The document compares ISO 9001:2008 and the draft ISO 9001:2015 standard. Some key changes in the draft standard include a new 10-section structure aligned with other ISO management standards, an increased emphasis on risk management over preventative action, and considering the organization's context. Other changes involve terminology like replacing "documents" with "documented information" and "purchased product" with "externally provided products and services". The draft also removes exclusions and adds requirements related to monitoring, measurement, and management review.
Role of qa&qc in manufacturing presentationImran Jamil
This document discusses quality control, quality assurance, and quality improvement concepts. It provides examples of quality control and quality assurance activities in manufacturing, such as inspections, audits, and process documentation. Quality control focuses on inspection and testing to find defects, while quality assurance aims to prevent defects by improving processes. Quality improvement is about continuously studying processes to identify and implement solutions to problems. The goal is to create systems that prevent errors from occurring.
Quality Management System PowerPoint Presentation Slides SlideTeam
Presenting this set of slides with name - Quality Management System PowerPoint Presentation Slides.The stages in this process are Quality Management System, Quality Assurance System, Qms.
Presented for ASQ India on 3/22/2016 7PM - 8PM IST (6.30 AM -7.30AM PST). Govind will briefly discuss key changes, new requirements and a high level transition plan. The new standard is more aligned with business than ever. However this new standard also bring challenges for auditing. As a QMS manager, auditor or even a practitioner you will be expected to apply this management system standard at work.
This document discusses key performance indicators (KPIs) for HR managers. It provides resources for developing KPIs, including lists of sample KPIs, performance appraisal metrics, and methods. It also discusses best practices for creating effective KPIs, such as linking them to organizational strategies and ensuring they empower employees. Finally, it outlines different types of KPIs, including process, input, output, leading, lagging, outcome, qualitative and quantitative metrics.
SO 9001:2015 requires to address the risks and opportunities in each process of the QMS.
The principal questions of risk management are:
- Key Risks Wording and
- Risk Treatment Areas
Examples for 'Management Review', 'Technical
Maintenance', and 'Control of Personnel' processes.
Use in ISO 9001:2015 Internal auditors and personnel training.
Role of qa&qc in manufacturing presentationImran Jamil
This document discusses quality control, quality assurance, and quality improvement concepts. It provides examples of quality control and quality assurance activities in manufacturing, such as inspections, audits, and process documentation. Quality control focuses on inspection and testing to find defects, while quality assurance aims to prevent defects by improving processes. Quality improvement is about continuously studying processes to identify and implement solutions to problems. The goal is to create systems that prevent errors from occurring.
Quality Management System PowerPoint Presentation Slides SlideTeam
Presenting this set of slides with name - Quality Management System PowerPoint Presentation Slides.The stages in this process are Quality Management System, Quality Assurance System, Qms.
Presented for ASQ India on 3/22/2016 7PM - 8PM IST (6.30 AM -7.30AM PST). Govind will briefly discuss key changes, new requirements and a high level transition plan. The new standard is more aligned with business than ever. However this new standard also bring challenges for auditing. As a QMS manager, auditor or even a practitioner you will be expected to apply this management system standard at work.
This document discusses key performance indicators (KPIs) for HR managers. It provides resources for developing KPIs, including lists of sample KPIs, performance appraisal metrics, and methods. It also discusses best practices for creating effective KPIs, such as linking them to organizational strategies and ensuring they empower employees. Finally, it outlines different types of KPIs, including process, input, output, leading, lagging, outcome, qualitative and quantitative metrics.
SO 9001:2015 requires to address the risks and opportunities in each process of the QMS.
The principal questions of risk management are:
- Key Risks Wording and
- Risk Treatment Areas
Examples for 'Management Review', 'Technical
Maintenance', and 'Control of Personnel' processes.
Use in ISO 9001:2015 Internal auditors and personnel training.
Lean Six Sigma is a process improvement methodology that relies on a collaborative team effort to improve performance by systematically removing waste, combining Lean and Six Sigma to eliminate the eight kinds of waste
Lean Six Sigma projects comprise aspects of Lean's waste elimination and the Six Sigma focus on reducing defects
The document discusses quality control and quality assurance. It emphasizes that quality is best achieved through process control rather than tighter tolerances, and that all employees must understand their role in ensuring quality. It defines quality control as procedures to ensure a product meets quality criteria, and quality assurance as procedures to ensure a product under development meets requirements. Finally, it outlines several tools that can be used for quality control and improvement, including check sheets, Pareto diagrams, histograms, scatter diagrams, flow charts, cause-and-effect diagrams, and control charts.
This document provides an overview of SA8000, a social accountability standard for decent working conditions. It describes the key aspects that SA8000 certification addresses, including child labor, forced labor, health and safety, freedom of association, discrimination, working hours, and compensation. The certification process involves an audit to evaluate compliance with the standard across these areas. Achieving SA8000 certification can provide benefits to businesses such as cost reductions, improved corporate image, and a competitive advantage in marketing and risk management.
Global Manager Group provides presentation on IMS auditor training that helps organization to learn how effective auditing of integrated management system as per ISO 9001, ISO 14001 and ISO 45001 requirements which gives you maximum benefits and increase health safety efficiency in the organization with IMS Certification.
For more information visit https://www.globalmanagergroup.com/
The document provides guidance on conducting Kaizen events. It discusses that Kaizen events follow a typical process: 1) identifying an opportunity for improvement, 2) forming a team, 3) determining objectives, 4) scheduling the event. The event then involves 5) understanding the current state, 6) envisioning the future state, 7) developing improvement ideas, 8) implementing and standardizing changes, and 9) sustaining gains through continuous improvement. Kaizen events aim to continuously improve processes in small, incremental steps towards goals of safety, quality and efficiency.
The most valuable Helpful PDF file that extremely can boost your ability to understand well the New version of QMS in accordance to ISO 9001:2015 as well as ease the documentation transition process toward ISO 9001:2015
This document outlines the topics and activities for a 10-day training course on improving service quality with lean process tools. The course covers topics such as lean process techniques, value stream mapping, six sigma methodologies, and business process management. On each day, participants work on a final project applying the concepts learned. Activities include project planning, cause analysis, implementation planning, and paper reviews. The document also provides examples of value stream mapping and lean process improvement techniques like 5S, waste identification, and process mapping.
This document discusses key performance indicators (KPIs) for a key account manager position. It provides information on developing KPIs, including defining objectives and key result areas, identifying tasks, and determining how to measure results. Mistakes to avoid in creating KPIs, such as having too many metrics or metrics that do not change over time, are also outlined. The document recommends that KPIs be clearly linked to strategy and empower employees. It also describes different types of KPIs and provides a link to additional KPI materials and resources.
Kaizen is a system of continuous improvement in various aspects of a company. It was developed in 1950s Japan based on the Deming Cycle/PDSA cycle. The document discusses the introduction of Kaizen, 7 types of wastes, benefits of Kaizen culture, Toyota Production System, and how to implement a process of continuous improvement through small, incremental changes. The goal of Kaizen is to eliminate waste and improve productivity, quality and customer satisfaction through engaged employees continuously proposing improvements.
Over a million organizations in 170 countries have adopted ISO 9001:2015 as their quality management standard. Many more are pursuing this certification. Why? Because ISO 9001 helps your company assure quality, save money and customers expect it. ISO 9001 applies to all types of organizations.
This presentation can be used to brief your employees, new hires and potential auditees so as to create awareness of the ISO 9001:2015 standard. Alternatively, the presentation may be used to supplement your materials for the training of QA professionals and internal auditors.
It covers the what and why of ISO 9001, the QMS clause structure, the audit approach and also offers practical tips on how to handle an audit session. When you are done teaching this material to your employees, they will be much more informed and comfortable with ISO 9001.
LEARNING OBJECTIVES
1. Provide background knowledge on ISO 9001
2. Gain an overview of ISO 9001 structure and the certification process
3. Understand the audit approach
4. Gather useful tips on handling an audit session
CONTENTS
1. Overview of ISO 9001
2. ISO 9001 Structure
3. ISO 9001 Certification Process
4. Audit Approach
5. Handling an Audit Session
To download this complete presentation, please go to: https://www.oeconsulting.com.sg
Global Manager Group has prepared presentation to provide information regarding documentation requirements for revised IATF 16949:2016 Certification. It described all primary documents like manual, procedures, plans, audit checklist, etc in details.
For further information about IATF 16949:2016 documentation requirements visit @ https://www.globalmanagergroup.com/
I've been asked to put together a basic (and therefore relatively quick) introduction to Lean Six Sigma & DMAIC. While it’s not yet finished, I thought I would put it out there for people to comment on. Since the presentation is supposed to be training material there’s more text on the slides than I would prefer, but there are a few exercises and games to get the trainees involved.
I've put the PowerPoint version on my blog:
http://alesandrab.wordpress.com/2013/06/07/introduction-to-lean-six-sigma-dmaic/
Quality Management System awareness for all ANUPAM RAY
I covered benefit and utilization ISO 9001:2015 standard, 8 quality principle, Root cause analysis, what is ISO, and basic auditing principle. Kindly comment and let me know how I can improve this.
This document discusses the concept of Kaizen, which is a Japanese philosophy of continuous improvement. It provides 10 principles of Kaizen, including not justifying the past, being positive, using data over theories, and working smarter not harder. The benefits of Kaizen are listed as reducing waste, improving space utilization and product quality, and increasing employee morale. Kaizen is implemented through standardization, measurement, identifying root causes, innovation, and continuing the cycle of improvement. Toyota is provided as an example of a company that successfully employs over 300,000 people using Kaizen principles.
QCC is one of the leading providers of training solutions in India for management systems, process improvement, business improvement and auditing. QCC helps companies understand, implement and manage business systems and processes through its training solutions in its endeavor to equip your staff with the confidence and expertise they need to attain their goal.Our training solutions are built on innovative experimental methodologies with global delivery capacity. Our presenters (trainers) are auditors, business improvement specialists, consultants, industry experts as well as trainers who have been exposed to a wide range of companies and industries in India and overseas. They develop and deliver courses for both public & in-house training, thus bringing along firsthand experience and knowledge to the delegates.
The document outlines a 12-step problem solving methodology for quality circles. The steps include: 1) identifying and categorizing problems, 2) selecting problems, 3) defining the problem, 4) analyzing the problem, 5) identifying causes, 6) finding root causes, 7) data analysis, 8) developing solutions, 9) foreseeing resistance, 10) trial implementation, 11) regular implementation, and 12) follow-up and review. Various tools like flow diagrams, brainstorming, data collection, graphs and charts are recommended across multiple steps to systematically analyze problems, develop and test solutions, and ensure improvements are sustained. Not all steps may apply to every problem.
ISO 9001 is an international standard for quality management systems. It was first published in 1987 and has been revised several times since to keep up with changes in business and quality practices. The latest version, ISO 9001:2015, includes several changes from previous versions, including a new annex called Annex SL that establishes a common framework for all ISO management system standards. This high level structure includes elements like scope, leadership responsibilities, planning, support, operations, performance evaluation, and improvement. The standard emphasizes risk-based thinking, organizational context, leadership involvement, and flexibility over documentation requirements. It aims to help organizations better meet customer and regulatory requirements through an effective quality management approach.
This quality system procedure fills the Major gap in ISO 9001:2008 QSM documentation when transitioning to the new version of ISO 9001:2015; is based on the practical experience of the Enterprise Risk Management implementation, and corresponds to the requirements of ISO 9001:2015 and ISO 31000:2009
The Lean Kanban Systems Training Module v2.0 includes:
1. MS PowerPoint Presentation including 83 slides covering an Introduction to Lean Management, Benefits of Lean Kanban Systems, Kanban Size Calculations, Three Types of Kanban Systems - Single Card Kanban - Dual or Machine Card Kanban - In-Process Kanban, and a Step-by-Step Kanban Implementation Process.
1) The document discusses leadership requirements in ISO 9001:2015, including demonstrating leadership commitment, establishing a quality policy, and defining organizational roles and responsibilities.
2) Top management must ensure the quality management system is effective and integrated, that resources are available, and that quality objectives align with strategic goals. Customer focus and satisfaction must also be promoted.
3) The quality policy provides a framework for quality objectives and commits the organization to satisfying requirements and continual improvement. It must be communicated and available as documented information.
The document compares ISO 9001:2008 and the proposed changes in ISO 9001:2015. Key changes include a new risk-based approach, greater emphasis on organizational context, and replacing terms like "documents" with "documented information." The structure is also changing to better align standards. If approved, ISO 9001:2015 will be published in September 2015 and represent the first major revision since 2000. It aims to keep the standard relevant with changes in business and focus on consistent delivery of goods and services that meet requirements.
The document summarizes the key changes between ISO 9001:2008 and ISO 9001:2015, including a new structure aligned with Annex SL, an increased focus on risk-based thinking, and expanded applicability to services. It highlights changes to specific clauses like new customer requirements in Clause 8 and provides an overview of supporting guidance documents and training to help with the transition.
Lean Six Sigma is a process improvement methodology that relies on a collaborative team effort to improve performance by systematically removing waste, combining Lean and Six Sigma to eliminate the eight kinds of waste
Lean Six Sigma projects comprise aspects of Lean's waste elimination and the Six Sigma focus on reducing defects
The document discusses quality control and quality assurance. It emphasizes that quality is best achieved through process control rather than tighter tolerances, and that all employees must understand their role in ensuring quality. It defines quality control as procedures to ensure a product meets quality criteria, and quality assurance as procedures to ensure a product under development meets requirements. Finally, it outlines several tools that can be used for quality control and improvement, including check sheets, Pareto diagrams, histograms, scatter diagrams, flow charts, cause-and-effect diagrams, and control charts.
This document provides an overview of SA8000, a social accountability standard for decent working conditions. It describes the key aspects that SA8000 certification addresses, including child labor, forced labor, health and safety, freedom of association, discrimination, working hours, and compensation. The certification process involves an audit to evaluate compliance with the standard across these areas. Achieving SA8000 certification can provide benefits to businesses such as cost reductions, improved corporate image, and a competitive advantage in marketing and risk management.
Global Manager Group provides presentation on IMS auditor training that helps organization to learn how effective auditing of integrated management system as per ISO 9001, ISO 14001 and ISO 45001 requirements which gives you maximum benefits and increase health safety efficiency in the organization with IMS Certification.
For more information visit https://www.globalmanagergroup.com/
The document provides guidance on conducting Kaizen events. It discusses that Kaizen events follow a typical process: 1) identifying an opportunity for improvement, 2) forming a team, 3) determining objectives, 4) scheduling the event. The event then involves 5) understanding the current state, 6) envisioning the future state, 7) developing improvement ideas, 8) implementing and standardizing changes, and 9) sustaining gains through continuous improvement. Kaizen events aim to continuously improve processes in small, incremental steps towards goals of safety, quality and efficiency.
The most valuable Helpful PDF file that extremely can boost your ability to understand well the New version of QMS in accordance to ISO 9001:2015 as well as ease the documentation transition process toward ISO 9001:2015
This document outlines the topics and activities for a 10-day training course on improving service quality with lean process tools. The course covers topics such as lean process techniques, value stream mapping, six sigma methodologies, and business process management. On each day, participants work on a final project applying the concepts learned. Activities include project planning, cause analysis, implementation planning, and paper reviews. The document also provides examples of value stream mapping and lean process improvement techniques like 5S, waste identification, and process mapping.
This document discusses key performance indicators (KPIs) for a key account manager position. It provides information on developing KPIs, including defining objectives and key result areas, identifying tasks, and determining how to measure results. Mistakes to avoid in creating KPIs, such as having too many metrics or metrics that do not change over time, are also outlined. The document recommends that KPIs be clearly linked to strategy and empower employees. It also describes different types of KPIs and provides a link to additional KPI materials and resources.
Kaizen is a system of continuous improvement in various aspects of a company. It was developed in 1950s Japan based on the Deming Cycle/PDSA cycle. The document discusses the introduction of Kaizen, 7 types of wastes, benefits of Kaizen culture, Toyota Production System, and how to implement a process of continuous improvement through small, incremental changes. The goal of Kaizen is to eliminate waste and improve productivity, quality and customer satisfaction through engaged employees continuously proposing improvements.
Over a million organizations in 170 countries have adopted ISO 9001:2015 as their quality management standard. Many more are pursuing this certification. Why? Because ISO 9001 helps your company assure quality, save money and customers expect it. ISO 9001 applies to all types of organizations.
This presentation can be used to brief your employees, new hires and potential auditees so as to create awareness of the ISO 9001:2015 standard. Alternatively, the presentation may be used to supplement your materials for the training of QA professionals and internal auditors.
It covers the what and why of ISO 9001, the QMS clause structure, the audit approach and also offers practical tips on how to handle an audit session. When you are done teaching this material to your employees, they will be much more informed and comfortable with ISO 9001.
LEARNING OBJECTIVES
1. Provide background knowledge on ISO 9001
2. Gain an overview of ISO 9001 structure and the certification process
3. Understand the audit approach
4. Gather useful tips on handling an audit session
CONTENTS
1. Overview of ISO 9001
2. ISO 9001 Structure
3. ISO 9001 Certification Process
4. Audit Approach
5. Handling an Audit Session
To download this complete presentation, please go to: https://www.oeconsulting.com.sg
Global Manager Group has prepared presentation to provide information regarding documentation requirements for revised IATF 16949:2016 Certification. It described all primary documents like manual, procedures, plans, audit checklist, etc in details.
For further information about IATF 16949:2016 documentation requirements visit @ https://www.globalmanagergroup.com/
I've been asked to put together a basic (and therefore relatively quick) introduction to Lean Six Sigma & DMAIC. While it’s not yet finished, I thought I would put it out there for people to comment on. Since the presentation is supposed to be training material there’s more text on the slides than I would prefer, but there are a few exercises and games to get the trainees involved.
I've put the PowerPoint version on my blog:
http://alesandrab.wordpress.com/2013/06/07/introduction-to-lean-six-sigma-dmaic/
Quality Management System awareness for all ANUPAM RAY
I covered benefit and utilization ISO 9001:2015 standard, 8 quality principle, Root cause analysis, what is ISO, and basic auditing principle. Kindly comment and let me know how I can improve this.
This document discusses the concept of Kaizen, which is a Japanese philosophy of continuous improvement. It provides 10 principles of Kaizen, including not justifying the past, being positive, using data over theories, and working smarter not harder. The benefits of Kaizen are listed as reducing waste, improving space utilization and product quality, and increasing employee morale. Kaizen is implemented through standardization, measurement, identifying root causes, innovation, and continuing the cycle of improvement. Toyota is provided as an example of a company that successfully employs over 300,000 people using Kaizen principles.
QCC is one of the leading providers of training solutions in India for management systems, process improvement, business improvement and auditing. QCC helps companies understand, implement and manage business systems and processes through its training solutions in its endeavor to equip your staff with the confidence and expertise they need to attain their goal.Our training solutions are built on innovative experimental methodologies with global delivery capacity. Our presenters (trainers) are auditors, business improvement specialists, consultants, industry experts as well as trainers who have been exposed to a wide range of companies and industries in India and overseas. They develop and deliver courses for both public & in-house training, thus bringing along firsthand experience and knowledge to the delegates.
The document outlines a 12-step problem solving methodology for quality circles. The steps include: 1) identifying and categorizing problems, 2) selecting problems, 3) defining the problem, 4) analyzing the problem, 5) identifying causes, 6) finding root causes, 7) data analysis, 8) developing solutions, 9) foreseeing resistance, 10) trial implementation, 11) regular implementation, and 12) follow-up and review. Various tools like flow diagrams, brainstorming, data collection, graphs and charts are recommended across multiple steps to systematically analyze problems, develop and test solutions, and ensure improvements are sustained. Not all steps may apply to every problem.
ISO 9001 is an international standard for quality management systems. It was first published in 1987 and has been revised several times since to keep up with changes in business and quality practices. The latest version, ISO 9001:2015, includes several changes from previous versions, including a new annex called Annex SL that establishes a common framework for all ISO management system standards. This high level structure includes elements like scope, leadership responsibilities, planning, support, operations, performance evaluation, and improvement. The standard emphasizes risk-based thinking, organizational context, leadership involvement, and flexibility over documentation requirements. It aims to help organizations better meet customer and regulatory requirements through an effective quality management approach.
This quality system procedure fills the Major gap in ISO 9001:2008 QSM documentation when transitioning to the new version of ISO 9001:2015; is based on the practical experience of the Enterprise Risk Management implementation, and corresponds to the requirements of ISO 9001:2015 and ISO 31000:2009
The Lean Kanban Systems Training Module v2.0 includes:
1. MS PowerPoint Presentation including 83 slides covering an Introduction to Lean Management, Benefits of Lean Kanban Systems, Kanban Size Calculations, Three Types of Kanban Systems - Single Card Kanban - Dual or Machine Card Kanban - In-Process Kanban, and a Step-by-Step Kanban Implementation Process.
1) The document discusses leadership requirements in ISO 9001:2015, including demonstrating leadership commitment, establishing a quality policy, and defining organizational roles and responsibilities.
2) Top management must ensure the quality management system is effective and integrated, that resources are available, and that quality objectives align with strategic goals. Customer focus and satisfaction must also be promoted.
3) The quality policy provides a framework for quality objectives and commits the organization to satisfying requirements and continual improvement. It must be communicated and available as documented information.
The document compares ISO 9001:2008 and the proposed changes in ISO 9001:2015. Key changes include a new risk-based approach, greater emphasis on organizational context, and replacing terms like "documents" with "documented information." The structure is also changing to better align standards. If approved, ISO 9001:2015 will be published in September 2015 and represent the first major revision since 2000. It aims to keep the standard relevant with changes in business and focus on consistent delivery of goods and services that meet requirements.
The document summarizes the key changes between ISO 9001:2008 and ISO 9001:2015, including a new structure aligned with Annex SL, an increased focus on risk-based thinking, and expanded applicability to services. It highlights changes to specific clauses like new customer requirements in Clause 8 and provides an overview of supporting guidance documents and training to help with the transition.
The new version of ISO 9001:2008 will be released in September 2015. The latest draft of the standard, ISO/DIS 9001 (Draft International Standard), was moved to the final stage of the review after it received around 90% approval votes.
During the ISO/FDIS 9001 (Final Draft Internationwal Standard), the subcommittee goes through the public comments given in the previous stage of the development, and incorporate those relevant to the aim of the final draft.
PECB Webinar: ISO 9001:2015 Transition – Understanding the changes PECB
This webinar was organized and presented by PECB International to learn about the changes of ISO 9001 standard, which is the world’s most popular standard for quality management.
In this webinar, you will learn about:
• Why ISO 9001 is changing?
• The new ISO 9001 structure
• What are the significant proposed changes?
• Understanding the difference between ISO 9001: 2008 and ISO 9001: 2015
• Planning the QMS transition
• Benefits of the new standard
This webinar was hosted by Lorika Bina, Course Development Manager for Quality Management Systems (QMS) at PECB International. She is in charge of developing and maintaining training courses related to QMS. Lorika holds a B.S. in Business Management from Rochester Institute of Technology.
PECB Webinar: ISO 9001:2015 Revision – The stage of Draft International Stand...PECB
The document summarizes the key changes between the upcoming ISO 9001:2015 standard and the previous 2008 version. Some significant changes include a stronger focus on risk management, process-based quality management, and alignment with other ISO management standards through a common "high level structure". The revision also emphasizes communication, risk-based thinking, and leadership involvement. Companies currently certified to ISO 9001 have a three-year transition period to update their quality management systems to the new standard requirements.
This document provides a clause-by-clause comparison of the changes between ISO 9001:2008 and ISO 9001:2015. Some of the key changes include: reducing documentation requirements; introducing terms like "documented information", interested parties, and risk-based thinking; removing requirements for things like quality manuals and management representatives; combining some clauses; and emphasizing leadership involvement, risk management, and customer focus. The new standard is more principles-based and focuses on effectiveness of quality management systems rather than documentation and procedures.
Are you prepared to transition to ISO 9001:2015?Geoff Doole
Find out about the main differences between ISO 9001:2008 and ISO 9001:2015 and how it will affect your organisation. Learn how you can implement the changes and get your team up to speed on the new 2015 standard with BywaterExcel.
The document provides frequently asked questions about changes in ISO 9001:2015, the revised international standard for quality management systems. It notes that the standard was updated to better address modern business needs and expectations, and to harmonize its structure with other ISO management standards. Key changes include adopting a common high-level structure, greater emphasis on risk-based thinking and organizational context, more flexible documentation requirements, and improved applicability for service organizations. The questions and answers provide details on these and other changes between ISO 9001:2008 and ISO 9001:2015.
A quality management system is the way your organization
directs and controls those business activities which are
associated with quality. Broadly, it consists of your
organizational structure together with the planning, processes,
resources and documentation that you use to achieve your
quality objectives, to provide improvement of your products
and services and to meet your customers’ requirements.
ISO 9001:2015-Consequences for OrganisationRakheeRachel
This document provides an overview of ISO 9001:2015 and the changes from the 2008 version. The main changes include adopting a high-level structure, increased emphasis on risk-based thinking and a process approach. Organizations have 3 years to transition to the new standard after its publication in September 2015. The revisions are aimed at making ISO 9001 more suitable, effective and aligned with other management standards.
This document provides guidance on the ISO 9001:2015 quality management system standard. It discusses the history and development of the ISO 9001 standard. The key changes in the ISO 9001:2015 version include a new high level structure that is now common across management system standards, a greater emphasis on risk-based thinking and the organization's context, and increased responsibilities for top management. The guidance is split into two parts - Part 1 provides an introduction to ISO 9001:2015 including the requirements and principles, while Part 2 provides guidance on implementing each clause of the standard.
This document discusses the changes between ISO 9001:2008 and ISO 9001:2015 quality management system standards. Some key changes include reorganizing clauses into a 10 clause structure for better alignment, adding requirements for determining organizational context and risks/opportunities, expanding the process approach, and changing terminology like replacing "preventative actions" with "risks and opportunities". Each clause is also analyzed in detail highlighting revisions and additional requirements in the 2015 version.
This document discusses integrated management systems (IMS), which integrate quality, environmental, and safety management systems into a single framework. An IMS allows an organization to work as a unified system toward shared objectives. The document outlines the common requirements and elements of ISO 9001, ISO 14001, and OHSAS 18001, and explains how integrating these systems can simplify processes and reduce costs. Implementing an IMS follows the PDCA (plan-do-check-act) cycle. Benefits include consistent objectives, reduced auditing and documentation, and easier management and evaluation across all related systems.
This document outlines the requirements for an ISO 9001:2000 quality management system. It discusses key aspects such as scope, documentation requirements, management responsibility, resource management, and product realization. The summary focuses on providing a high-level overview of the content and structure rather than detailed requirements.
The document establishes requirements for a quality management system including developing, documenting, implementing, maintaining and continually improving the system. It addresses topics like leadership and commitment from top management, customer focus, quality policy and objectives, planning, responsibilities and resources. Product realization is also covered, from planning to meeting customer requirements and monitoring processes.
The document discusses the key aspects and requirements of the ISO 9001:2008 quality management standard. It explains that ISO 9001 specifies six compulsory documented procedures around document control, record control, internal audits, nonconforming products, corrective action, and preventive action. It also requires that organizations document a quality policy and maintain a quality manual. The standard has specific requirements for maintaining records related to management reviews, training, product releases, design and development activities, supplier assessments, validation, traceability, calibration, internal audits, nonconforming products, corrective actions, and preventive actions.
The new ISO 9001 quality management standardnadichka_sweet
The new ISO 9001 quality management standard introduces several changes that will affect organizations. It adopts a common structure and terminology across all management system standards. It also changes some terminology to be more relevant to service industries. Additionally, it introduces new clauses around understanding an organization's context and makes the requirements for a process approach to quality management more explicit.
The document discusses the upcoming revisions to the ISO 9001 quality management standard. It provides a brief history of ISO 9001 and its previous revisions in 1987, 1994, 2000, and 2008. The 2015 revision will feature a new high-level structure that is intended to align the format, text, terms and definitions of all ISO management system standards. Some of the key changes in the 2015 standard include extending its coverage to better apply to service industries, focusing more on understanding organizational context and stakeholder needs, and emphasizing leadership involvement in the quality management system. The final version of ISO 9001:2015 is expected to be released in September 2015.
ISO 20000-1 has been updated to version 2018. Learn about common terms and definitions, tips on preparing a transition plan, and what to if you are already certified for ISO 20000-1
The document summarizes details of a fatal bus accident in Karachi, Pakistan in January 2015. 62 people died after a bus collided with an oil tanker and caught fire. An inquiry found negligence on the part of both drivers as well as government authorities responsible for road maintenance and enforcement of traffic laws. The report concluded the accident could have been avoided if relevant stakeholders and institutions had fulfilled their responsibilities.
This document outlines Pakistan's commitment to creating a quality environment. It discusses establishing a National Quality Council to develop quality strategies and programs. It also discusses the government promoting the purchase of goods and services that meet quality standards from public sector organizations. Additionally, it proposes organizing an annual National Quality Award scheme in various categories to recognize producers and service providers for quality efforts. A similar award scheme for education is also proposed to recognize outstanding students and teachers. The document emphasizes promoting best management practices to improve quality.
Coal bed methane, also known as coal seam gas or coalbed methane, is a form of natural gas extracted from coal beds. It provides a significant source of energy and has the potential to be developed further. However, extracting coal bed methane also produces large volumes of water that require careful management to avoid environmental and agricultural issues. Overall, coal bed methane is an important energy resource but its development needs to balance economic and environmental factors.
The document discusses the role of effective supply chain management in organizational success. It defines supply chain management and identifies its core components like customer relationship management and procurement. Several critical success factors for organizations are also listed, including leadership, market research, and regulatory understanding. The document explains how supply chain management is critical to business operations and success by boosting customer service and improving bottom line. It analyzes factors that affect supply chain management such as environmental uncertainty, information technology, and relationships. The conclusion states that supply chain management helps streamline product flows and determine how to efficiently move products during disruptions.
INTERNAL AND EXTERNAL ASSESSMENT OF THE CITIZENS FOUNDATION----- TCFHaya Haroon
The Citizens Foundation (TCF) is a non-profit organization established in 1995 that operates 1000 school units across Pakistan with over 145,000 students enrolled. TCF aims to provide quality education through moral, spiritual and intellectual enlightenment to create opportunities and improve quality of life, with a focus on removing barriers to education. It has strengths like its mission/vision and established model, but also faces weaknesses in areas like succession planning and threats such as security issues. TCF hopes to contribute lessons learned from its success in providing low-cost, high-quality education to help improve Pakistan's overall education system.
STUDY OF FAILED PROJECT ---- THE MILLENNIUM DOMEHaya Haroon
The Millennium Dome project in London was an ambitious government project intended to celebrate mankind's achievements at the turn of the new millennium, but ultimately failed due to poor planning and execution. The project concept was championed by Prime Minister Tony Blair, but it was poorly managed from the start with politicians rather than business professionals driving the vision. The Dome received heavy criticism for its lack of clear themes and content. While projections estimated 12 million visitors, only 6.5 million actually attended, far below what was needed to recoup the total costs of £789 million. Contributing factors to its difficulties included a lack of proper vision, unrealistic expectations, and failure to properly plan for its post-event use and management.
Leveraging Generative AI to Drive Nonprofit InnovationTechSoup
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
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LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
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Librarians are leading the way in creating future-ready citizens – now we need to update our spaces to match. In this session, attendees will get inspiration for transforming their library spaces. You’ll learn how to survey students and patrons, create a focus group, and use design thinking to brainstorm ideas for your space. We’ll discuss budget friendly ways to change your space as well as how to find funding. No matter where you’re at, you’ll find ideas for reimagining your space in this session.
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
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Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptx
Assignment
1. ASSIGNMENT
Comparison between ISO 9001:2008
and ISO 9001:2015
PRESENTED TO:
DR. USMAN AWAN
PRESENTED BY:
ZAHRA BADAR MUNIR PGD 01
KHUNSA IQBAL 42
AAMNA ZIA 60
SIDRAH JAVAID 70
2. ISO 9001 Quality Management Systems
Revision
ISO 9001, the world's leading quality management standard, is under revision, with an updated
version due by the end of 2015.
Why is ISO 9001 being revised?
All ISO standards are reviewed every five years to establish if a revision is required to keep it
current and relevant for the marketplace. The future ISO 9001:2015 will respond to the latest
trends and be compatible with other management systems such as ISO 14001.
The revision process
ISO 9001 is currently at the Draft International Stage (DIS), the fourth stage of a six stage
process, whereby any interested parties can submit feedback to the experts on the technical
committee that is revising the standard. All comments are submitted via national member bodies.
The next step:
Once all comments have been considered and the draft is approved, it will move into the Final
Draft International Standard (FDIS) stage before publication.
The new version is published:
ISO 9001:2015 is due to be published by the end of 2015.
(ISO 9001 Quality Management Systems)1
Changing in ISO 9001:2015:
While two years away from scheduled publication, initial drafts of the new ISO 9001:2015
standard the emphasis appears to be in these specific areas and concepts from the existing
standard:
Changes in structure for ISO 9001-2015, expanding the number of sections to ten from
the current standard’s eight with additions for performance management and evaluation
which is said to help with future closer alignments among different standards through a
new so called “Annex SL’ model” which provides a framework for drafting standards
which can be applied concurrently integrated management systems or multiple
management systems.
3. Movement away from classical corrective/preventative action approach to more of a
general risk management model, perhaps as embodied in ISO’s own standard ISO
31000:2009, Risk management-Principles and Guidelines, although it’s not clear how
much may be “borrowed” from that management standard.
Requiring systems which take into account the “context of the organization” which
implies a broader measurement, planning and implementation view perhaps taking into
account areas such as “sustainability” (energy use, materials procurement, environmental
impact, etc.), “corporate social responsibility,” “organizational resilience,” and
“organizational health.”.
Movement from “documents” (ISO 9001:2008 Clause 4.2.3) and “records” (Clause 4.2.4)
to “document information,” (Clause 9.2 of ISO 9001:2015 Committee draft) which seems
to be more accepting of electronic documents and document control approaches.
However, the new clause language which more generally “requires organizations to:
Retain documented information as evidence of the implementation of the audit program
and the audit results,” has opened up some discussion about it not mandating procedures
as in the past.
There are other changes being considered such as replacing the term “product” replaced with
“goods and services” and consolidating the previous ISO 9001:2008 standard into seven
principles for ISO 9001:2015. The main change is dropping “Principle 5: System approach to
management” because it is already a component of having a quality management system (QMS).
(Paris,2013)2
Section Changes in ISO 9001:2015
Section Number Current Standard Sections Proposed Standard Sections
Section 1: Scope Scope
Section 2: Normative Reference Normative References
Section 3: Terms and Definitions Terms and Definitions
Section 4: General Requirements Context of the Organization
Section 5: Management Responsibility Leadership
Section 6: Resource Management Planning
Section 7: Product Realization Support
Section 8: Measurement, Analysis and
Improvement
Operation
Section 9: Performance Evaluation
Section 10: Improvement
(Kunder, 2013)3
4. ISO 9001:2008vs. ISO 9001:2015Draft International
Standard(DIS)
ISO 9001:2015 Draft International Standard (DIS) has been issued for comments. Voting on DIS
is planned between 10July 2014 to 10Oct 2014.
Following are the key changes in this draft:
1. New Structure
The new standard has 10 clauses. ISO is in process of harmonizing all management system
standards. For this a harmonized structure (Annex SL) has been developed. Some standards such
as ISO 30301:2011 (Information and documentation – Management systems for records), ISO
22301:2012 (Societal security – Business continuity management systems), ISO 20121:2012
(Event sustainability management systems) have already been changed to this new structure and
some other are in process of being revised to this new structure.
2. Process Approach
ISO 9001:2015 promotes the process approach beyond the existing requirements of ISO
9001:2008.Clause 4.4 (Quality management system and its processes) of the DIS provides
specific requirements for adopting a process approach.
3. Preventive Action vs. Risk Management
one of the key purposes of implementing a quality management system is to act as a preventive
tool. As a result the formal requirement related to preventive action is no more existing in the
current draft. This is being replaced with risk based approach.
Although it is required by the organization to determine and address risks, there is no
requirement for implementing a formal risk management process.
4. Context of the Organization
two new clauses have been added to the draft standard.
4.1 Understanding the organization and its context
4.2 Understanding the needs and expectations of interested parties.
5. Quality Management Principles
so far the standard was based on eight quality management principles. In this standard the earlier
existing eight principles have been reduced to seven quality management principles.
5. 6. Products and Services:
In 2008 version of the standard the term "product" was used. This term also included services. In
the Committee Draft issued in June 2013, this term was proposed to be changed to "Goods and
Services. In this DIS the proposed term is "Products and Services".
7. Documented Information:
2008 version of the standard had two separate terms: "documents" and "records". In the
Committee Draft issued earlier it was combined together and called "documented information.
The same term is maintained in the recently issued Draft International Standard.
Annex A of the DIS clarifies that where ISO 9001:2008 would have referred to documented
procedures, it is now expressed as a requirement to maintain documented information.
Documented procedures in ISO 9001:2008 = Maintain documented information in ISO
9001:2015
And where ISO 9001:2008 would have referred to records this is now expressed as a requirement
to retain documented information.
Records in ISO 9001:2008 = Retain documented information in ISO 9001:2015
To see the list of mandatory documents and records required by clicking here.
8. No Exclusions:
ISO 9001:2008 version allows organizations to exclude the standard requirements under the
following conditions:
Exclusions are allowed for the requirements which cannot be applied due to the nature of
the business.
Exclusions are limited to clause 7 (Product Realization)of the standard.
Such exclusions do not affect the organization's ability to provide products which meet
the customer requirements and also the applicable legal requirements.
The new standard does not make any reference to exclusions. However in Annex A, the standard
clarifies that the organization cannot decide a requirement to be not applicable if it falls under the
scope of its QMS. Also non-applicability is not allowed if that could lead to failure to achieve the
conformity or to enhance customer satisfaction.
9. Work Environment:
The term "work environment" used in ISO 9001:2008 has been replaced with "Environment for
the operation of processes".
6. 10. Purchased Product:
The term "purchased product" has been replaced with "externally provided products and
services".
11. Supplier
The term "supplier" has been replaced with "External provider".
This does not meet that organizations would need to change this term in their QMS as well.
Organizations can still maintain the term "supplier", "vendor", "contractor", "consultant" etc. as
per their own need. (Paul Palmes)4
Comparison between ISO 9001:2008 and ISO 9001:2015
Draft International Standard (DIS)
ISO 9001:2008 ISO 9001:2015 DIS
0. Introduction 0. Introduction
1.1 General 1. Scope
1.2 Application
4.3 Determining the scope of the quality management
system
2. Normative references 2. Normative references
3. Terms and definitions 3. Terms and definitions
4. Quality Management System 4. Context of the organization
4.1 General Requirements 4.4 Quality management system and its processes
4.2 Documentation Requirements 7.5 Documented information
4.2.1 General 7.5.1 General
4.2.2 Quality Manual -
4.2.3 Control of Documents 7.5 Documented Information
4.2.4 Control of Records 7.5 Documented Information
5. Management Responsibility 5. Leadership
5.1 Management Commitment
5.1.1 Leadership and commitment for the quality
management system
5.2 Customer Focus 5.1.2 Customer focus
5.3 Quality Policy 5.2 Quality policy
5.4 Planning 6. Planning for the quality management system
5.4.1 Quality Objectives 6.2 Quality objectives ans planning to achieve them
5.4.2 Quality Management System
Planning
6.3 Planning of change
7. ISO 9001:2008 ISO 9001:2015 DIS
5.5 Responsibility, Authority, and
Communication
5.3 Organizational roles, responsibilities and
authorities
5.5.1 Responsibility and Authority
5.3 Organizational roles, responsibilities and
authorities
5.5.2 Management Representative -
5.5.3 Internal Communications 7.4 Communication
5.6 Management Review 9.3 Management Review
5.6.1 General 9.3.1 Management Review
5.6.2 Review Input 9.3.1 Management Review
5.6.3 Review Output 9.3.2 Management Review
6. Resource Management 7.1 Resources
6.1 Provision of Resources 7.1 Resources
6.2 Human Resources 7.1.2 People
6.2.1 General 7.2 Competence
6.2.2 Competence, Training, and
Awareness
7.2 Competence and 7.3 Awareness
6.3 Infrastructure 7.1.4 Infrastructure
6.4 Work Environment 7.1.5 Environment for the operation of processes
7. Product Realization 8. Operation
7.1 Planning of Product Realization 8.1 Operational planning and control
7.2 Customer-Related Processes
8.2 Determination of requirements for products and
services
7.2.1 Determination of Requirements
Related to the Product
8.2.2 Determination of requirements related to
products and services
7.2.2 Review of Requirements Related to
the Product
8.2.3 Review of requirements related to products and
services
7.2.3 Customer Communication 8.2.1 Customer communication
7.3 Design and Development 8.3 Design and development of products and services
7.3.1 Design and Development Planning 8.3.2 Design and development planning
7.3.2 Design and Development Inputs 8.3.3 Design and development inputs
7.3.3 Design and Development Outputs 8.3.5 Design and development outputs
7.3.4 Design and Development Review 8.3.4 Design and development controls
7.3.5 Design and Development
Verification
8.3.4 Design and development controls
7.3.6 Design and Development
Validation
8.3.4 Design and development controls
7.3.7 Control of Design and
Development Changes
8.3.6 Design and development changes
7.4 Purchasing 8.4 Control of externally provided products and
8. ISO 9001:2008 ISO 9001:2015 DIS
services
7.4.1 Purchasing Process 8.4.1 General
7.4.2 Purchasing Information 8.4.3 Information for external providers
7.4.3 Verification of Purchased Product
8.4.2 Type and extent of control of external provision
and 8.6 Release of products and services
7.5 Production and Service Provision 8.5 Production and service provision
7.5.1 Control of Production and Service
Provision
8.5.1 Control of production and service provision
7.5.2 Validation of Processes for
Production and Service Provision
8.5.1 Control of production and service provision
7.5.3 Identification and Traceability 8.5.2 Identification and traceability
7.5.4 Customer Property
8.5.3 Property belonging to customers or external
providers
7.5.5 Preservation of Product 8.5.4 Preservation
7.6 Control of Monitoring and Measuring
Equipment
7.1.6 Monitoring and measuring resources
8. Measurement, Analysis, and
Improvement
9.1 Monitoring, measurement, analysis and evaluation
8.1 General 9.1.1 General
8.2 Monitoring and Measurement 9.1.1 General
8.2.1 Customer Satisfaction 9.1.2 Customer satisfaction
8.2.2 Internal Audit 9.2 Internal Audit
8.2.3 Monitoring and Measurement of
Processes
9.1.3 Analysis and evaluation
8.2.4 Monitoring and Measurement of
Product
8.6 Release of products and services
8.3 Control of Nonconforming Product
8.7 Control of nonconforming process outputs,
products and services
8.4 Analysis of Data 9.1.3 Analysis and evaluation
8.5 Improvement 10. Improvement
8.5.1 Continual Improvement 10.3 Continual Improvement
8.5.2 Corrective Action 10.2 Nonconformity and corrective action
8.5.3 Preventive Action 6.1 Actions to address risks and opportunities
(Kumar, 2014)5
9. References:
ISO9001 Quality ManagementSystems.(n.d.).Retrievedfromwww.iso.org:
http://www.iso.org/iso/iso9001_revision
Kumar,S. (2014, jan 26). Comparison between ISO9001:2008 and ISO9001:2015 Draft International
Standard (DIS). RetrievedfromQualityGurus.net:http://www.qualitygurus.net/tiki-
index.php?page=ISO+9001%3A2015+Draft+International+Standard+%28DIS%29
Kunder,P.J.(2013). ISO 9001: 2015 overview andexpectations. FormerUSRepresentativeto ISO,59.
Paris,C. (2013, mar 30). Quick Review of ISO9001:2015 Working Draft. RetrievedfromOxebridge
QualityResourcesInternational:http://www.oxebridge.com
Paul Palmes.(n.d.).ISO9000:2015. BusinessStandardsArchitects,,3.