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Michael F. Meuser
 Today¶s Discussion
ð Brief History of the International Organization for Standardization
ð Differences between ISO 9000:2000 and ISO 9000:1994
ð Focus on the interrelationships of ISO and ITIL Quality Management Systems
ð Overview of how to combine ISO and ITIL compliance efforts into a working
solution which provides your customer and your company with the best practices
in IT Service and Quality Management Systems
ð Using both ISO and ITIL for continuous improvement in the goal of
Total Quality Management

Today¶s Goal --
Make our discussion today valuable in that it relates to your
company or organization and you understand the value of
implementing ISO and ITIL Quality Management Systems
International Organization
for
Standardization
 How ISO really started
International standardization began in the electro technical field:
the International Electro Technical Commission (IEC) was created
in 1906. Pioneering work in other fields was carried out by the
International Federation of the National Standardizing Associations (ISA)
which was set up in 1926.

The emphasis within ISA was very heavy on mechanical engineering. ISA's activities ceased in
1942 due to the Second World War. Following a meeting in London in 1946, delegates from 25
countries decided to create a new international organization "the object of which would be to
facilitate the international coordination and unification of industrial standards". The new
organization, ISO, began to function officially on 23 February 1947.

The first ISO standard was published in 1951 with the title, "Standard reference temperature for
industrial length measurement".
 International Organization for
Standardization

ISO is not an acronym for the International Organization

for Standardization, Shouldn't the acronym be "IOS"? Yes,
if it were an acronym ´ which it is not.

In fact, "ISO" is a word, derived from the Greek isos,

meaning "equal³. Remember the isosceles triangles from
school, meaning equal sided or "isometric" of equal measure
or dimensions. ISO is valid in English, French and Russian,
the three official languages of ISO.
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 What¶s in it for Me?
Why should my company either update our existing ISO program to 9000:2000
or why should my company take the time and expense of adopting the ISO
philosophies and establishing a quality program

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ISO requires "the responsibility, authority, and the interrelation

of all personnel . . . shall be defined and documented" to prevent
this from ever happening.
The results of a very recent Quality Systems Update from
Deloitte & Touche confirmed the most important external
benefits of an ISO compliant system:
· 83% reported improved management control
· 70% claimed real improvements in customer service
· 64% said ISO 9000 improved their ability to bid for contracts
· 48% increased their market share
More than 280,000 ISO 9000 certifications are in force today.

You can learn more at the ISO website: www.iso.ch

 Differences

ISO 9001:1994

and

ISO 9001:2000
 ISO 9000:1994
4.1 Management Responsibility 4.11 Control of Inspect, Measuring and Test Equip
4.2 Quality System 4.12 Inspection and Test Status
4.3 Contract Review 4.13 Control of Nonconforming Product
4.4 Design Control 4.14 Corrective and Preventative Action
4.5 Document and Data Control 4.15 Handling, Storage, Pack, Preserv & Delivery
4.6 Purchasing 4.16 Control of Quality Records
4.7 Control of Customer Supplied Products 4.17 Internal Quality Audits
4.8 Product Identification and Traceability 4.18 Training
4.9 Process Control 4.19 Servicing
4.10 Inspection and Testing 4.20 Statistical Techniques

ISO 9000:2000
ð ISO 9000 - describes fundamentals of quality management systems and specifies the terminology for
quality management systems.
ð ISO 9001 - specifies requirements for a quality management system where an organization needs to
demonstrate its ability to provide products that meets product and applicable regulatory requirements
and aims to enhance customer satisfaction.
ð ISO 9004 - provides guidelines that consider both the effectiveness and efficiency of the quality
management system. The aim of this standard is to improvement the performance of the organization
and satisfaction of customers and other interested parties.
ISO 9000:2000 DIFFERENCES
The new standards consist of three basic documents:

ðISO 9000 - Fundamentals and vocabulary

ðISO 9001 - Requirements

ðISO 9004 - Guidance for performance improvement

The old ISO 9002 and 9003 standard numbers will no longer be used.

The 20 elements that form the structure of the current ISO 9000:1994 series standards are folded into a
new structure with four main sections:

1. Management responsibility
2. Resource management
3. Product and/or service realization
4. Measurement, analysis and improvement

These four sections describe the four phases of a fundamental concept for the new standards referred to
as the Process Model.
Interrelationships
of
ISO and ITIL
There are several areas within the ITIL Best Practices
that interact with ISO 9000:2000

ð Configuration Management
The main objective of Configuration Management is to control the
environment for which it was built. This would include: (when applicable)

- process control, identification of product or service, traceability of product

or service, documentation control, inspection and testing status, etc.

ð Incident Management
This practice serves as continuous tracking of:

- performance to specified requirements

- control of nonconforming product SW/HW, services and quality records
There are several areas within the ITIL Best Practices
that interact with ISO 9000:2000 (cont.)

ð Problem Management
Plays a major role in the control of nonconforming products and corrective actions. Process
contributes to design changes needed to have configuration items changed to a desired
status and assure proper implementation.

ð Change Management
Very similar to problem management yet it plays a central role in process control functions
and various other ITIL processes.

ð Software Control and Distribution

The relationship with this ITIL element is mostly in the Inspection and Test areas. It is also
very apparent with it¶s involvement in the handling, storage and delivery processes.
There are several areas within the ITIL Best Practices
that interact with ISO 9000:2000 (cont.)

ð Availability Management
This ITIL component generates and gives rise to a higher quality of Service Level
Management.

ð Capacity Management
Has a major contribution to the ISO 9004 stipulations in that it specifies the requirements of
service needs and is defined in terms of characteristics which effect service performance.

ð Cost Management
The Cost Management process contributes to the ISO 9001requirements in the aspects of
contract review and design inputs, outputs and changes. This ITIL process also goes beyond
ISO 9000:2000 in relating to the ³Cost of Quality´ which is found in the prerequisites of the
Malcolm Baldridge Award.

ð Contingency Planning
Many aspects of Contingency Planning relate to ISO in contract review, design control,
document control, purchasing and most importantly internal quality auditing.
There are several areas within the ITIL Best Practices
that interact with ISO 9000:2000

Conclusion:

If (not ³if´ but when) your company is to become ISO certified and you have
these ITIL Best Practices established, this will facilitate the process many times
over.

If your company is already ISO certified and are considering ITIL Best
Practices, you already have a major advantage in the steps to ITIL compliance.

It is expected that in 2003 and 2004 the ITIL process framework will officially be
recognized as a main contributor to become ISO-9000 certified for IT¶s Service
Management activities.

So do not waste your time and efforts in reinventing the wheel. Use the already
established frameworks of ISO 9000:2000 and ITIL Best Practices.
 Combining

ISO and ITIL

Compliance Efforts
 #1
Senior Management to embrace and understand
the value of ISO and ITIL working together
ð Appoint champions in each of your company departments
ð Train/certify management, champions and all involved staff
ð Include ISO and ITIL implementation progress on the agenda of
every team meeting
ð Make ISO and ITIL part of your Corporate policy and life
 

 
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åhich way do we go???

International Organization
for Standardization

Information Technology
Infrastructure Library

Total Quality
Management
The Final and Logical Answer Is!
Take these standards, systems and processes
and place them in the direction your
company will most benefit from

TOTAL QUALITY MANAGEMENT

 Total Quality Management
(TQM)
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 The Basic Principles of
Total Quality Management are:

1) Document what you do

2) Do what you document

3) Maintain and Continuously

Improve It!!!
 Why does your company need Total Quality Management?

.........¶cause it leads to daily continuous improvement and«...

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 Total Quality Management

ISO 9001 - ITIL Quality Management

Company Quality Program

Company Quality Systems

 President

Corporate Objective Sets Quality Policy Strategic Objectives

(including strategic quality
goals and strategic quality
direction)
Performance and Result Reporting
Quality Policy and Strategy

Executive Steering
Company-Wide Committee
Performance Measures
Assures improvement in
quality performance
.
Authorization of Company-Wide
Establishes CCG's quality Quality Policy
Quality Programs and Training Quality
system framework
Framework
Business and
Company-Wide Quality Support Organization Groups

Programs that support the

Total Quality m Set quality objectives
management and improvement of
products, services and process quality:
Methods
Management m

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Set quality performance
objectives
Set customer satisfaction
Strategy
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m Technologies goals
m Assessment practices
Performance
m Education Results
Feedback of
CCG Directors/Managers
Best Practices
Apply quality methods, testing, integration
technologies to manage and improve the m Quality Objective and
Performance goals
organization's ability to :
Assessment and Consulting m Quality System
Skills, Methods, Tools and Implementation Guidelines
Technology support m Anticipate market and needs
m Produce products and services which met
or exceed customer expectations
m Achieve business objectives
m Manage and improve the effectiveness of Business Objectives
key processes within Caspian
Market and Customer Needs
Questions?


 








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