This document provides an overview of implementing an AS9100 quality management system. It discusses the benefits of implementing such a system, including helping win customers and improve internal processes. The document also describes the typical components of a quality management system, including establishing documented processes, conducting internal audits and taking corrective actions. It emphasizes that an AS9100 system allows companies flexibility in how they meet requirements in a way that makes sense for their business.
http://qualitymanagementsystem.com/total-quality-management/designing-a-quality-management-system/
When it comes to creating quality management systems (QMS), sometimes quality leaders just don’t know where to begin or what to do. Let’s review the basic steps to implementing Total Quality Management (TQM) with a quality management system.
This document provides an overview of ISO 9001:2015 Quality Management Systems. It discusses the history of ISO 9001 revisions from 1987 to the current 2015 version. It explains key changes in the 2015 version like a risk-based approach and greater flexibility. The document also summarizes the certification process, benefits of certification, and clarifies common misconceptions. It describes the process approach using a PDCA cycle and lists the elements involved in a quality management process.
A quality management system (QMS) formalizes processes, procedures, and responsibilities for achieving quality policies and objectives. A QMS helps coordinate activities to meet customer and regulatory requirements while improving effectiveness and efficiency. Key benefits include meeting customer requirements to gain confidence and sales, and meeting organizational requirements for compliance, cost-efficiency, and growth. Establishing a QMS involves design, build, deployment, control, measurement, review, and improvement. Internal audits are important for verifying that the QMS conforms to requirements and is effectively implemented. Analysis of audit and performance data helps identify improvement opportunities.
The document discusses quality and quality control at Grand Bay Paper Products Limited. It defines quality as fitness for use, meeting customer expectations, conforming to requirements, and exceeding customer expectations. It states that everyone in the company is responsible for quality. It describes the roles and responsibilities of different departments to ensure quality control, maintain standards, respond to customer complaints, and take corrective action when issues arise.
The Principles of Quality Management
Workshop on laboratory basics and fundamentals of ISO Quality Management Standards
March 21-22, 2018, Kyiv, Ukraine
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
In today's business, quality is as important as it was ever before. As a key driver of customer satisfaction, quality transcends from products and services to the business model and customer experience. Moreover, successful Lean organizations in Japan are built on a strong foundation of quality. For without quality, delivering faster or cheaper is of no value to the customer.
This presentation introduces the basic concepts, philosophies and principles of quality. It includes the definitions of quality, benefits of quality improvement, teachings of the quality gurus, key elements of total quality, business excellence models, quality system and the methods and tools for quality improvement.
Also highlighted are the key quality mindsets and practices at the individual level: inspection is a poor substitute for quality; treat the next process as customer; quality begins with me; continuous improvement; and personal quality standards.
LEARNING OBJECTIVES
1. Gain knowledge on the key concepts, philosophies and principles of Quality
2. Understand the Total Quality frameworks, methods and tools
3. Identify the challenges and best practices of Total Quality
CONTENTS
1. Key Concepts of Quality
2. Quality Philosophies and Principles
3. Quality Frameworks and Models
4. Quality Improvement Methods and Tools
5. Challenges and Best Practices
http://qualitymanagementsystem.com/total-quality-management/designing-a-quality-management-system/
When it comes to creating quality management systems (QMS), sometimes quality leaders just don’t know where to begin or what to do. Let’s review the basic steps to implementing Total Quality Management (TQM) with a quality management system.
This document provides an overview of ISO 9001:2015 Quality Management Systems. It discusses the history of ISO 9001 revisions from 1987 to the current 2015 version. It explains key changes in the 2015 version like a risk-based approach and greater flexibility. The document also summarizes the certification process, benefits of certification, and clarifies common misconceptions. It describes the process approach using a PDCA cycle and lists the elements involved in a quality management process.
A quality management system (QMS) formalizes processes, procedures, and responsibilities for achieving quality policies and objectives. A QMS helps coordinate activities to meet customer and regulatory requirements while improving effectiveness and efficiency. Key benefits include meeting customer requirements to gain confidence and sales, and meeting organizational requirements for compliance, cost-efficiency, and growth. Establishing a QMS involves design, build, deployment, control, measurement, review, and improvement. Internal audits are important for verifying that the QMS conforms to requirements and is effectively implemented. Analysis of audit and performance data helps identify improvement opportunities.
The document discusses quality and quality control at Grand Bay Paper Products Limited. It defines quality as fitness for use, meeting customer expectations, conforming to requirements, and exceeding customer expectations. It states that everyone in the company is responsible for quality. It describes the roles and responsibilities of different departments to ensure quality control, maintain standards, respond to customer complaints, and take corrective action when issues arise.
The Principles of Quality Management
Workshop on laboratory basics and fundamentals of ISO Quality Management Standards
March 21-22, 2018, Kyiv, Ukraine
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
In today's business, quality is as important as it was ever before. As a key driver of customer satisfaction, quality transcends from products and services to the business model and customer experience. Moreover, successful Lean organizations in Japan are built on a strong foundation of quality. For without quality, delivering faster or cheaper is of no value to the customer.
This presentation introduces the basic concepts, philosophies and principles of quality. It includes the definitions of quality, benefits of quality improvement, teachings of the quality gurus, key elements of total quality, business excellence models, quality system and the methods and tools for quality improvement.
Also highlighted are the key quality mindsets and practices at the individual level: inspection is a poor substitute for quality; treat the next process as customer; quality begins with me; continuous improvement; and personal quality standards.
LEARNING OBJECTIVES
1. Gain knowledge on the key concepts, philosophies and principles of Quality
2. Understand the Total Quality frameworks, methods and tools
3. Identify the challenges and best practices of Total Quality
CONTENTS
1. Key Concepts of Quality
2. Quality Philosophies and Principles
3. Quality Frameworks and Models
4. Quality Improvement Methods and Tools
5. Challenges and Best Practices
This document provides an overview of an ISO 9001:2015 Awareness Program. The purpose of the program is to increase awareness of ISO 9001:2015 and promote self-improvement and improvements to an organization's quality management system. The program covers background information on ISO, the ISO family of standards, quality management principles, ISO 9001:2015 requirements, and more. Key topics include the process approach, management principles like customer focus and continual improvement, ISO 9001 clauses, documentation requirements, and the PDCA cycle used in ISO management systems. The program aims to help participants better understand ISO 9001:2015 and how to implement or improve their organization's quality management system.
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
The document discusses quality management systems (QMS). The goal of a QMS is to improve quality and institutionalize quality activities throughout an organization. A QMS documents policies, processes, and procedures to clearly define user requirements, produce better products, ensure customer satisfaction, and manage internal processes. The objectives of a QMS are to set measurable quality outcomes and specify actions to achieve them. A QMS documentation hierarchy exists at the industry and organization levels, including standards, policies, standardized processes, and documentation of processes using the ETVX method of entry and exit criteria, tasks, verification, and exit criteria.
Typical Quality Management System Based On Iso 9001 2008Isidro Sid Calayag
This document outlines the key elements of a quality management system (QMS) based on ISO 9001:2008. It discusses the objectives of implementing a QMS, including achieving organizational success and meeting requirements. The QMS focuses on customer focus, leadership, involvement of people, process approach, and continual improvement. It addresses management responsibility, resource management, product realization, measurement and improvement to ensure a process-based approach that meets customer needs and enhances supplier relationships.
What is Quality?
History of Quality Methodology.
Deming’s Principles.
Taguchi’s Contributions And Philosophy.
Total Quality Management.
Quality Improvement Tools.
Costs related to quality.
Benefits/Drawbacks.
Definitions of the quality are as follows.
Transcendent definition: excellence.
Realistic but demanding STANDARDS;
Getting things RIGHT FIRST TIME; ‘It costs less to prevent a problem than it does to correct it’.
Influences the relationship with CUSTOMERS;
Influences how COMPLAINTS are dealt with;
Something to do with how things LOOK and FEEL.
Product-based definition: quantities of product attributes.
User-based definition: fitness for intended use; meeting or exceeding user expectations.
Value-based definition: quality vs. price.
Manufacturing-based definition: conformance to specifications.
This document provides an overview of ISO 9001:2015 and its implementation for quality management systems. It discusses the key aspects of ISO 9001:2015 including its structure, requirements, principles of quality management. The document also discusses the benefits of implementing ISO 9001:2015 for a construction organization, specifically addressing planning, supply chain management, performance evaluation, and process approach. It then summarizes a case study of a company that implemented ISO 9001:2015 and the policies, procedures, and advantages it provided, including branding, performance improvements, reducing costs and risks, and stability.
This document provides an overview of ISO 9001:2008 requirements for quality management systems. It defines key terms related to QMS such as quality, quality policy, quality control, quality assurance, documents, records, processes, procedures, audits, conformity and non-conformity. It also describes the eight principles of QMS, the PDCA cycle for continual improvement, and lists procedures for an example organization's QMS. The document aims to introduce readers to the basic concepts and requirements of the ISO 9001:2008 standard.
ISO Implementation Roadmap- By Motaharul IslamMotaharul Islam
The document outlines the steps for implementing ISO standards within an organization. It discusses establishing top management commitment, forming an implementation team to conduct awareness programs and training. An initial status survey and gap analysis is then performed. Documentation is developed according to the standards, including policies, procedures and a manual. Documentation control is established. Internal audits are conducted to verify conformance and identify gaps, which are then closed. Management reviews are held to monitor performance and recommend improvements. The process typically takes 4-6 months depending on the organization's scope. A timeline is provided showing activities mapped across a 4 month period.
The document discusses the upcoming changes to the ISO 9001 standard in its 2015 version. It provides an overview of the history and revisions of ISO 9001 since 1987. The key changes in ISO 9001:2015 include a revised set of seven quality management principles, reorganization of the clauses into ten sections, and terminology changes. The presentation encourages organizations to prepare for the changes coming in ISO 9001:2015.
This document discusses quality awareness and defines quality in several ways. It begins by defining quality as how a recipient views a product or service before, during, and after use. It then discusses previous definitions of quality as meeting predetermined criteria and specifications at a given cost. The main portion defines modern views of quality as conforming to requirements, being fit for use, meeting and exceeding customer expectations, and comparing favorably to competitors. It lists quality characteristics for products and services and defines internal and external customers. It emphasizes that quality is everyone's responsibility in an organization.
The document discusses quality management systems and ISO 9001 standards. It outlines the key aspects of a quality management system including quality objectives, processes, reviews, facilities, documentation, training, and audits. It also describes how the company manages its quality management system through its quality policy statement, quality manual, and procedures like document control, record control, internal audits, non-conforming product control, corrective action, and preventive action. The benefits are highlighted as doing work safely, correctly, and within time limits through continuous improvement.
This document provides an overview of ISO 9001:2015 quality management system standard. It discusses the key principles such as customer focus, leadership, process approach, and continual improvement. The main clauses of ISO 9001:2015 are summarized, including context of the organization, leadership, planning, support, operation, performance evaluation, and improvement. Planning addresses risk management, quality objectives, and managing changes. Support covers resources, competence, awareness, communication, and documented information. The document emphasizes that ISO 9001 employs the PDCA cycle and risk-based thinking for continual improvement of processes and meeting customer requirements.
The document discusses basic quality concepts and terminology related to quality assurance and management. It defines key terms like quality, reliability, maintainability, supplier, customer, quality policy, quality management, quality system, quality control, and quality assurance. It also discusses how quality assurance aims to encourage individual responsibility and getting work right the first time to minimize rework. Quality costs and benefits are examined, noting how quality construction can reduce costs from replacements, delays, and disputes while increasing goodwill and lowering maintenance costs.
This presentation gives a bried overview of the various parts & purpose of the ISO 9001:2015 QMS.
It revolves around the PDCA Cycle and useful in Manufacture & construction Industry.
The document provides an overview of quality assurance standards and ISO 9001 accreditation. It discusses what ISO 9001 is, its requirements and certification process. The benefits of accreditation for organizations and customers are improved quality, safety, and compliance. Key parts of a quality management system are also summarized like its objectives, goals and core elements. Guidance is provided on interacting professionally with auditors during an audit to clarify questions and admit issues, while working towards continuous improvement.
This document provides an overview of implementing an AS9100 quality management system. It discusses the benefits of implementing such a system, including helping win customers and improve internal processes. The document also describes the typical components of a quality management system, such as establishing documented processes, conducting internal audits, and continually improving processes based on audit findings. Finally, it outlines the 15 typical steps involved in implementing an AS9100 system, from planning and getting management support to achieving certification.
Your Company integrated with Quality and provides consulting, certification audits, and training services related to quality, environment, and safety management systems. It offers both online and in-person training courses designed to provide relevant information to help professionals develop. Now customers can continue investing in training from home. The training covers topics like ISO 9001:2015 interpretation and internal auditor training. [/SUMMARY]
ISO 9001 is defined as the international standard that specifies requirements for a quality management system (QMS). Organizations use the standard to demonstrate the ability to consistently provide products and services that meet customer and regulatory requirements. It is the most popular standard in the ISO 9000 series and the only standard in the series to which organizations can certify.
ISO 9001 was first published in 1987 by the International Organization for Standardization (ISO), an international agency composed of the national standards bodies of more than 160 countries. The current version of ISO 9001 was released in September 2015.
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.
ISO 9001 Certification in Oman. is a quality management system that assists organisations in constantly demonstrating the quality of perseverance and offers a basic foundation for additional standards that may be incorporated with the quality management system. Its official name is Quality Management System, according to ISO 9001.
ISO 9001 is a quality management system standard that helps organizations demonstrate quality. It provides a foundation for additional standards and was first published in 1987, with five revisions since. ISO 9001 certification in Oman adheres to seven quality management principles, including customer focus, leadership, and evidence-based decision making. It provides benefits like a defined management process, opportunities for improvement and cost reduction, and access to international opportunities. Factocert is an organization that can help Omani companies achieve ISO 9001 certification.
This document provides an overview of an ISO 9001:2015 Awareness Program. The purpose of the program is to increase awareness of ISO 9001:2015 and promote self-improvement and improvements to an organization's quality management system. The program covers background information on ISO, the ISO family of standards, quality management principles, ISO 9001:2015 requirements, and more. Key topics include the process approach, management principles like customer focus and continual improvement, ISO 9001 clauses, documentation requirements, and the PDCA cycle used in ISO management systems. The program aims to help participants better understand ISO 9001:2015 and how to implement or improve their organization's quality management system.
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
The document discusses quality management systems (QMS). The goal of a QMS is to improve quality and institutionalize quality activities throughout an organization. A QMS documents policies, processes, and procedures to clearly define user requirements, produce better products, ensure customer satisfaction, and manage internal processes. The objectives of a QMS are to set measurable quality outcomes and specify actions to achieve them. A QMS documentation hierarchy exists at the industry and organization levels, including standards, policies, standardized processes, and documentation of processes using the ETVX method of entry and exit criteria, tasks, verification, and exit criteria.
Typical Quality Management System Based On Iso 9001 2008Isidro Sid Calayag
This document outlines the key elements of a quality management system (QMS) based on ISO 9001:2008. It discusses the objectives of implementing a QMS, including achieving organizational success and meeting requirements. The QMS focuses on customer focus, leadership, involvement of people, process approach, and continual improvement. It addresses management responsibility, resource management, product realization, measurement and improvement to ensure a process-based approach that meets customer needs and enhances supplier relationships.
What is Quality?
History of Quality Methodology.
Deming’s Principles.
Taguchi’s Contributions And Philosophy.
Total Quality Management.
Quality Improvement Tools.
Costs related to quality.
Benefits/Drawbacks.
Definitions of the quality are as follows.
Transcendent definition: excellence.
Realistic but demanding STANDARDS;
Getting things RIGHT FIRST TIME; ‘It costs less to prevent a problem than it does to correct it’.
Influences the relationship with CUSTOMERS;
Influences how COMPLAINTS are dealt with;
Something to do with how things LOOK and FEEL.
Product-based definition: quantities of product attributes.
User-based definition: fitness for intended use; meeting or exceeding user expectations.
Value-based definition: quality vs. price.
Manufacturing-based definition: conformance to specifications.
This document provides an overview of ISO 9001:2015 and its implementation for quality management systems. It discusses the key aspects of ISO 9001:2015 including its structure, requirements, principles of quality management. The document also discusses the benefits of implementing ISO 9001:2015 for a construction organization, specifically addressing planning, supply chain management, performance evaluation, and process approach. It then summarizes a case study of a company that implemented ISO 9001:2015 and the policies, procedures, and advantages it provided, including branding, performance improvements, reducing costs and risks, and stability.
This document provides an overview of ISO 9001:2008 requirements for quality management systems. It defines key terms related to QMS such as quality, quality policy, quality control, quality assurance, documents, records, processes, procedures, audits, conformity and non-conformity. It also describes the eight principles of QMS, the PDCA cycle for continual improvement, and lists procedures for an example organization's QMS. The document aims to introduce readers to the basic concepts and requirements of the ISO 9001:2008 standard.
ISO Implementation Roadmap- By Motaharul IslamMotaharul Islam
The document outlines the steps for implementing ISO standards within an organization. It discusses establishing top management commitment, forming an implementation team to conduct awareness programs and training. An initial status survey and gap analysis is then performed. Documentation is developed according to the standards, including policies, procedures and a manual. Documentation control is established. Internal audits are conducted to verify conformance and identify gaps, which are then closed. Management reviews are held to monitor performance and recommend improvements. The process typically takes 4-6 months depending on the organization's scope. A timeline is provided showing activities mapped across a 4 month period.
The document discusses the upcoming changes to the ISO 9001 standard in its 2015 version. It provides an overview of the history and revisions of ISO 9001 since 1987. The key changes in ISO 9001:2015 include a revised set of seven quality management principles, reorganization of the clauses into ten sections, and terminology changes. The presentation encourages organizations to prepare for the changes coming in ISO 9001:2015.
This document discusses quality awareness and defines quality in several ways. It begins by defining quality as how a recipient views a product or service before, during, and after use. It then discusses previous definitions of quality as meeting predetermined criteria and specifications at a given cost. The main portion defines modern views of quality as conforming to requirements, being fit for use, meeting and exceeding customer expectations, and comparing favorably to competitors. It lists quality characteristics for products and services and defines internal and external customers. It emphasizes that quality is everyone's responsibility in an organization.
The document discusses quality management systems and ISO 9001 standards. It outlines the key aspects of a quality management system including quality objectives, processes, reviews, facilities, documentation, training, and audits. It also describes how the company manages its quality management system through its quality policy statement, quality manual, and procedures like document control, record control, internal audits, non-conforming product control, corrective action, and preventive action. The benefits are highlighted as doing work safely, correctly, and within time limits through continuous improvement.
This document provides an overview of ISO 9001:2015 quality management system standard. It discusses the key principles such as customer focus, leadership, process approach, and continual improvement. The main clauses of ISO 9001:2015 are summarized, including context of the organization, leadership, planning, support, operation, performance evaluation, and improvement. Planning addresses risk management, quality objectives, and managing changes. Support covers resources, competence, awareness, communication, and documented information. The document emphasizes that ISO 9001 employs the PDCA cycle and risk-based thinking for continual improvement of processes and meeting customer requirements.
The document discusses basic quality concepts and terminology related to quality assurance and management. It defines key terms like quality, reliability, maintainability, supplier, customer, quality policy, quality management, quality system, quality control, and quality assurance. It also discusses how quality assurance aims to encourage individual responsibility and getting work right the first time to minimize rework. Quality costs and benefits are examined, noting how quality construction can reduce costs from replacements, delays, and disputes while increasing goodwill and lowering maintenance costs.
This presentation gives a bried overview of the various parts & purpose of the ISO 9001:2015 QMS.
It revolves around the PDCA Cycle and useful in Manufacture & construction Industry.
The document provides an overview of quality assurance standards and ISO 9001 accreditation. It discusses what ISO 9001 is, its requirements and certification process. The benefits of accreditation for organizations and customers are improved quality, safety, and compliance. Key parts of a quality management system are also summarized like its objectives, goals and core elements. Guidance is provided on interacting professionally with auditors during an audit to clarify questions and admit issues, while working towards continuous improvement.
This document provides an overview of implementing an AS9100 quality management system. It discusses the benefits of implementing such a system, including helping win customers and improve internal processes. The document also describes the typical components of a quality management system, such as establishing documented processes, conducting internal audits, and continually improving processes based on audit findings. Finally, it outlines the 15 typical steps involved in implementing an AS9100 system, from planning and getting management support to achieving certification.
Your Company integrated with Quality and provides consulting, certification audits, and training services related to quality, environment, and safety management systems. It offers both online and in-person training courses designed to provide relevant information to help professionals develop. Now customers can continue investing in training from home. The training covers topics like ISO 9001:2015 interpretation and internal auditor training. [/SUMMARY]
ISO 9001 is defined as the international standard that specifies requirements for a quality management system (QMS). Organizations use the standard to demonstrate the ability to consistently provide products and services that meet customer and regulatory requirements. It is the most popular standard in the ISO 9000 series and the only standard in the series to which organizations can certify.
ISO 9001 was first published in 1987 by the International Organization for Standardization (ISO), an international agency composed of the national standards bodies of more than 160 countries. The current version of ISO 9001 was released in September 2015.
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.
ISO 9001 Certification in Oman. is a quality management system that assists organisations in constantly demonstrating the quality of perseverance and offers a basic foundation for additional standards that may be incorporated with the quality management system. Its official name is Quality Management System, according to ISO 9001.
ISO 9001 is a quality management system standard that helps organizations demonstrate quality. It provides a foundation for additional standards and was first published in 1987, with five revisions since. ISO 9001 certification in Oman adheres to seven quality management principles, including customer focus, leadership, and evidence-based decision making. It provides benefits like a defined management process, opportunities for improvement and cost reduction, and access to international opportunities. Factocert is an organization that can help Omani companies achieve ISO 9001 certification.
This document provides details on an editable EQHSMS (Integrated Management System based on QMS ISO 9001:2015, EMS ISO 14001:2015, and OHSAS 18001) internal auditor training presentation kit that is available for purchase. The kit includes 389 PowerPoint slides covering various topics related to the three standards, an 85 page trainer's guide and handouts, workshops and case studies, an audit checklist with over 1000 questions, sample templates, and a sample certificate. It is intended to help train internal auditors on an integrated EQHSMS. The presentation kit is available for $360 USD.
The document provides an overview of the history of Kellogg's company. It discusses how the company was founded in 1868 by brothers William Kellogg and Dr. John Harvey Kellogg. In the late 1890s and early 1900s, they developed flaked cereal products like corn flakes that had a longer shelf life. By the early 1900s, Kellogg's had begun branding and advertising its cereals, which led to growth amid competition from other cereal companies. The brothers differed in their approaches, with Dr. John Harvey Kellogg focused more on nutrition and William K. Kellogg focused more on business aspects. William later founded the Battle Creek Toasted Cornflake Company in 1906 and acquired rights to the corn
This is a two-part series on the importance of the ISO-9001 certification, and how to implement a quality management system with a focus on plant reliability to acquire and maintain this standard.
ISO 9001:2015 and how it can bring benefits to organisations in any sector and of any size. We take an overview based on some case studys from ISO.org.
ISO 9001 is an international standard for quality management systems that helps organizations ensure they meet customer and regulatory requirements. A new version, ISO 9001:2015, was recently published with a focus on risk-based thinking and leadership engagement. Implementing an ISO 9001 quality management system can benefit organizations by improving customer satisfaction, increasing efficiency, and helping meet statutory requirements.
ISO 9001:2015 sets out the criteria for a quality management system and is the only standard in the family that can be certified to (although this is not a requirement). It can be used by any organization, large or small, regardless of its field of activity. In fact, there are over one million companies and organizations in over 170 countries certified to ISO 9001.
ISO 9001 is an international standard for quality management systems that helps organizations ensure they meet customer and regulatory requirements. A new version, ISO 9001:2015, was recently published with a focus on risk-based thinking and leadership engagement. Implementing an ISO 9001-compliant quality management system can benefit organizations in many ways such as improved customer satisfaction, operational efficiencies, and access to new markets. Certification is not required but can provide third-party validation that an organization meets the standard's requirements.
ISO 9001:2015 Quality Management PrinciplesKaren Sharick
ISO 9001 is an international standard for quality management systems that helps organizations ensure they meet customer and regulatory requirements. A new version, ISO 9001:2015, was recently published with a focus on risk-based thinking and leadership engagement. Implementing an ISO 9001-compliant quality management system can benefit organizations in many ways such as improved customer satisfaction, operational efficiencies, and access to new markets. Certification is not required but can provide third-party validation that an organization meets the standard's requirements.
ISO 9001 is an international standard for quality management systems that helps organizations ensure they meet customer and regulatory requirements. A new version, ISO 9001:2015, was recently published with a focus on risk-based thinking and leadership engagement. Implementing an ISO 9001-compliant quality management system can benefit organizations in many ways such as improved customer satisfaction, operational efficiencies, and access to new markets. Certification is not required but can provide third-party validation that an organization meets the standard's requirements.
This document outlines 8 reasons to implement an ISO 9001:2015 quality management system. It explains that ISO 9001:2015 is a globally recognized standard that can deliver quality products and services. Implementing this system can 1) separate a business from its competitors by demonstrating professionalism and commitment to customers, 2) increase repeat and new business by ensuring customer satisfaction, and 3) improve decision making, reduce waste, and drive efficiency through defined processes and continuous improvement.
The document discusses International Organization for Standardization (ISO) and ISO 9001 quality management systems. It provides an overview of ISO and its role in standardization. It then describes the key elements and requirements of ISO 9001, including quality manuals, documentation, management reviews, and continual improvement. The document emphasizes that ISO 9001 certification requires a process-based quality management system and leads to benefits like organizational effectiveness and customer satisfaction.
Biaya Training ISO/TS 16949 BSU KonsultanFajarISO9001
PT Bintang Solusi Utama is a consulting and training company in Indonesia that provides services related to international organization standards like ISO 9001, ISO/TS 16949, ISO 14001, and ISO 27001 to help companies improve processes. They have a team of experienced consultants and offer training to help clients achieve certification and compliance with quality, environmental, health and safety, and information security standards. The document provides information on their services and testimonials from clients that were able to improve their businesses by working with PT Bintang Solusi Utama.
ISO 9001 is an international standard for quality management systems that can be applied to any organization. Implementing an ISO 9001 system motivates staff by defining roles and responsibilities, and leads to cost savings through improved efficiency. Benefits include improved customer satisfaction, increased market share, reduced waste, and assurance for stakeholders. ISO 9001 certification also results in well-defined, documented processes and procedures that improve output consistency.
ISO 9000 certification(Quality Management System)Varshid Patel
The ISO 9000 family of international quality management standards and guidelines has earned a global reputation as a basis for establishing effective and efficient quality management systems. The need for International Standards is very important as more organizations operate in the global economy by selling or buying products and services from sources outside their domestic market.
Over the last few years, the ISO-9000 has become the most popular quality standard in the food industry and Pharma industry, with practically all major companies rushing to get ISO-9000-certified. In fact, companies not ISO certified would find it difficult to do business, given that certification is a basic requirement of would-be customers. The ISO-9000 series of standards was developed by the International Organization for Standardization.
These standards are guidelines on how to document the processes in specific industries. The goal is consistency and a set of complete, easy to follow instructions. ISO 9000 is a set of five guideline standards that define the requirements for an effective quality management system.
how to get iso 9001 standard benefits for all sectorUrsindia
ISO 9001 standard is appropriate for all sizes and sorts of associations and is entrenched far and wide as an important Quality Management System standard. It is appropriate for associations in all industry parts and will help your association to enhance administration procedures to contend locally or potentially all around.
Training Company Profile / Guide 2018
International Company for ISO Services, ISO Standards Trainings.
contact us at +962-6-5511186 Fax. +962-6-55111893 Email us at info@iso-jo.com
ABMS proud to be Certified by ISO (International Organization for Standardization), their main Headquarters is in Geneva, Switzerland, ISO is the world’s largest developer of voluntary International Standards.
Similar to Ebook on how to implement an as9100 (20)
We recently hosted the much-anticipated Community Skill Builders Workshop during our June online meeting. This event was a culmination of six months of listening to your feedback and crafting solutions to better support your PMI journey. Here’s a look back at what happened and the exciting developments that emerged from our collaborative efforts.
A Gathering of Minds
We were thrilled to see a diverse group of attendees, including local certified PMI trainers and both new and experienced members eager to contribute their perspectives. The workshop was structured into three dynamic discussion sessions, each led by our dedicated membership advocates.
Key Takeaways and Future Directions
The insights and feedback gathered from these discussions were invaluable. Here are some of the key takeaways and the steps we are taking to address them:
• Enhanced Resource Accessibility: We are working on a new, user-friendly resource page that will make it easier for members to access training materials and real-world application guides.
• Structured Mentorship Program: Plans are underway to launch a mentorship program that will connect members with experienced professionals for guidance and support.
• Increased Networking Opportunities: Expect to see more frequent and varied networking events, both virtual and in-person, to help you build connections and foster a sense of community.
Moving Forward
We are committed to turning your feedback into actionable solutions that enhance your PMI journey. This workshop was just the beginning. By actively participating and sharing your experiences, you have helped shape the future of our Chapter’s offerings.
Thank you to everyone who attended and contributed to the success of the Community Skill Builders Workshop. Your engagement and enthusiasm are what make our Chapter strong and vibrant. Stay tuned for updates on the new initiatives and opportunities to get involved. Together, we are building a community that supports and empowers each other on our PMI journeys.
Stay connected, stay engaged, and let’s continue to grow together!
About PMI Silver Spring Chapter
We are a branch of the Project Management Institute. We offer a platform for project management professionals in Silver Spring, MD, and the DC/Baltimore metro area. Monthly meetings facilitate networking, knowledge sharing, and professional development. For more, visit pmissc.org.
Learnings from Successful Jobs SearchersBruce Bennett
Are you interested to know what actions help in a job search? This webinar is the summary of several individuals who discussed their job search journey for others to follow. You will learn there are common actions that helped them succeed in their quest for gainful employment.
Joyce M Sullivan, Founder & CEO of SocMediaFin, Inc. shares her "Five Questions - The Story of You", "Reflections - What Matters to You?" and "The Three Circle Exercise" to guide those evaluating what their next move may be in their careers.
A Guide to a Winning Interview June 2024Bruce Bennett
This webinar is an in-depth review of the interview process. Preparation is a key element to acing an interview. Learn the best approaches from the initial phone screen to the face-to-face meeting with the hiring manager. You will hear great answers to several standard questions, including the dreaded “Tell Me About Yourself”.
LinkedIn for Your Job Search June 17, 2024Bruce Bennett
This webinar helps you understand and navigate your way through LinkedIn. Topics covered include learning the many elements of your profile, populating your work experience history, and understanding why a profile is more than just a resume. You will be able to identify the different features available on LinkedIn and where to focus your attention. We will teach how to create a job search agent on LinkedIn and explore job applications on LinkedIn.
Khushi Saini, An Intern from The Sparks Foundationkhushisaini0924
This is my first task as an Talent Acquisition(Human resources) Intern in The Sparks Foundation on Recruitment, article and posts.
I invitr everyone to look into my work and provide me a quick feedback.
4. TABLE OF CONTENTS
Subject Heading Page #
Introduction 4
Managing Change 7
What is a Quality Management System? 10
Why Implement a Quality Management System? 16
The AS9100 Standard 18
15 Steps to Implement AS9100 36
Page 3Copyright ETI Group 2014
10. Managing Change
Common Complaint Root Cause Proven Solution
“This is just another
‘flavor of the month.’”
Past initiatives have
been launched with
high fanfare and little
results
• Demonstrate leadership belief
• Select best people as trainers
• Minimize fanfare
“I don’t have
time…cannot free up
resources.”
Too many projects/
activities in process
• Stop other initiatives not related
to current priorities or that only
make a minor contribution.
“This can’t work in my
area of the business.”
Misconception about
how a Quality
Management System
works or lack of
information about
how it applies
• AS9100 has been successfully
implemented in every business
sector.
• Show examples from other
similar companies that are
AS9100 registered.
“How is this different
from past improvement
initiatives?”
Fatigue from many
improvement
initiatives
• Explain/show key differences.
“Is this incremental to
my existing business
plan?”
Don’t want to add to
existing workload
• Align AS9100 implementation
work to directly support the
existing business plan
“Does management
really believe/support
it?”
Lack of confidence
that everyone is on
board
• Genuine leadership
commitment to implementation
is required – not just talk.
Common Forms of Resistance
Page 9Copyright ETI Group 2014
11. What is a Quality
Management System?
Developed by the International Aerospace Quality Group (IAQG),
AS9100 comprises a set of requirements that reflect time‐proven,
universally accepted good business practices, the majority of which are
mandatory. AS9100C includes all of the ISO 9001:2008 requirements in
their entirety plus additional Aerospace Industry specific requirements.
A common sense way of
ORGANIZING THE
BUSINESS PROCESSES
that affect the quality
of your products and services
The aim of a QMS is to
assure that an organization
consistently meets customer
needs by controlling the core
processes that affect them
such as sales orders, design,
production, inspection,
delivery, etc.
The requirements also go beyond these "core" processes to address
support processes like purchasing, training, calibration, maintenance, and
performance metrics.
Page 10Copyright ETI Group 2014
17. Why Implement a Quality
Management System?
QMS registration will help you win new customers and retain existing
ones. While the goal is to achieve registration, it is not the only goal. The
internal benefits of an effective system include but are not limited to:
An understanding that quality is not just the responsibility of the
quality department, it’s everyone's responsibility.
Documented procedures and work instructions form the basis for
repetition and become “the way we do business.”
Less dependency on key individuals, responsibility and
accountability for key tasks are distributed across the work force.
Monitoring and measuring of key quality performance indicators
improves management oversight.
Internal Audits help identify problems that could impact customer
satisfaction and/or operational efficiency.
A formal Corrective and Preventative Action system ensures
permanent solutions to problems are developed and implemented.
Operations transformed from detection mode to a prevention
mode. Prevention takes a lot less work and is far less expensive
than detection.
Increased profitability as productivity improves and rework costs
are reduced.
Internal Benefits…
Page 16Copyright ETI Group 2014
18. Why Implement a Quality
Management System?
0
10
20
30
40
50
60
70
80
90
Improved
Management
Control
Improved
Efficiency/
Productivity
Greater
Consistency
Across Sites
Reduced
Waste
Improved
Customer
Service
Reduced
Employee
Turnover
Reduced
Costs
Other
Results of a survey of Registered Companies in The United
Kingdom conducted by Lloyds Register Quality Assurance
Results of a survey of Registered Companies, Quality Systems Update
Magazine
Customer Satisfaction
On‐time delivery increased 20%
Improved Operations
89% report greater operational efficiency
48% report increased profitability
76% report marketing benefits
26% report improved export sales
Page 17Copyright ETI Group 2014
19. The AS9100C Standard
Management
responsibility
Resource
management
Continual Improvement of Quality
Management System
C
U
S
T
O
M
E
R
R
E
Q
U
I
R
E
M
E
N
T
S
Input Output
Product
Measurement,
analysis,
improvement
Product
realization
5
6
7
8
S
A
T
I
S
F
A
C
T
I
O
N
C
U
S
T
O
M
E
R
4
Model of a process‐based Quality Management System
A reliable process produces a consistent, predictable outcome, and is:
Consciously developed: Facts and data are collected, the method is
thought about by participants, debated, and agreed to, before the
method is implemented.
Explicitly established: The method is carefully documented in
sufficient detail for the purposes needed. Every attempt is made to
make the method error‐proof.
Consistently followed: Everyone follows the method as documented!
Currently believed to be best way: The method is used until
someone thinks of a better way.
Goal = Develop Consistent, Reliable Processes
Page 18Copyright ETI Group 2014
20. The AS9100C Standard
How does AS9100 differ from ISO 9001?
AS9100 emphasizes addressing customer and applicable
statutory and regulatory QMS requirements and also focuses on
controls that minimize error.
Aerospace‐specific requirements are added to most of the
sections of the ISO 9001 Standard, with an emphasis on:
Conformance to customer, regulatory and statutory
requirements (safety & airworthiness)
Flow down of requirements to suppliers and sub‐tier
suppliers
Risk management with consideration of special, critical and
key characteristics
Configuration Management
Production Process Verification (First Article Inspection)
Change control (documents, designs, processes, equipment,
tooling, etc.)
Note 1: AS9100 includes all of the requirements of ISO 9001 in its
entirety plus additional Aerospace Industry requirements.
Note 2: In the overview of the AS9100 clauses that follow, ISO 9001
requirements are shown in regular type and the additional AS9100
requirements are shown in bold italic type.
Copyright ETI Group 2014 Page 19
21. 4 – Quality Management System
4.1 General Requirements
Describes how your QMS is to be established
Provides “rules” for all processes in the QMS
Gives requirements for “outsourced processes
AS9100 Emphasizes addressing customer and
applicable regulatory requirements
4.2 Documentation Requirements
Describes information structure of your QMS
Should think in terms of “information”
management and control rather
than “document” management
AS9100 emphasizes access to and awareness of
relevant documentation by personnel
AS9100 also requires control of records created and/or
retained by suppliers
The AS9100C Standard
Page 20Copyright ETI Group 2014
22. Implication
This system belongs to
management!
Strong emphasis on
responsibilities of
management!
5.1 Management Commitment
5.2 Customer Focus
5.3 Quality Policy
5.4 Planning
5.5 Responsibility, Authority &
Communication
5.6 Management Review
5 – Management Responsibility
The AS9100C Standard
6 – Resource Management
6.1 Provision of Resources
Determine & provide resources needed
Implement & maintain & …
Continually improve QMS
Enhance customer satisfaction
6.2 Human Resources
Assignment of personnel
Competence, training, and awareness
6.3 Infrastructure – buildings, utilities, equipment, transport, IT
6.4 Work Environment – temperature, humidity, lighting,
cleanliness, ESD protection, etc.
Copyright ETI Group 2014 Page 21
23. The AS9100 Standard
Planning of Product Realization – 7.1
Customer CustomerPolicies, Plans, Resources
Customer
Related
Processes
7.2
Control of Monitoring & Measuring Equipment – 7.6
7 – Product Realization
7.3 7.4 7.5
Production
And Service
Provision
Purchasing
Design
and
Developmen
t
Sequence of processes & sub‐processes needed to produce the
product Strong emphasis on sequence of processes & interactions
Page 22Copyright ETI Group 2014
7.1 Planning of Product Realization
Consistent with other requirements for your QMS
Documented in a ‘suitable’ form (Quality Plan or established QMS)
Determine:
Quality objectives for product, project or contract
Specific resource & process needs for product
Verification, validation, monitoring, measurement, inspection
and test activities needed (including acceptance criteria)
Record requirements
Planning must be done for each product, project or contract
AS9100 includes resources for operation and maintenance of the
product (post delivery).
24. Page 23Copyright ETI Group 2014
The AS9100 Standard
AS9100 adds requirement that risks are identified and
special requirements determined.
7.2.3 Customer Communication – questions, orders
and changes, feedback, complaints
There are additional AS9100 elements that cover:
Project Management
Risk Management
Configuration Management
Control of Work Transfers
7.1 Planning of Product Realization (continued)
Note: Special requirements are those which have high risks to being
achieved, such as performance requirements at the limit of industry
capability or the organization’s technical or process capability
7.2 Customer Related Processes
7.2.1 Determination of requirements
related to the product
7.2.2 Review of requirements – Can
we do it? Is there a change?
25. The AS9100 Standard
7.3 Design and Development
7.3.1 Planning – project plan with design stages, tasks, responsibilities
7.3.2 Inputs –the design requirements
7.3.3 Outputs – the documented design, the product specification
7.3.4 Review – checking output against input for each stage
7.3.4 Review – checking output against input for each stage
7.3.5 Verification – making sure the design will meet requirements
7.3.6 Validation – making sure the product will meet requirements
7.3.7 Control of Changes – ensure changes are identified, evaluated,
controlled and recorded
Copyright ETI Group 2014 Page 24
27. 7.4 Purchasing
7.4.1 Purchasing Process – Select & manage suppliers
AS9100 states that the organization is responsible for
product quality, including customer‐designated sources
AS9100 has specific
requirements regarding
supplier management
7.4.2 Purchasing Information
– Specify requirements for what
you want to buy
AS9100 adds specifics regarding:
Identification
Data, inspections, tests, test specimens
Notification of changes/nonconformity
Rights of access by organization, customer, regulatory
authorities to supplier facility & records as applicable to
order
Requirements for supplier to flow down requirements to
sub‐tier suppliers
Page 26Copyright ETI Group 2014
The AS9100 Standard
28. The AS9100 Standard
7.4.3 Verification of Purchased Product – To inspect or not to
inspect?
AS9100 additions are:
Examples of verification
Positive recall
Delegation of verification to supplier
Note: AS9100 notes that customer verification activities (as in
source inspection at the organization’s supplier) should not be used
as evidence of effective control of quality by either the organization
or its supplier, and does not absolve the organization of
responsibility for compliance with requirements and product
conformance.
7.5 Production and Service Provision
7.5.1 Control of Production and Service Provision
Info that describes the product
Work Instructions as needed
Suitable equipment
Availability and use of monitoring & measuring
equipment
Inspections and tests
Release, delivery and post‐delivery activities
Copyright ETI Group 2014 Page 27
29. The AS9100 Standard
7.5.1 Control of Production and Service Provision (continued)
AS9100 adds specific requirements for:
Accountability for all product during production
In‐process verification considerations, evidence of
completion of all production and
inspection/verification operations
Provision for tooling, utilities, removal of foreign
objects,
Workmanship criteria
Production Process Verification (formerly called First
Article Inspection)
Control of process changes
Control of equipment, tooling, software programs
Planning for critical items and process control of key
characteristics
Post‐delivery support
7.5.2 Validation of Processes for Production and Service Provision –
“special processes”
Copyright ETI Group 2014 Page 28
30. 7.5.3 Identification and Traceability – ID, pass/fail status, unique
ID as required
AS9100 additions for:
Configuration identification
Acceptance authority media
Examples of traceability requirements
7.5.4 Customer Property – safeguard customer supplied
product, equipment, software, intellectual property,
personal data
The AS9100 Standard
7.5.5 Preservation of Product – protect product from start to
finish
AS9100 includes considerations for:
Cleaning, foreign objects
Special handling for sensitive products/hazardous
materials
Marking and labeling including safety warnings
Shelf life control and stock rotation
Copyright ETI Group 2014 Page 29
31. 7.6 Control of Monitoring and Measurement Equipment
A.K.A. Calibration
Calibrated or verified at specified intervals, or prior to use,
against traceable measurement standards
Identified to enable status to be determined
Record calibration/verification results
Assess & record validity of prior results if devices are found to
not conform to requirements – take corrective action on
equipment and affected product
AS9100 adds some specifics for methods
8 ‐ Measurement, Analysis and Improvement
8.1 General – Plan & determine methods (statistical techniques)
and extent of use
8.2 Monitoring & Measurement
8.3 Control of Nonconforming Product
8.4 Analysis of Data
8.5 Improvement
0
20
40
60
80
10 0
J F M A M J
0
20
40
60
80
10 0
J F M A M J
Page 30Copyright ETI Group 2014
The AS9100 Standard
32. 8.2 Monitoring & Measurement
8.2.1 Customer Satisfaction – monitor perception of quality
AS9100 Additions:
Monitoring of product conformity,
on‐time delivery and
customer complaints & CA requests.
Requirement to develop & implement improvement
plans to address deficiencies & assess effectiveness
of results.
8.2.2 Internal Audit – a tool for evaluating internal compliance
Audits must be planned and recorded,
objective and impartial, with
timely Corrective Action taken by Management and
follow‐up to verify actions taken.
Results must be reported.
AS9100 clarifies that customer contractual
requirements are part of the “planned
arrangements” to be audited for conformance
Page 31Copyright ETI Group 2014
The AS9100 Standard
Note: The purpose of an Internal Audit is not to “pass the test.”
The goal is to surface issues and opportunities and address them
through the Corrective and Preventive Action System.
While not explicitly stated, the general expectation is that Internal
Auditors receive training on auditing techniques and the Standard;
sixteen hours of training are typical.
33. 8.2.3 Monitoring & Measurement of Processes
Ability to meet performance objectives
Maintain capability and improve if needed
AS9100 states actions
required in the event of
process nonconformity
8.2.4 Monitoring & Measurement
of Product
Verify requirements are met
Results recorded
Record authority responsible for release to customer
AS9100 additional requirements:
Key characteristics monitored and controlled
Sampling plan specifics
Positive recall consideration
Documentation of Inspection plans, instructions,
measuring instruments and records to provide
evidence of product qualification
Documents accompanying product are present at
delivery
The AS9100 Standard
Copyright ETI Group 2014 Page 32
34. 8.3 Control of Nonconforming Product
Identification and control of any defective
material/product to prevent its use
Determination of actions to take
Re‐verification after rework/repair
Evaluation of need for recall of shipped product
AS9100 additional requirements:
Applies to customer returns
Process for approval of personnel who disposition
product
Restrictions on use‐as‐is or repair dispositions
Taking actions to contain the effect of
nonconformity on other processes or products
Requirements for scrap marking and disposal
Timely reporting of nonconforming product to
other parties
Page 33Copyright ETI Group 2014
The AS9100 Standard
35. The AS9100 Standard
8.4 Analysis of Data
Determine, collect and analyze appropriate data, Purpose:
Demonstrate suitability and effectiveness of QMS
Evaluate improvement opportunities
Include data generated by monitoring/measuring activities & other
relevant sources
Analyze data for information on:
Customer satisfaction
Conformity to product requirements
Characteristics & trends of processes and products
Look for Preventive Action opportunities
Supplier performance
8.5.1 Continual Improvement
Continually improve organization’s performance
Use Policy, objectives, audits, data, CAPA and Management Review
to facilitate improvement
AS9100 additions:
Organization must monitor implementation of improvement
activities and evaluate effectiveness of results.
Opportunities can result from lessons learned, problem resolution,
benchmarking of best practice
8.5 Improvement
Copyright ETI Group 2014 Page 34
36. 8.5.2 Corrective Action
Defined, documented process; comprehensive
Eliminate cause(s) to prevent recurrence
Appropriate to the impact
AS9100 adds requirements for:
Flow down of Corrective Action (CA) to suppliers
Specific actions where timely &/or effective CA not achieved
Determining whether additional nonconformities exist based on
causes found, and taking appropriate action
8.5.3 Preventive Action
Basically same process as Corrective Action but uses data proactively
Detect — Analyze — Eliminate causes of potential problems
AS9100 notes Preventive Action (PA) examples such as risk
management, error proofing, FMEA, information on product
problems received from external sources
The AS9100 Standard
Corrective Action versus Preventive Action
Copyright ETI Group 2014 Page 35
37. 15 Steps to Implement
AS9100
Designing, documenting and implementing an AS9100 QMS is a
significant undertaking. Typically, ETI Group recommends and uses a four
phase approach to assist clients in implementing a system that meets the
specific needs of their business.
Phase 1
Phase 2
Planning and
Design
Documentation
Development
Establish Quality
System Structure
Design/Document
Management
Processes
Establish
Measurement
Program
Design/Document
Operations
Processes
Implementation
Assessment and
Registration
Phase 3
Phase 4
This approach has been successfully used by ETI Group to assist more than
650 organizations, both large and small, manufacturing and service to
implement a QMS. A task by task overview of this approach is provided on
the following pages.
Page 36Copyright ETI Group 2014
38. 15 Steps to Implement
AS9100
Step 1 — Decision Making and Commitment
The first task is for top management to decide if the company should
pursue AS9100 registration.
To make an informed decision, top management should have a good
understanding of AS9100 from a business point of view, the concepts
behind AS9100, the general process for implementation and the
requirements of the standard as they apply to your company.
Top management must also demonstrate its commitment and
determination to implement an AS9100 Quality System in the
organization. Without top management commitment, no quality
initiative can succeed.
PHASE 1: PLANNING AND DESIGN
Page 37Copyright ETI Group 2014
39. 15 Steps to Implement
AS9100
1.1 Top Management Commitment
To provide evidence of commitment to the development and
implementation of a QMS and continually improve its effectiveness, top
management can achieve this by:
Communicating to the organization the importance of meeting
customer, statutory and regulatory requirements,
Defining the organization's quality policy and making this known to
every employee,
Ensuring that quality objectives are established at all levels and
functions,
Ensuring the availability of resources required for the development and
implementation of the quality management system, and
Conducting the required management review meetings.
Top management should also consider
actions such as:
Leading the organization by example,
Participating in improvement projects,
Encouraging the involvement of all
employees.
Page 38Copyright ETI Group 2014
40. 15 Steps to Implement
AS9100
Top management should identify the goals to be achieved through the
Quality System. Typical goals may be:
To become more efficient and profitable
To produce products and services that consistently meet customers'
needs and expectations
Improve customers satisfaction
Increase market share
Reduce costs and liabilities
AS9100 is implemented by people. The next step is to establish an
implementation team and appoint a Management Representative (MR) as
its coordinator to plan and oversee implementation. Implementation team
members should include representatives of all organizational functions ‐
Marketing, Design, Development, Planning, Production, Quality control, etc.
Step 2 — Implementation Team & Management Representative
The “Management Representative” is your
company's point‐person and soon to be expert on
AS9100. In the context of the standard, this person
acts as the interface between your top
management and the AS9100 registrar. This role
is, in fact, much broader than that. The
Management Representative should also act as
the organization’s “Quality System Champion."
Page 39Copyright ETI Group 2014
1.2 Top Management Commitment
41. 15 Steps to Implement
AS9100
The standard makes it very clear that the Management Representative
takes on the three responsibilities described below.
1. Quality System Maintenance. Ensuring that Quality Management
System processes are established, implemented and maintained.
2. Reporting on Quality System performance. Reporting to top
management on how well, or poorly, the Quality Management System is
performing, including identifying any needs for improvement.
3. Promoting customer requirements. Ensuring all employees are aware
of customer requirements. It is essential that all employees understand
what the customer needs, and how they can affect how well the company
satisfies these needs.
The MR must be a person with:
The total backing of the CEO,
A genuine and passionate commitment to
quality in general and the Quality
Management Systems in particular,
The respect resulting from rank and/or
seniority to influence people at all levels and
functions of the organization, and
A good knowledge of quality methods in
general and AS9100 in particular.
2.1 Management Representative (MR) Responsibilities
Page 40Copyright ETI Group 2014
44. 15 Steps to Implement
AS9100
Step 5 — Implementation Planning
After the gap assessment, you should have a clear picture of how your
existing Quality System compares with the AS9100 standard.
A detailed implementation plan should be developed that identifies and
describes task required to make your Quality System fully compliant with
the standard. This plan should be thorough and specific, detailing:
Quality documentation to be developed
The relevant AS9100 standard section
Person or team responsible
Approvals required
Training required
Resources required
Estimated completion date
These elements should be organized into a detailed chart, to be reviewed
and approved by top management. The plan should define responsibilities
of different departments and personnel and set target dates for the
completion of tasks. Once approved, the Management Representative
should control, review and update the plan as documentation and the
implementation process proceeds.
A “high‐level” 12‐month implementation action plan is shown on the
following page.
Page 43Copyright ETI Group 2014
45. 15 Steps to Implement
AS9100
Month 1 Month 3 Month 5 Month 7 Month 9 Month 10 Month 12
Gap assessment &
planning
Develop documentation
Registrar Selection
Implement Quality System
& train employees
Internal Audits
Page 44
Appoint MR &
establish team
Employee
awareness training
Management Review
and corrective actions
Stage 1
Registration Audit
Stage 2
Registration Audit
Corrective Actions
‘High‐level” 12 month implementation plan
Copyright ETI Group 2014
46. 15 Steps to Implementing
AS9100
There is no right or wrong way to document your Quality Management
System. We believe that your company should start with the minimum
requirements. This would include your Quality Manual and six
documented procedures that are currently required to create an AS9100
QMS: Document Control; Control of Records; Internal Audit; Non‐
Conforming Product; Corrective Action and Preventive Action.
There will be some additional documented procedures that will be
helpful for your staff to follow while working on your company’s various
processes. These can be determined during the planning stage and
should be included in your implementation project plan.
PHASE 2: DOCUMENTATION DEVELOPMENT
Step 6 — Documentation Development
Minimum Requirements
Quality Manual
6 Procedures
20 Records
The “Right‐Size” Quality Management System
Plus Additional Key Processes
Overkill
Copyright ETI Group 2014 Page 45
48. 15 Steps to Implementing
AS9100
Quality Manual (Continued)
Procedures are “high‐level” documents that detail how the organization’s
processes are designed and controlled and the checks that are carried out.
Work Instructions are very specific,
and detail all necessary instructions
required for performing a specific task.
Page 47Copyright ETI Group 2014
The Quality Manual is usually written early on in your QMS implementation.
Processes and procedures may change as your organization works through
the documentation process. It will be necessary to go back and revise the
Quality Manual to bring it back up to date and ensure that the correct process
interfaces are defined and responsibilities and authorities documented.
Lists provide information. They can
also be incorporated into the back of a
procedure as additional information
(Appendix, Attachments, etc.).
Forms capture records for data/information required to support or confirm
processes. Forms can be separately controlled documents and/or included
within the appropriate procedure.
Records must be maintained to show compliance to quality system
requirements.
49. 15 Steps to Implementing
AS9100
Evidence that metrics are used to monitor and improve
processes (Quality Objectives)
Management Review Meetings
Employee Competence, Awareness, and Training
Product planning meets customer requirements
Contract review and actions arising from the review
Design and development planning, inputs, reviews,
verification, validation (including changes to designs)
Supplier evaluation and re‐evaluation
Results of monitoring and measuring
Internal Audits
Approval to release product for delivery
Action taken on non‐conforming product
Corrective Action
Preventive Action
6.2 Record Keeping ‐ Quality records provide objective evidence of your
compliance to many of the AS9100 requirements. You must keep your
records up to date to prove compliance during your registration or
subsequent surveillance audits. Minimum required records include but
are not limited to:
Copyright ETI Group 2014 Page 48
50. 15 Steps to Implementing
AS9100
Your company probably already has some documented policies and/or
procedures. Although they may be incomplete, lack specific detail, be out
of date, or are not integrated with other business processes as required by
the AS9100 standard.
Make a list of all these documents, including procedures, work instructions,
forms and lists and include their current status… incomplete, lacking detail,
out of date, inaccurate, not integrated with other business processes, etc.
There may also be some areas of the business which you choose not to
include within the scope of your QMS, such as finance or business strategy
documents.
Areas deemed out of scope must not have an impact on product quality
and should not be included in your QMD documentation, although these
areas should be listed in the exclusions documented in your Quality
Manual.
6. 3 Documentation – Getting Started
Consider the primary audience for the document and use language and
vocabulary that is appropriate for the company and for the users.
Copyright ETI Group 2014 Page 49
51. 15 Steps to Implementing
AS9100
6. 4 Documentation – Map Current Processes
Purchasing
Verify Price &
Availability with
Supplier
Purchasing
Create Purchase
Order
Purchasing Mgr
Review and
Approve PO
Purchasing
Monitor Supplier
Performance
Done
Purchase Order
Purchasing
Forward to
Supplier
Yes
Start
Requestor
Identify Product
Service to Purchase
Supplier on
Approved
List ?
No
Approved Vendor
List
Purchase Request
Form
FORM # 7.4 - 2
Requestors Mgr.
Review / Approve
Purchase Request
Approved ?No
Yes
Requestors Mgr.
Return with
Explanation
Supplier
Evaluation &
Selection Process
Map the processes used to manage the quality framework, including
their sequence and interaction with each other. Ensure that all
stakeholders are included in the mapping process and gaps are noted
where documents are missing or where a process needs to be updated
to meet a requirement of the AS9100 standard.
Typical Process Map
Copyright ETI Group 2014 Page 50
52. 15 Steps to Implementing
AS9100
Documenting your Quality System is challenging and time‐consuming but
can be simplified with good pre‐designed templates or the help of an
experienced consulting firm. If you choose to purchase templates they
should be chosen carefully as they will have a significant impact on the
effort you spend on implementation, and even more importantly, on how
efficient and business‐friendly your company's Quality System will be.
Page 51Copyright ETI Group 2014
6.6 Create a Company Quality Policy
6.5 Templates for Controlled Documents
Templates should be developed for all of the controlled document types
you intend to use. Templates should have consistent styles and formats so
that documents are easy to read and navigate.
Each template must meet controlled
document requirements. Procedures
and Work Instructions should have
Purpose, Scope and Responsibilities
sections. A company logo can also be
included with the document header.
We have all read an organization’s posted “Mission Statement” when
entering their establishment. A Quality Policy is similar but addresses the
specific requirements of AS9100. This is the foundation of your QMS and
establishes top management’s commitment to Quality. It should also be
communicated throughout your organization.
53. 15 Steps to Implementing
AS9100
6.7 Top Level Quality Objectives
The framework for determining your Quality Objectives is
established in your organization’s Quality Policy, these
objectives are present at all levels of the organization, they
establish measureable processes to assure your product or
service meets stated requirements.
6.8 Determining Interactions
One of the many benefits in creating
your QMS is improved communications
between departmental functions.
Accomplishing this requires that you
clearly define these departmental
functions and identify their interactions.
You can use the Quality Manual,
6.9 Determine Authorities
Another benefit of your QMS is the requirement to clearly define and
document authorities. It is not uncommon in many organizations to
make staff responsible for something without giving them a clearly
defined authority to see the task through. This often leads to stress and
low morale.
Copyright ETI Group 2014
AS9100
A Foundation
for Excellence
Documented Procedures, or a Process Flow Chart to do this.
Page 52
55. 15 Steps to Implementing
AS9100
Page 54Copyright ETI Group 2014
Management should review all of
the documentation to ensure it
meets the operational needs of the
business as well as As9100
requirements. Following the
reviews, subsequent revisions, and
final management approval,
documentation is released for use
PHASE 3: IMPLEMENTATION
The newly documented Quality
System is put into practice
throughout the company.
Management and employees
are trained on the new or
revised work processes,
procedures and work
instructions as formalized in
your documentation.
Step 8 — Implementation and Employee Training
Step 7 — Review and Release Documents
56. 15 Steps to Implementing
AS9100
Page 55Copyright ETI Group 2014
Is the certification body recognized by your company’s customers?
Does the certification body auditor(s) have experience in your
organization’s business sector?
Is you organization comfortable working with your auditor(s) as both
sides have to work together for a long period of time?
Last but not least, we consider it important that your actual auditor is
based geographically close to you, otherwise travel expenses for your
auditor’s visit to your facility could be very high?
System certifications. The registrar will audit your
company's Quality System and if the audit is
successful – issue the Quality System certificate.
When choosing a certification body to carry out
your As9100 registration audit, some selection
criteria should be taken into account:
Is the certification body accredited and, if so,
by whom? Accreditation means that the
certification body has been officially
approved as competent to carry out
certification by a national accreditation body.
Step 9 — Quality System Registrar Selection
It is advisable to select a Registration Body that is suited to your
organization early in your implementation project. The registration body
is an independent organization that is officially accredited to issue Quality
57. 15 Steps to Implementing
AS9100
The criteria for the audit, scopes, frequencies and methods should also be
defined. The person(s) responsible for the audit, should be objective and
impartial, the only restriction is that they cannot audit their own work.
Step 10 — Internal Auditor Training & Commence Internal Audits
AS9100 and related standards require that your company periodically
perform an internal audit to evaluate the effectiveness of your Quality
System and check that it complies with AS9100 requirements as well
as your organization’s own documented work practices.
Internal audits are also a great help implementing your Quality System
and a complete internal audit of your Quality System is required before
you can pass your registration audit.
Your internal audit program should be
planned, taking into consideration
the status and importance of the
different processes that are running
in your organization.
At least two of your employees
will need to be trained as
internal auditors.
A quality audit is a: “Systematic, independent and documented process
for obtaining audit evidence and evaluating it objectively to determine
the extent to which audit criteria are fulfilled.”
Copyright ETI Group 2014 Page 56
59. 15 Steps to Implementing
AS9100
Step 13 – Corrective Actions
Following your stage 1 audit, management will review the results and
make corrective actions to fix any non‐conformances (activities that are
not in compliance with the requirements of the standard and/or your
own documented work practices) found during the stage 1 registration
audit
PHASE 4: ASSESSMENT AND REGISTRATION
Step 12 — Stage 1 Registration Audit
When you Quality System has
been in operation for a few
months and has stabilized, it is
normally time to schedule your
stage 1 registration audit.
Your selected registration body
will first carry out an audit of
your documentation and then, if
your documents meet the
requirements of the standard ,
the registrar will visit your facility
Page 58Copyright ETI Group 2014
and perform a stage 1 Audit to ensure all applicable AS9100 or related
standard requirements have been met.
60. 15 Steps to Implementing
AS9100
Task 14 — Stage 2 Registration Audit
Your selected Registrar will perform a stage 2 Registration Audit to ensure
all applicable AS9100 or related standard requirements have been met
and that you have corrected any non‐conformances found during the
stage 1 audit.
Following the successful completion of the stage 2 audit your company
will be awarded an AS9100 certificate, generally
for a period of three years. During this three‐year period, your
registration body will carry out periodic surveillance audits to ensure that
the system is continuing to operate satisfactorily.
Task 15 — Continual Improvement
Certification to AS9100 should not be an end.
You should continually seek to improve the
effectiveness and suitability of your Quality
System through the use of your:
Quality policy
Quality objectives
Audit results
Analysis of data
Corrective and preventive actions
Management review
Page 59Copyright ETI Group 2014