3 DefinitionISO 9000 is a series of standards , development and published by the ISO that define , establish and maintain an effective quality assurance system for manufacturing and service industries.
4 What is ISOISO is a name used for the International Organization for StandardizationISO is not an acronymIt was formed in 1947 in Geneva Switzerland.It is a federation of national standard bodies of 143 countries.
5 OBJECTIVESTo Facilitate International Trade Of Goods and Services.To obtain competitiveness by obtaining required quality in a cost effective way.Promoting a Total Quality Control System(TQC)
6 ISO 9000 SeriesISO 8402-Quality TermsISO 9000-General terms and fundamentalsISO 9002-Manufacturing StandardsISO 9001-SuppliersISO 9003-Test housesISO 9004-Systems and Elements
7 PRINCIPLES OF ISO1. Customer focus2. Leadership3. Involvement of people4. Process approach5. System approach to management6. Continual improvement7. Factual approach to decision making8. Mutually beneficial supplier relationships
8 PRINCIPLES OF NEW STANDARD Customer Mutual focus beneficial Leadership supplier relationship Factual Based onapproach to eight quality Involvement decision management of people making principles Continual Process improvement System approach approach to Management
9 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.
10 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.
11 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.
12 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.
13 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.
14 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.
15 7.Factual approach to decision making Effective decisions are based on the analysis of data and information. 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.
168.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.
17 ISO 9001:2000 – Model of a process-based quality management system CONTINUAL IMPROVEMENT OF THE QUALITY MANAGEMENT SYSTEM 5.MANAGEMENT RESPONSIBILITY CUSTOMERS CUSTOMERS Satisfaction QUALITY 8. MEASUREMENT 6. RESOURCE MANAGEMENT MANAGEMENT ANALYSIS AND IMPROVEMENT SYSTEM 7. PRODUCTRequirements Product Consumption REALIZATION
18New ISO 9001 Management Responsibility General Measurement, General Resourcerequirements management QMS analysis & improvements requirements Product Realization Continual Improvement cycle ISO 9001:2000 explained 18
19ISO 9001:2000Transition Process 1st visit 2nd visit 3rd visit 4th visit Review of Review of Review of Review of QMS & Measurement Management Resource Product , analysis & responsibility management realization improvements 2 years
20Challenges in implementing newstandard Management Support Encouragement New ISO Communication Other employee Support
21Requirements of ISO 9001-2000 1.Scope 2. Normative reference 3.Terms and definitions 4.Quality management system 5.Management responsibility 6.Resource management 7.Product realisation8.Measurement, analysis and improvement
221.Scope:The specified requirements are genericand applicable to all organizations, regardless oftheir type and size.2.Normative Reference3.Terms and vocabulary : Supplier, Organization,Customer.
23 Quality management system QUALITYQuality is the totality of characteristics of an entity that bear on its ability to satisfy stated and implied needs.Customer satisfaction , whole organization involvement. Quality Service
24 DOCUMENTATIONI. GeneralII. Quality manualIII. Control of documentsIV. Control of records
30Measurement , Analysis, ImprovementIt is done• To demonstrate conformity of product• To ensure conformity of QMS• AUDITING : External audit:Auditing by an external certification body• Internal audit:By internal staff trained for this process
31 ImprovementUNSATISFACTORY OUTCOMEWORK IMPROVEMENT TEAM CAUSE INVESTIGATION CORRECTIVE ACTION PREVENTIVE ACTION
33 ADVANTAGES• For the customer :- Increase satisfaction and growth in confidence.• For the company :- Well defined organization and responsibilities, i.e., minimize grey areas and possible resources wastage.• Establishment of proper communication channel
34 ISO 14000• INTRODUCTION : In the present day, environmental matter is not limited only in one country or specific area. The environmental impact effects everywhere and leads to problem all over the world.• Environmental conservation has become so complicated that it causes pressure to all business organizations.• The International Organization for Standardization had led to the development of the International Standard for environmental management system series (ISO 14000).
35 ISO 14000 SERIES PRODUCT EVALUATION STANDARDS Environmental Labeling 14020 Basic Principles Environmental Aspects in 14021 Self Discipline Product Standards 14022 Symbols Guide 64 EAPS Guide 14023 Testing and Verification 14024 Third Party Life Cycle Assessment 14040 principles Framework 14041 Goals and Definition 14042 Impact Assessment14043 Improvement Assessment
36• The structure of the standards is as follows: ▫ Environmental Management Systems (EMS) ▫ Environmental ng and Related Environmental Investigations (EA) ▫ Environmental Labeling (EL) ▫ Environmental Performance Evaluation (EPE) ▫ Life Cycle Assessment (LCA) ▫ Terms and Definitions (T&D)• ISO 14000 Series is the set of standards relating to environmental management system.• Generally, the standard used for certification is ▫ ISO 14001 Environmental Management Systems - Specifications with Guidance for Use.
37 ELEMENTS OF ISO 14001 General Requirements Environmental Policy Planning Implementation & Operation Checking & Corrective action Management review
39Environmental management systemmodel 1.Environmental policyInitially, the organization’s top management should have commitment anddefine the policy on EMS which is used for the direction of implementing andimproving its EMS. 2. PlanningIn order to achieve environmental policy, at least, the organization should : Identify the environmental aspects of its activities and specify those whichhave significant impacts on the environment. Establish objectives and targets of its activities having impacts toenvironment. Establish environmental programs for achieving its objectives and targets.
40 3. Implementation •In order to achieve environmental planning, at least, the organizationshould : •Define roles, responsibilities and authorities for facilitating EMSeffectively. •Communicate to the staffs at each level for the importance ofconformance to the environmental policy; provide appropriate training topersonnel performing the tasks to gain their knowledge and competence. •Identify potential accidents and emergency situations for preventing andmitigating the environmental impacts that may be associated with them andperiodically test such procedures where practicable.
41 4. Checking and corrective action To ensure that the organization is performing in accordance withthe stated EMS programmes, at least, the organization should: Monitor and measure its operations and activities against theorganization’s plans. Record the on-going activities of the EMS. Conduct periodic EMS audits. 5. Management review The organization’s top management should review and continuallyimprove its EMS, with the objective of improving its overallenvironmental performance.
43 CONCLUSIONIt can be applied to any type of organizationIt help in maintaining an efficient quality system in an organizationIt creates confidence in customer on quality of product suppliedIt act as competitive barrier