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Assignment 3
Gunjita
Harshita
Shweta
ISO 9000
DEFINITION
The ISO 9000 family of quality management systems standards is designed to help
organizations ensure that they meet the needs of customers and other stakeholders while meeting
statutory and regulatory requirements related to a product or program. [1] ISO 9000 deals with the
fundamentals of quality management systems, [2] including the eight management principles
upon which the family of standards is based. [2] [3] [4]
[1] - Poksinska, Bozena; Dahlgaard, Jens Jrn; Antoni, Marc (2002). "The state of ISO 9000 certification: A study of Swedish
organizations". The TQM Magazine
[2] - Tsim, Y.C.; Yeung, V.W.S.; Leung, Edgar T.C. (2002). "An adaptation to ISO 9001:2000 for certified organisations".
Managerial Auditing Journal.
[3] - (PDF) http://www.iso.org/iso/qmp_2012.pdf
[4] - Beattie, Ken R. (1999). "Implementing ISO 9000: A study of its benefits among Australian organizations". Total Quality
Management.
EVOLUTION [5]
The ISO 9000 standards have evolved over the years and thus have several versions like:
1987 VERSION
ISO 9000:1987 had the same structure as the UK Standard BS 5750, with three "models" for
quality management systems, the selection of which was based on the scope of activities of the
organization:
[5]- https://en.wikipedia.org/wiki/ISO_9000
ISO 9003:1987 Model for quality assurance in final inspection and test covered only the
final inspection of finished product, with no concern for how the product was produced.
1994 VERSION
ISO 9000:1994 emphasized quality assurance via preventive actions, and continued to require
evidence of compliance with documented procedures. In some companies, adapting and
improving processes could actually be impeded by the quality system.
2000 VERSION
ISO 9001:2000 replaced all former standards of 1994 issue, ISO 9001, ISO 9002 and ISO 9003.
The changes made include:
2008 VERSION
ISO 9001:2008 only introduced clarifications to the existing requirements of ISO 9001:2000 and
some changes intended to improve consistency with ISO 14001:2004. There were no new
requirements.
2015 VERSION
In 2012, ISO TC 176 - responsible for ISO 9001 development - and concluded that it is
necessary to create a new QMS model for the next 25 years. This was achieved by combining the
process approach with risk-based thinking, and employing the Plan-Do-Check-Act cycle at all
levels in the organization.
Some of the key changes include:
Risk-based thinking throughout the standard makes the whole management system a
preventive tool and encourages continuous improvement.
Alignment with other key management system standards through the use of a common
structure and core text [6]
BACKGROUND
Appointing a management
representative to
coordinate quality
management system
activities
Detailed knowledge of
quality methods in general
and ISO 9000 in particular
Quality
documentation
to be developed
Objective of the
system
Pertinent ISO
9001:2000
section
Person or team
responsible
Approval
required
Training required
Resources
required
Estimated
completion date
Once approved, the Management Representative should control, review and update the plan as
the implementation process proceeds.
Approval for
adequacy by
authorized person (s)
before issue
Identification of
changes and of the
revision status of
documents
Availability of relevant
versions of
documents at points
of use
Identification and
control of documents
of external origin
Assurance of legibility
and identifability of
documents
Prevention of
unintended use of
obsolete documents
.
Step 9. Implementation
It is good practice to implement the quality management system being documented as the
documentation is developed, although this may be more effective in larger firms. Where phased
implementation takes place, the effectiveness of the system in selected areas can be evaluated.
The implementation progress should be monitored to ensure that the quality management system
is effective and conforms to the standard. These activities include internal quality audit, formal
corrective action and management review.
When the installed quality management system has been operating for three to six months, an
internal audit and management review should be conducted and corrective actions implemented.
Results of audits
Customer feed-back
Process
performance and
product conformity
Status of preventive
and corrective
actions
Follow-up actions
from previous
management
reviews
Recommendations
for improvements
Quality policy
Quality
objectives
Audit results
Analysis of
data
Corrective and
preventive
actions
Management
review
CERTIFICATION [5]
ISO does not certify organizations itself, certification bodies which audit organizations
issue ISO 9001 compliance certificates. Although commonly referred to as "ISO 9000"
certification, the actual standard to which an organization's quality management system
can be certified is ISO 9001:2015 (ISO 9001:2008 will expire by around September
2018). Many countries have formed accreditation bodies to authorize ("accredit") the
certification bodies.
An organization applying for ISO 9001 certification is audited based on an extensive
sample of its sites, functions, products, services and processes. The auditor presents a list
of problems (defined as "nonconformities", "observations", or "opportunities for
improvement") to management. If there are no major nonconformities, the certification
body will issue a certificate. Where major nonconformities are identified, the
organization will present an improvement plan to the certification body (e.g., corrective
action reports showing how the problems will be resolved); once the certification body is
satisfied that the organization has carried out sufficient corrective action, it will issue a
certificate. The certificate is limited by a certain scope (e.g., production of golf balls) and
will display the addresses to which the certificate refers.
An ISO 9001 certificate is not a once-and-for-all award, but must be renewed at regular
intervals recommended by the certification body, usually once every three years. There
are no grades of competence within ISO 9001: either a company is certified (meaning
that it is committed to the method and model of quality management described in the
standard) or it is not.
[5]- https://en.wikipedia.org/wiki/ISO_9000
Funding for establishing the quality system is inadequate: Critics of ISO 9000
contend that achieving certification can be a very costly process, especially for smaller
firms.
Heavy emphasis on documentation: The ISO 9000 certification process relies heavily
on documentation of internal operating procedures.
Length of the process: Business executives and owners familiar with the ISO 9000
registration process warn that it is a process that takes many months to complete. It took
businesses an average of 15 months to move from the early stages of the process to
passage of the final audit, and that processes of 18-20 months or even longer were not
that uncommon.
The implementation of standard removes the creative element of the program
Standards force people to change their methods
Plan
Do
Act
Check
Benefits
It can be applied to any type of organization.
It help in maintaining an efficient quality system in an organization.
It creates confidence in customer on the quality of product supplied.
It act as competitive barrier.
[14]
[15]
https://en.wikipedia.org/wiki/ISO_14000
http://www.slideshare.net/Viishjoshi/iso-14000-28513664
regularly. The process was a gradual improvement over many years, which therefore involved
different managers and which catered for the changing requirements of ISO 9000. However,
some procedures were in place in certain areas such as the laboratory for scouring and dyeing
The quality system after ISO 9000 Implementation of ISO 9000 in A British Textile Mill 375
After ISO 9000 implementation, they had achieved a cultural change: everybody was responsible
for quality and responsibility was delegated to the lowest organizational level possible. In a
quality management program, quality was defined as meeting users needs and wishes and was
built in as a result of total commitment. The problem-solving approach was structured,
participatory, and process-oriented (cross-functional). The company established a quality
assurance department which was in charge of the following work:
incoming material inspection-in sampling;
outgoing product inspection-100%;
ISO 9000 implementation
customer complaints The site director was in charge of production control and process
control.
METHODS OF PREPARATION
Since the company had an experienced quality department, which had a good command of the
full range of integrated management tools, and since the quality assurance team were
enthusiastic, it was possible to achieve and maintain certification without the help of an external
consultant. The company established a seven-stage programme to achieve certification as
follows:
Stage 1: Chief executive decision and commitment
Stage 2: Education and training
Stage 3: Preparation of quality manuals, operations procedures and working instructions
Stage 4: Implementation
Stage 5: Internal audits and corrective actions continue
Stage 6: Pre-assessment by BSI
Stage 7: Registration
First of all, Parkland held some quality courses within the company using those directors who
had graduated from the Philip Crosby Quality College as lecturers.
In the second stage of preparation, the quality assurance manager was sent to an ISO 9000
seminar, attended and passed a five day lead assessors course. An internal auditing course was
developed by the quality assurance manager for quality control personnel within the company.
This consisted of sixteen hours in-house training designed to develop the knowledge necessary to
become an internal auditor and to guide delegates to a better understanding of how to prepare,
conduct and report on audits. Furthermore, the company was convinced that everyone on the
shop floor must be responsible for quality. Therefore, a booklet about BS 5750 was distributed to
each operative for their self-study.
Preparing a quality manual, procedure and working instruction
First of all, they interpreted the ISO 9000 standards to their own needs. All divisional quality
manuals such as design and marking, quality and technical, weaving, dyeing and finishing, and
sales, were structured in an identical manner. When the manual was written, the following
existing procedures and working instructions were simultaneously amended to give a more
detailed description of the jobs within the quality system.
Procedures:
1. General procedure
2. Purchasing and production
3. Yarn testing
4. Fabric production
5. Design and development
6. Customer complaints
Working instructions:
1. Goods in and sort
2. Batching
3. Milling and wash off
4. Bleaching and dyeing
5. Burling
6. Decate
7. Shrink and relax
8. Warehouse
For the preparation of procedures and instructions which did not already exist, individual
managers and supervisors wrote the draft, which was then edited by the quality assurance
manager. Since Parkland was a medium sized enterprise, their quality system was simple and
clearly established. They merely prepared appropriate written procedures and instructions for
what they needed.
Document control
All quality manual documents were prepared in the way prescribed in ISO 9000.
All procedures and related documents were issued to a registered list of recipients
Only registered holders of procedures received new issues and updates. Controlled and
uncontrolled procedures were clearly identified by signature, and obsolete copies were
retained for reference.
The master procedures manuals were held in the quality assurance department and the
department procedures control sheets identified changes, approvals and issue dates of all
procedures and changes.
DIFFICULTIES EXPERIENCED
Increased paper work
According to Miss Strachan, quality assurance manager of Parkland, the assessors pressed for the
paperwork system to be further developed. Therefore, a large amount of paperwork was required
and a considerable amount of time was required in the preparation of additional documentation.
Lack of commitment
Some managers did not recognize the need for their own contribution to quality management.
When an internal audit was carried out, several non-compliances were found and corrective
actions required, However, corrective actions were not completely implemented. Irrespective of
how busy they may be, the omission of quality management activities by production personnel
was never condoned by senior management. Some managers also often misinterpreted their
quality management obligation as an extra burden unrelated to their real job.
LESSONS LEARNED
1. Every company should implement ISO 9000 to suit their individual needs. Miss Strachan,
quality assurance manager, stressed the need to adopt a quality system appropriate to a
companys needs. She believed that her efforts to achieve this were largely responsible for the
success of the current system.
2. ISO 9000 provided a basis for continuous improvement. At Parkland Manufacturing,
continuous improvement was identified as a priority for the ISO 9000 program initiated in 1989.
ISO 9000 not only satisfied the requirements of contract, at a point in time, but also provided a
basis for continuous improvement. For instance, delivery time of dyed cloth was reduced from
six to eight weeks to three weeks and delivery time of color woven type fabrics was also reduced
from ten to twelve weeks to six weeks. According to Parkland, it was emphasised that when the
ISO 9002 quality manual was implemented as a total system, the attainment of continuous
improvement on a well-managed basis was very evident.
IMPACT OF ISO 9000 ON THE COMPANY
In conclusion, according to Miss Strachan, Our companys experience with quality management
systems based on ISO 9000 has been a positive one,
The benefits included:
Parkland director, Mr. Malcolm Campbell, said A year ago we were quoting six to eight weeks
for dyed cloth and now, on a planned contract basis, we can do it in three weeks. On color
woven types fabrics, we are now doing it in six weeks. He added, we have taken a lot of
business away from our competitors because they have not been making the necessary changes
to achieve quick response to customers requirements.
PLANS FOR THE FUTURE
Parkland realized that ISO 9000 certification was not the end of journey. Instead, it established
the base upon which the quality superstructure should be built, not only as a means to gain
publicity and marketability but also to achieve continuous quality improvement
They emphasised that the quality system installed in compliance with ISO 9000 must be
designed to increase efficiency, productivity and to achieve continuous improvement in quality.
Furthermore, at Parkland Manufacturing, there were four plants located at Huddersfield,
Bradford, Oldham and Halifax. The Huddersfield, Bradford, and Oldham plants had already
received their ISO 9000 certification. Parkland was so confident of this new approach toward
quality management that the Halifax plant was going to prepare for its certification in the future.
The objectives of the Ngoc-Tuan Shoe Company in applying ISO 9000 were to:
Create an environment that encouraged people to practice quality management
Improve production processes to reduce the number of defective products
Improve shoe quality to make its products competitive in the market
Qualify for tender
Advertisement purposes
Since the Ngoc-Tuan Shoe Company was a pioneer in applying ISO 9000 in the shoe industry, it
received financial support of VND100 million (about US$7000) from the Ministry of Industry to
carry out the application process. Moreover, based on a request from the company, the Ministry
Observations
Since the granting of ISO 9000 certification over three years ago profound changes have
occurred at the Ngoc-Tuan Shoe Company. This is immediately evident upon entering the
facilities. Contrary to pre-certification, the physical plant is now well maintained and orderly.
There is new motorcycle and car park and all facilities have a clearly marked signboard. The
atmosphere in the company is now one of friendliness and professionalism.
In a follow-up meeting with some workers and administration officers who were interviewed in
2000 and 2001, it was clearly evident they are very proud of the changes in the company, and
attribute the positive factors to the new quality management system. Comments from employees
were:
Now we are sure that we can make a good quality product
ISO 9000 is necessary to us
We have more convenient summer holiday provided by the company thanks to less
waste due to defective products. ISO 9000 has made this possible
The better implementation of ISO 9000, the more benefits we get.
Although data on the financial situation of State Owned Enterprises are not available, it can be
concluded that financial capital to undertake investment and upgrade facilities has come from
profits generated by the firm.4 Workers also seem to have benefited from the improvement in
firms financial health as salary levels in 2004 were 50 percent higher than in 2001; increasing
from between VND450,000 and 650,000 (around US$30-40) to between VND700,000 and
900,000 (around US$45-60) per month. This rate of increase also applied to top management and
heads of department.5
Additional changes included offering days off on major holidays, allowance every month of
around VND100,000
4.In SOEs in Vietnam, the board of directors usually try to transfer profits to reinvestment capital so the company does not have to contribute full
profits to the government budgets.
5. The actual figures are not available, but top management salaries are estimated to have increased from between VND1,500,000 and 2,000,000
(around US$100-125) to between 3,000,000 and 5,000,000 (around US$200-310) per month. In addition, a one-month bonus is generally paid at
the end of the year.