iso 9001 auditing practices
TRANSCRIPT
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ISO 9001 Auditing PracticesISO 9001 Auditing PracticesGroupGroup
Guidance on:Guidance on:
Aligning the QMS with theAligning the QMS with theachievement of organizationalachievement of organizational
and business successand business success
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Balanced ScorecardBalanced Scorecard
A system that translates an organizations mission and
strategy into a comprehensive set of performance measures
that provides the framework for a strategic measurement and
management system.
Kaplan and Norton
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The Balanced Scorecard ModelThe Balanced Scorecard Model
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Business Excellence ModelsBusiness Excellence Models
Many types of business excellence models exist throughout
the world:
Deming Award
EFQM Model and Award
National Business Excellence Models and Awards
Malcolm Baldrige Award
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Typical National Excellence Model
SUPPLIER &
PARTNERSHIP
PERFORMANCE
PEOPLE
SATISFACTION
CUSTOMER
SATISFACTION
IMPACT ONSOCIETY
ENABLERS RESULTS
LEADER
SHIP
LEADER
SHIP
PROCE
SSES
PROCESSES
O
RGANIZA
TIONAL
O
RGANIZA
TIONAL
RESULTS
RESULTS
Policy &Strategy
Customer &
Market Focus
People
Management
Resource & Info
Management
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ISO 9001:2008ISO 9001:2008
Quality Management
Systems
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The ISO ModelThe ISO Model
Continual Improvement of the QualityManagement System
ResourceManagement
Measurement,Analysis,
Improvement
ManagementResponsibility
ProductRealization Product
Inputs Outputs
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ComparisonComparison
Not specifically addressed in theNot specifically addressed in thestandard.standard.
OrganizationOrganizations Business Resultss Business Results
QMS General requirementsQMS General requirements
Product RealizationProduct Realization
Internal Business ProcessesInternal Business Processes
Customer focusCustomer focus
Customer related processesCustomer related processes
Customer satisfactionCustomer satisfaction
CustomerCustomer
Quality PolicyQuality Policy
Quality objectivesQuality objectives
Vision and StrategyVision and Strategy
ISO 9001:2008ISO 9001:2008Balanced ScorecardBalanced Scorecard
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ComparisonComparison
QMS General requirementsQMS General requirements
Product RealizationProduct Realization
Business ProcessesBusiness Processes
Not specifically addressed in theNot specifically addressed in the
standard.standard.
OrganizationOrganizations business resultss business results
Human ResourcesHuman ResourcesPeople ManagementPeople Management
Customer focusCustomer focus
Customer related processesCustomer related processes
Customer satisfactionCustomer satisfaction
Customer & Market FocusCustomer & Market Focus
Customer SatisfactionCustomer Satisfaction
Quality PolicyQuality Policy
Quality objectivesQuality objectives
Policy and StrategyPolicy and Strategy
ISO 9001:2008ISO 9001:2008Excellence ModelExcellence Model
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ISO 9001:2008ISO 9001:2008
ISO 9001:2008 specifies requirements for a quality
management system where an organization:
Needs to demonstrate its ability to consistently provide
product that meets customer and applicable statutory and
regulatory requirements, and
Aims to enhance customer satisfaction through the
effective application of the system, including processes for
continual improvement of the system and the assurance ofconformity to customer and applicable statutory and
regulatory requirements.
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The Sydney ModelThe Sydney Model
The concept of this model was developed by the
ISO/TC176/IAF ISO 9001 Auditing Practice Groupduring their meeting in Sydney, Australia during 2003.
The model illustrates that effectiveness and
improvement can be represented as a cyclical processthat uses the components of the QMS to analyze data
and then direct changes and initiatives that ensure
continual improvement. The overall result is an
enhanced pro-active approach to meet QMS objectives
and more importantly their related corporate
organizational, business and/or financial objectives.
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Improvement and EffectivenessImprovement and Effectiveness
There are many examples and requirements in ISO
9001:2008 that require the organization to address the
effectiveness of its quality management system.
Further requirements specify the need for continual
improvements to the quality management system notjust sporadic quality campaigns.
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EffectivenessEffectiveness
Extent to which planned activities are realized and planned
results achieved.ISO 9000:2005 3.2.14
ISO 9001 specifies requirements for a quality
management system that can be used for internalapplication by organizations, or for certification, or for
contractual purposes. It focuses on the effectiveness of the
quality management system in meeting customerrequirements.
ISO 9001: 2008 0.3
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Improvement and EffectivenessImprovement and Effectiveness
Top Management shall ensure that the quality policy
includes a commitment to comply with requirements andcontinually improve the effectiveness of the quality
management system.
ISO 9001: 2008 5.3
The organization shall continually improve the effectiveness
of the quality management system through the use of the
quality policy, quality objectives, audit results, analysis ofdata, corrective and preventive actions and management
review.
ISO 9001: 2008 8.5.1
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The organization shall determine, collect and analyze
appropriate data to demonstrate the suitability and
effectiveness of the quality management system and to
evaluate where continual improvement of the effectivenessof the quality management system can be made.
ISO 9001: 2008 8.4
The Concept of the Sydney ModelThe Concept of the Sydney Model
And to ensure that the organizations quality and/or
business objectives have been met!
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The Sydney ModelThe Sydney Model
In the following example, an organization has identified several
quality objectives and has collected data on the results of theseobjectives. Using a gap analysis technique, the results are
compared to the objectives and the degree of effectiveness of the
QMS is established for a given time period.
The same data also allows the organization to measure
improvement and to take any necessary action based on the
information and results.
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Analysis of DataAnalysis of DataOrganizational
ObjectivesCustomer
requirements
Statutory &
regulatoryrequirements
Defect rate and
customer returns
QMS controls
Purchasing
Examples of
objectives set by
the Organization
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Examples of
results recorded
by theOrganization
Analysis of DataAnalysis of DataOrganizational
ResultsCustomer
satisfaction
Statutory & regulatory
compliance
Quality system
metrics
Inspection and test
Supplier
performance
Organizational
ObjectivesCustomer
requirements
Statutory &
regulatoryrequirements
Defect rate and
customer returns
QMS controls
Purchasing
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Effectiveness of the QMSEffectiveness of the QMS
Organizational
Objectives
Organizational
Results
0 0
100 100
The gap measures the lack of
effectiveness of the qualitymanagement system.
The narrower the gap, the more
effective the QMS.
Things are looking good!
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Effectiveness of the QMSEffectiveness of the QMS
Organizational
Objectives
Organizational
Results
0 0
100 100
Management should get a wake
up warning!
The gap measures the lack of
effectiveness of the qualitymanagement system.
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Effectiveness of the QMSEffectiveness of the QMS
Organizational
Objectives
Organizational
Results
0 0
100 100
The Organization is in trouble!
The gap measures the lack of
effectiveness of the qualitymanagement system.
S
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Improvement in the QMSImprovement in the QMS
Organizational
Objectives
Organizational
Results
% 100 75 50 25 0
Improvement can also bemeasured
Improvement in the QMS
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Improvement in the QMSImprovement in the QMS
Organizational
Objectives
Organizational
Results
Customer Focus
Corrective Action
Procurement
ImprovementInitiatives
These actions may cause
the organization to
revise its objectives.
What actions are taken
when gaps are identified?
In this example, the
organization identified
three key areas for
improvement.
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Management ReviewManagement Review
Organizational
Objectives
Organizational
Results
0 0
100 100
Customer Focus
Corrective Action
Procurement
ImprovementInitiatives
Management
Review
The improvement
processes are also
evaluated duringmanagement review
meetings and appropriate
action taken.
Which may cause the
organization to again
revise its objectives.
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The Effectiveness of the OrganizationThe Effectiveness of the Organization
After analyzing the data and reaching a conclusion on the
effectiveness of the QMS, the same process is then used to
determine if the quality management system has had an effect onthe Organizations business and/or financial results.
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Effectiveness of the OrganizationEffectiveness of the Organization
QMS
Results
Organizational
Business Results
0 0
100 100
The gap now measures the lack of
business effectiveness of the
organization. The narrower the gap,
the more effective the organization.
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Business Improvement in theBusiness Improvement in the
OrganizationOrganization
Organizational
Objectives
Organizational
Results
% 100 75 50 25 0
And again, the improvements in the
organization can be measured and
managed.
Improvement in the
organization
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Analysis of DataAnalysis of Data
Organizational
Objectives
Organizational
Results
0 0
100 100
ImprovementInitiatives
ManagementReview
QMS Results
BusinessResults
The Sydney Model is
cyclical and can be used
as often as required by anOrganization.
ContinualImprovement
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ConclusionConclusion
The effectiveness of the quality management system
in meeting both quality and/or business objectives is
likely to be the key attribute that ensures the on-going support and resource allocation to maintain
the ISO 9001:2008 quality management system
within the corporate environment.
The overall result of using the Sydney model
is an enhanced pro-active approach to meet
QMS objectives and more importantly their
related corporate business and/or financial
objectives.
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For further information on the ISO 9001 Auditing Practices Group, please refer to the paper:
Introduction to the ISO 9001 Auditing Practices Group
Feedback from users will be used by the ISO 9001 Auditing Practices Groupto determine whetheradditional guidance documents should be developed, or if these current ones should be revised.Comments on the papers or presentations can be sent to the following email address:
The other ISO 9001 Auditing Practices Group papers and presentations may be downloaded from theweb sites:www.iaf.nuwww.iso.org/tc176/ISO9001AuditingPracticesGroup
Disclaimer
This paper has not been subject to an endorsement process by the International Organization forStandardization (ISO), ISO Technical Committee 176, or the International Accreditation Forum (IAF).
The information contained within it is available for educational and communication purposes. The ISO9001 Auditing Practices Groupdoes not take responsibility for any errors, omissions or other liabilitiesthat may arise from the provision or subsequent use of such information.