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Quality Management Principles

as per
ISO 9001:2015

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Revision of Principles
• The ISO 9001:2008 standard states that the eight quality management principles described in ISO
9000:2005 were considered during the development of ISO 9001:2008. According to the committee
draft of ISO 9001:2015, the revised standard is being developed to make more explicit use of the
quality management principles.

• ISO 9001:2005 లో వివరించిన ఎనిమిది నాణ్యతా నిరవహణ్ సూతాాలు ISO 9001:2008 అభివృదిి చేసే
సమయింలో పరగణ్ించారు అని ISO 9001:2008 ప్఺ామాణ్కలో చెపపబడింది. ISO 9001:2015 యొకక కమిటీ
పాక఺రిం, సవరించిన ప్఺ామాణ్క నాణ్యతా నిరవహణ్ సూతాాలను మరింత సపష్ట ింగ఺ వినియోగించడిం కోసిం
అభివృదిి చేయబడనది.

• The below explanation provides a “statement” describing each principle and a “rationale”
explaining why an organization should address the principle.

• ఈ క్రింది వివరణ్లో పాతి స఻ది ాింతిం గురించిన "పాతిప్఺దము" మరయు ఎిందుకు చేయాయౌ అనే "క఺రణ్ము"
ఉనాాయి.

• Note that current principles 4 and 5 have been merged into the revised principle 4, reducing the
total number of principles from eight to seven.

• గమనిక: గత 4, 5 స఻ది ాింతాలు ఒకే స఻ది ాింతింగ఺ సవరించాబడాాయి అది స఻ది ాింతిం4.

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QMS Principles

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This one is as per
ISO 9001:2008,
Updated as per 2015 by collected from
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QMP 1 – Customer Focus
• Statement
The primary focus of quality management is to meet customer requirements and to strive
to exceed customer expectations.
• Rationale (logic or reason behind something)
Sustained success is achieved when an organization attracts and retains the confidence of
customers and other interested parties on whom it depends. Every aspect of customer
interaction provides an opportunity to create more value for the customer. Understanding
current and future needs of customers and other interested parties contributes to
sustained success of an organization.
• QMP1 – Customer Focus (old one)
Organizations depend on their customers and therefore should understand current and future customer needs, should
meet customer requirements and strive to exceed customer expectations.
• Change: The revised principle continues to focus on meeting customer requirements and
striving to exceed customer expectations. It adds that you need to look at every customer
interaction for opportunities to create more customer value. It also adds that sustained
success is achieved when you gain customer confidence.

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QMP 2 – Leadership

• Statement
Leaders at all levels establish unity of purpose and direction and
create conditions in which people are engaged in achieving the
quality objectives of the organization.
• Rationale
Creation of unity of purpose, direction and engagement enable an
organization to align its strategies, policies, processes and resources
to achieve its objectives.
• Change: The revised principle continues to focus on leaders
establishing unity of purpose and direction, as well as, creating
conditions to involve people in achieving quality objectives. It adds
that this leadership approach will enable your organization to align
its strategies, policies, and resources to achieve its objectives.
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QMP 3 – Engagement of People

• Statement
It is essential for the organization that all people are competent, empowered and
engaged in delivering value. Competent, empowered and engaged people
throughout the organization enhance its capability to create value.
• Rationale
To manage an organization effectively and efficiently, it is important to involve all
people at all levels and to respect them as individuals. Recognition, empowerment
and enhancement of skills and knowledge facilitate the engagement of people in
achieving the objectives of the organization.
• QMP 3 – Involvement of People (Old) People at all levels are the essence of an organization
and their full involvement enables their abilities to be used for the organization’s benefit.
• Change: The revised principle still describes the involvement of people at all levels.
It adds that it is essential for these people to be competent, empowered, and
engaged to create and deliver value.

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QMP 4 – Process Approach

• Statement
Consistent and predictable results are achieved more effectively and
efficiently when activities are understood and managed as interrelated
processes that function as a coherent system.
• Rationale
The quality management system is composed of interrelated processes.
Understanding how results are produced by this system, including all its
processes, resources, controls and interactions, allows the organization to
optimize its performance.
• Principle 4 – Process Approach (Old)
A desired result is achieved more efficiently when activities and related resources are
managed as a process.
• Principle 5 – System Approach to Management (Old)
Identifying, understanding and managing interrelated processes as a system contributes
to the organization’s effectiveness and efficiency in achieving its objectives.
• Change: The current Process Approach principle and System Approach
principle have been combined into this one revised Process Approach
principle. It continues to focus on understanding and managing activities as
interrelated processes within a system. It clarifies that understanding how
results are produced by the processes, resources, controls, and interactions
allows your organization to optimize its performance.
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QMP 5 – Improvement

• Statement
Successful organizations have an ongoing focus on improvement.
• Rationale
Improvement is essential for an organization to maintain current levels of
performance, to react to changes in its internal and external conditions and to
create new opportunities.
• QMP 6 – Continual Improvement (Old)
Continual improvement of the organization’s overall performance should be a permanent objective of the
organization.
• Change: The revised principle uses the term “improvement” instead of “continual
improvement”. ISO 9001:2015 is being developed to make more explicit use of the
quality management principles, so you would expect it to move to the term
“improvement” to align with the revised principle.
• The revised principle also changes from improvement of overall performance as a
permanent objective to a focus on improvement as being essential to maintain
current levels of performance. It also expands to cover the improvements needed
to react to changes in internal and external conditions and to create new
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QMP 6 – Evidence-based Decision Making

• Statement

Decisions based on the analysis and evaluation of data and information are more likely to produce desired

results.

• Rationale

Decision-making can be a complex process, and it always involves some uncertainty. It often involves multiple

types and sources of inputs, as well as their interpretation, which can be subjective. It is important to

understand cause and effect relationships and potential unintended consequences. Facts, evidence, and data

analysis lead to greater objectivity and confidence in decisions made.

• QMP 7 – Factual Approach to Decision Making (Old)

Effective decisions are based on the analysis of data and information.

• Change: The revised principle still addresses decisions that are based on the analysis of data and information.

The rationale section refers to the uncertainty and subjective nature of decisions. It adds that understanding

cause and effect relationships and the potential for unintended consequences is important. In addition, it
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QMP 7 – Relationship Management
• Statement
For sustained success, organizations manage their relationships with
interested parties, such as suppliers.
• Rationale
Interested parties influence the performance of an organization.
Sustained success is more likely to be achieved when an
organization manages relationships with its interested parties to
optimize their impact on its performance. Relationship management
with its supplier and partner network is often of particular
importance.
• QMP 8 – Mutually Beneficial Supplier Relationships (Old)
An organization and its suppliers are interdependent and a mutually beneficial relationship enhances the
ability of both to create value.

• Change: This principle has expanded from supplier relationship to


relations with interested parties. The revised principle states the
supplier and partner network is of particular importance, but there
can be other interested parties. For example, the draft ISO
9001:2015, clause 4.2, identifies possible interested parties as direct
customers, end users, suppliers, distributors, retailers, and
regulators.
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Awareness of these principles will create
a foundation to understand ISO
9001:2015

ఈ స఻దధ ్ాంత్ల పై అవగ఺హన ISO 9001:2015


అర్ధాం చేసుకోవడ్నికి పున్ది అవుత ాంది

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For feedback or Queries or Consulting
Support:
You can contact me at
kranthi.tsanes@gmail.com

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