The creation, approval, distribution,
revision, storage, and disposal of various types of documentation are thus
managed. Document control systems should be as easy and simple to operate
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as possible. However, it should still be sufficient enough to meet the


requirements of ISO 9001:2008.
The principle of ISO 9000 document control is that employees should
have access to the documentation and records needed to fulfil their
responsibilities.
Step 9: Implementation
In large organizations, it is best to implement the quality management
system being documented as the documentation is developed. This is in stark
contrast to smaller organizations, where the quality management system is
implemented throughout the organisation all at once. During phased
implementation, however, an evaluation can take place regarding the
effectiveness of the system in different areas.
Through management review and an internal quality audit, the
implementation progress is monitored to ensure that the quality management
system is effective and thus conforms to the IS0 9000 standard
These a c t i v i t i e s include internal quality audit, formal corrective action
and management review.
Step 10: Internal Quality Audit

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The effectiveness of the installed system should be checked regularly by


means of an internal quality audit. Below are some reasons for conducting
an internal quality audit into a quality management system:
To ensure that the quality management system conforms to the quality
management system requirements established by your organization, as well
as to the requirements of the ISO 9001:2008 standard; and to ensure that the
quality management system is implemented and maintained in an effective
manner.
Even after t h e s y s t e m s t a b i l i z e s and s t a r t s functioning, internal
audi ts s h o u l d be planned and performed as part of an ongoing strategy.
Step 11: Reviewing by Management
A management review should be conducted three to six months after quality
management system implementation took place. The reasons for conducting
management reviews are to ensure continuous effectiveness, adequacy, and
suitability of the quality management system.
Management reviews should also address the pitfalls to effective
implementation, including lack of CEO commitment, failure to involve
everyone in the process, and failure to monitor progress and enforce
deadlines.

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Step 12: Pre-assessment Audit


Before applying for certification, a pre-assessment audit usually takes place.
Certification bodies provide a qualified but independent auditor to conduct
this service. Some degree of confidence is gained before application for
certification if the pre-assessment audit goes well
Step 13: Certification and Registration
A formal application for certification is made at a certification body as soon
as the quality management system has been operating for a few months and
has stabilized. An audit of the documents (known as an adequacy audit) is
first carried out, and if it conforms to the requirements of the quality
standard, it is followed by an on-site audit. A certificate is only awarded to
the organisation if the certification body is satisfied with the workings of the
system. However, the certificate is valid for a period of three years only,
after which the certification body will carry out periodic surveillance audits.
Step 14: Continual Improvement
Although an organisation gained certification, it is important to note that it
has to try and improve the suitability and effectiveness of the quality
management system on a continuous basis.

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Organisation should continually seek to improve the effectiveness and


suitability of the quality management system through the use of:
Quality policy
Quality objectives
Audit results
Analysis of data
Corrective and preventive actions
Management review
ISO 9004:2000 provides a methodology for continual improvement.

4. Write an essay on Software Quality Assurance.

Quality Assurance consists of the auditing and reporting function of


management. The goal of Quality Assurance is to provide management with
the data necessary to be informed about product quality, thereby gaining
insight and confidence that product quality is meeting its goals. If the data
provided through Quality Assurance identify problems, it is managements

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responsibility to address the problems and apply the necessary resources to


resolve quality issues.
Any software developer would agree that high-quality software is an
important goal. But every programme does something right, it just may not
be the thing that is required. Many definitions have been purported for
software quality in literature.
Software Quality is defined as
Conformance to explicitly state functional and performance requirements,
explicitly documented development standards and implicit characteristics
that are expected of all professionally developed software.
This definition emphasise three important points
1) Software requirements are the foundation from which quality is
measured. Lack of conformance to requirements is lack of quality.
2) Specified standards define a set of development criteria that guide the
manner in which software is engineered. If the criteria are not followed, lack
of quality will almost surely result.
3) A set of implicit requirements often goes unmentioned. If software
conforms to its explicit requirements but fails to meet implicit requirements,
software quality is to be suspected.
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Software quality assurance (SQA) is a process that ensures that developed


software meets and complies with defined or standardized quality
specifications. SQA is an ongoing process within the software development
life cycle (SDLC) that routinely checks the developed software to ensure it
meets desired quality measures.

SQA helps ensure the development of high-quality software. SQA practices


are implemented in most types of software development, regardless of the
underlying software development model being used. In a broader sense,
SQA incorporates and implements software testing methodologies to test
software. Rather than checking for quality after completion, SQA processes
tests for quality in each phase of development until the software is complete.
With SQA, the software development process moves into the next phase
only once the current/previous phase complies with the required quality
standards. SQA generally works on one or more industry standards that help
in building software quality guidelines and implementation strategies. These
standards include the ISO 9000 and capability maturity model integration
(CMMI).
Software quality assurance (SQA) consists of a means of monitoring the
software engineering processes and methods used to ensure quality. The
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methods by which this is accomplished are many and varied, and may
include ensuring conformance to one or more standards, such as ISO 9000 or
a model such as CMMI.
SQA encompasses the entire software development process, which includes
processes such as requirements definition, software design, coding, source
code control, code reviews, software configuration management, testing,
release management, and product integration. SQA is organized into goals,
commitments, abilities, activities, measurements, and verifications
The ISO definition states that quality assurance is all those planned and
systematic actions necessary to provide adequate confidence that an entity
will fulfil requirements for quality. Both customers and managers have a
need for quality assurance as they cannot oversee operations for themselves.
They need to place trust in the producing operations, thus avoid constant
intervention.
Customers and managers need:
Knowledge of what is to be supplied.
Knowledge of how the product or service is intended to be supplied
Knowledge that the declared intentions will satisfy customer
requirements if met.
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Knowledge that the declared intentions are actually being followed


Knowledge that the products and services meet your requirements.
You can gain an assurance of quality by testing the product/service against
prescribed standards to establish its capability to meet them. However, this
only gives confidence in the specific product or service purchased and not in
its continuity or consistency during subsequent supply. Another way is to
assess the organization which supplies the products/services against
prescribed standards to establish its capability to produce products of a
certain standard. This approach may provide assurance of continuity and
consistency of supply
Quality assurance activities do not control quality, they establish the extent
to which quality will be, is being or has been controlled. This is born out by
ISO 8402 1994 where it is stated that quality control concerns the
operational means to fulfil quality requirements and quality assurance aims
at providing confidence in this fulfilment both within the organization and
externally to customers and authorities. All quality assurance activities are
post event activities and off line and serve to build confidence in results, in
claims, in predictions etc. If a person tells you they will do a certain job for a
certain price in a certain time, can you trust them or will they be late,
overspent and under spec? The only way to find out is to gain confidence in
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their operations and that is what quality assurance activities are designed to
do. Quite often, the means to provide the assurance need to be built into the
process such as creating records, documenting plans, specifications, reviews
etc. Such documents and activities also serve to control quality as well as
assure it (see also ISO 8402). ISO 9001 provides a means for obtaining an
assurance of quality, if you are the customer, and a means for controlling
quality, if you are the supplier.
Quality assurance is often perceived as the means to prevent problems but
this is not consistent with the definition in ISO 8402. In one case the
misconception arises due to people limiting their perception of quality
control to control during the event and not appreciating that you can control
an outcome before the event by installing mechanisms to prevent failure
such as automation, mistake-proofing, failure prediction etc. Juran provides
a very lucid analysis of control before, during and after the event in
Managerial Breakthrough.
Assurance of quality can be gained by the following steps.
Acquire the documents which declare the organizations plans for
achieving quality.
Produce a plan which defines how an assurance of quality will be
obtained i.e. a quality assurance plan.
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Organize the resources to implement the plans for quality assurance.


Establish whether the organizations proposed product or service
possesses characteristics which will satisfy customer needs.
Assess operations, products and services of the organization and
determine where and what the quality risks are.
Establish whether the organizations plans make adequate provision
for the control, elimination or reduction of the identified risks.
Determine the extent to which the organizations plans are being
implemented and risks contained.
Establish whether the product or service being supplied has the
prescribed characteristics.
In judging the adequacy of provisions you will need to apply the relevant
standards, legislation, codes of practices and other agreed measures for the
type of operation, application and business. These activities are quality
assurance activities and may be subdivided into design assurance,
procurement assurance, manufacturing assurance etc. Auditing, planning,
analysis, inspection and test are some of techniques which may be used.
ISO-9000 is a quality assurance standard, designed for use in assuring
customers that suppliers have the capability of meeting their requirement
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History of Software Quality Assurance


The history of quality assurance in software development parallels the
history of quality in hardware manufacturing. During the early days of
computing i.e., 1950s and 1960s quality was the sole responsibility of the
programmer. Standards for quality assurance for software were introduced in
military contract software development during the 1970s and have spread
rapidly into software development in the commercial word (IEE 94).
Software Quality Assurance could be defined as planned and systematic
pattern of actions that are required to ensure high quality in software. The
implication of software is that many different constituencies have software
quality assurance responsibility software engineers, project managers,
customers, sales people and the individuals who serve within an SQA group.
The SQA group serves as the customers in-house representative. That is, the
people who perform SQA must look at the software from the customers
point of view.
SQA Activities
SQA is composed of a variety of tasks associated with two different
constituencies the software engineers who do technical work and an SQA
group that has responsibility for quality assurance planning, oversight,
record-keeping, analysis and reporting. Software engineers address quality
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by applying solid technical methods and measures, conducting formal


technical reviews and performing well-planned software testing. The main
tasks of the SQA group are to assist the software team in achieving a high
quality end product. The Software Engineering Institute recommends a set of
SQA activities that address quality assurance planning, oversight, record
-keeping, analysis and reporting.
Role of a SQA Group
1. Prepares a SQA plan for a project
The plan is developed during project planning and is reviewed by all
interested parties. Quality assurance activities performed by the software
engineering team and the SQA group are governed by the plan. The plan
identifies
. Evaluation to be performed
. Audits and reviews to be performed
. Standards those are applicable to the project
. Procedures for error reporting and tracking
. Documents to be produced by the SQA group
. Amount of feedback provided to the software project team.

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2. Participates in the development of the projects software process


description
The software team selects a process for the work to be performed. The SQA
group reviews the process description for compliance with organizational
policy, internal software standards, externally imposed standards like ISO
and other parts of the software project plan.
3. Reviews Software Engineering activities to verify compliance with
the defined software process
The SQA group identifies documents and tracks deviations from the process
and verifies that corrections have been made.
4 Audits designated software work products to verify compliance with
those defined as part of the software process
The SQA group reviews selected work products, identifies, documents and
track deviations; verifies that corrections have been made. They also
periodically report the results of its work to the project manager.
5. Ensures that deviations in software work and work products are
documented and handled according to a documented procedure
Deviations may be encountered in the project plan, process description,
applicable standards or technical work products.
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6. Records any non-compliance and reports to Senior Management


Non-compliance items are tracked until they are resolved.

5. What are Quality Management Principles? Explain.


A principle is a fundamental truth or law and therefore quality management
principles are the fundamental truth or laws that form the basis of quality
management.
A quality management principle is a comprehensive and fundamental rule or
belief, for leading and operating an organization, aimed at continually
improving performance over the long term by focusing on customers while
addressing the needs of all other stakeholders.
These eight quality management principles on which the quality
management system standards of the ISO 9000:2000 and ISO 9000:2008
series are based. These principles can be used by senior management as a
framework to guide their organizations towards improved performance. The
principles are derived from the collective experience and knowledge of the
international experts who participate in ISO Technical Committee ISO/TC
176, Quality management and quality assurance, which is responsible for
developing and maintaining the ISO 9000 standards. The eight quality
management principles are defined in ISO 9000:2005, Quality management

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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 9000:2005 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 organizations'
performance.
These principles have been identified to facilitate the achievement of quality
objectives and form the foundation for effective quality management. The
table below describes each of the principles as they are currently defined in
ISO 9000:2005. Use this as a more effective means of conducting a Gap
Analysis than simply looking at the requirements. For a condensed version
use our unique Self Assessment Tool. Both tools will enable you to establish
the gap between where youre QMS is today and where it needs to be to
meet the intent of ISO 9000:2008. Also among the resources opposite is a
detail list of what you would expect to find happening in an organization that
had adopted the 8 QM principles. This is key to understanding.
Any revision of existing quality management systems should be carried out
using the 8 Quality Management principles otherwise the resultant system
will not satisfy the intent of ISO 9000:2008.
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8 Quality Management Principles


Organizations depend on their customers
and therefore should understand current and
Customer

focused

future customer needs, should meet customer


organization
requirements and strive to exceed customer
expectations
Leaders establish unity of purpose and
direction. They should create and maintain

Leadership

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

Involvement of people
enables their abilities to be used for the
organization's benefit.
A desired result is achieved more efficiently

Process approach

when activities and related resources are


managed as a process.

System

approach

management

to Identifying, understanding and managing a


system of interrelated processes as a system
contributes

to

the

organizations
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effectiveness and efficiency in achieving its


objectives.
Continual improvement of the organization's
Continual
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overall performance should be a permanent


improvement
objective of the organization.
Factual

approach

to Effective decisions are based on the analysis

7
decision making

of data and information.


An organization and its suppliers are

Mutually

beneficial interdependent and a mutually beneficial

8
supplier relationships

relationship enhances the ability of both to


create value.

Principle 1: 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.
Key benefits:
Increased revenue and market share obtained through flexible and fast
responses to market opportunities. Increased effectiveness in the use of the

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2

organization's resources to enhance customer satisfaction. Improved


customer loyalty leading to repeat business.
Applying the principle of customer focus typically leads to:
Researching and understanding customer needs and expectations. Ensuring
that the objectives of the organization are linked to customer needs and
expectations. Communicating customer needs and expectations throughout
the organization. Measuring customer satisfaction and acting on the results.
Systematically managing customer relationships. Ensuring a balanced
approach between satisfying customers and other interested parties
Principle 2: 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.
Key benefits:
People will understand and be motivated towards the organization's goals
and objectives. Activities are evaluated, aligned and implemented in a
unified way. Miscommunication between levels of an organization will be
minimized.
Applying the principle of leadership typically leads to:
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Considering the needs of all interested parties including customers, owners,


employees, suppliers, financiers, local communities and society as a whole.
Establishing a clear vision of the organization's future. Setting challenging
goals and targets. Creating and sustaining shared values, fairness and ethical
role models at all levels of the organization. Establishing trust and
eliminating fear. Providing people with the required resources, training and
freedom to act with responsibility and accountability. Inspiring, encouraging
and recognizing people's contributions.
Principle 3: 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.
Key benefits:
Motivated, committed and involved people within the organization.
Innovation and creativity in furthering the organization's objectives. People
being accountable for their own performance. People eager to participate in
and contribute to continual improvement.
Applying the principle of involvement of people typically leads to:
People understanding the importance of their contribution and role in the
organization. People identifying constraints to their performance. People

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accepting ownership of problems and their responsibility for solving them.


People evaluating their performance against their personal goals and
objectives. People actively seeking opportunities to enhance their
competence, knowledge and experience. People freely sharing knowledge
and experience. People openly discussing problems and issues.
Principle 4: Process approach
A desired result is achieved more efficiently when activities and related
resources are managed as a process.
Key benefits:
Lower costs and shorter cycle times through effective use of resources.
Improved, consistent and predictable results. Focused and prioritized
improvement opportunities.
Applying the principle of process approach typically leads to:
Systematically defining the activities necessary to obtain a desired result.
Establishing clear responsibility and accountability for managing key
activities. Analyzing and measuring of the capability of key activities.
Identifying the interfaces of key activities within and between the functions
of the organization. Focusing on the factors such as resources, methods, and
materials that will improve key activities of the organization. Evaluating

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risks, consequences and impacts of activities on customers, suppliers and


other interested parties.
Principle 5: 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.
Key benefits:
Integration and alignment of the processes that will best achieve the desired
results. Ability to focus effort on the key processes. Providing confidence to
interested parties as to the consistency, effectiveness and efficiency of the
organization.
Applying the principle of system approach to management typically leads to:
Structuring a system to achieve the organization's objectives in the most
effective and efficient way. Understanding the interdependencies between
the processes of the system. Structured approaches that harmonize and
integrate processes. Providing a better understanding of the roles and
responsibilities necessary for achieving common objectives and thereby
reducing cross-functional barriers. Understanding organizational capabilities
and establishing resource constraints prior to action. Targeting and defining

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how specific activities within a system should operate. Continually


improving the system through measurement and evaluation.
Principle 6: Continual improvement
Continual improvement of the organization's overall performance should be
a permanent objective of the organization.
Key benefits:
Performance advantage through improved organizational capabilities.
Alignment of improvement activities at all levels to an organization's
strategic intent. Flexibility to react quickly to opportunities.
Applying the principle of continual improvement typically leads to:
Employing

consistent

organization-wide

approach

to

continual

improvement of the organization's performance. Providing people with


training in the methods and tools of continual improvement. Making
continual improvement of products, processes and systems an objective for
every individual in the organization. Establishing goals to guide, and
measures to track, continual improvement. Recognizing and acknowledging
improvements.
Principle 7: Factual approach to decision making
Effective decisions are based on the analysis of data and information
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Key benefits:
Informed decisions. An increased ability to demonstrate the effectiveness of
past decisions through reference to factual records. Increased ability to
review, challenge and change opinions and decisions.
Applying the principle of factual approach to decision making typically
leads to:
Ensuring that data and information are sufficiently accurate and reliable.
Making data accessible to those who need it. Analyzing data and information
using valid methods. Making decisions and taking action based on factual
analysis, balanced with experience and intuition.
Principle 8: Mutually beneficial supplier relationships
An organization and its suppliers are interdependent and a mutually
beneficial relationship enhances the ability of both to create value
Key benefits:
Increased ability to create value for both parties. Flexibility and speed of
joint responses to changing market or customer needs and expectations.
Optimization of costs and resources.
Using the 8 QM principles

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The principles can be used in validating the design of processes, in


validating decisions, in auditing system and processes. You look at a process
and ask:
Where is the customer focus in this process?
Where in this process is there leadership, guiding policies, measurable
objectives and the environment that motivates the workforce to achieve
these objectives?
Where in this process is the involvement of people in the design of the
process, the making of decisions, the monitoring and measurement of
performance and the improvement of performance?
Where in this process has the process approach been applied to the
accomplishment of these objectives?
Where in this process is the systems approach to the management of the
interfacing processes, the optimization of performance, the elimination of
bottlenecks?
Where in this process are the facts collected and transmitted to the decision
makers?
Where in this process is there continual improvement in performance,
efficiency and effectiveness?
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Where in this process is there a mutually beneficial relationship with


suppliers?
These principles are currently under review by ISO/TC176 with a view to
their revision, addition or indeed their reduction.

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