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ISO 9000:2000 Revisions Overview

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Title: ISO 9000:2000 Revisions Overview


1
Presents an Overview of the ISO 90002000
Revisions to the ISO 90001994 Standards the
Move from Conformance to Performance Presented
by Date
2
Outline
  • Why Changes are Needed
  • Principles and Approaches Driving the Changes
  • Clause by Clause Review of New Requirements
  • Transition Guidance
  • Audit Implications

3
Current ISO 9000 Standards are Successful Why
Change a Good Thing?
  • ISO 9000 is the most successful standard in ISO
    history and is accepted world-wide
  • Nearly 400,000 registrations world-wide with
    registrants in over 150 countries from all
    continents
  • Being applied in a wide variety of organizations
  • Over 40 sectors or industry classifications
  • - led by electrical/optical equipment, metal
    products, construction, machinery,
    wholesale/retail trade
  • - but growing in acceptance by many others,
    including engineering, information technology,
    health/social work, utilities, transportation,
    public administration, education, other services.

4
Current ISO 9000Standards Need Revision ...
  • Bias
  • Wording/terms biased towards manufacturing
  • Problems with the 20 element model
  • Difficult for small businesses to adapt
  • Flow incompatible with how companies do
    business
  • Incompatible with other models (ISO 14000 EMS
    e.g.)
  • Not sufficiently forward looking
  • Does not smoothly facilitate the move from
    baseline (effective) quality management to
    performance excellence models (like MBNQA)
    required by evolving user and customer needs)

5
One World One Quality System
  • Current standards contain loopholes
  • Too many companies have only sought to meet
    minimum requirements and then only by
    twisting the intent of the existing standards
  • There is a growing demand for performance
    excellence
  • ISO 90011994 does not require continual
    improvement
  • ISO 90012000 is process/performance oriented and
    does require continual improvement of the QMS,
    but by itself is not viewed as a performance
    excellence model

6
ISO 90002000 is the foundation for Performance
Excellence
Business Vision Performance Excellence Malcolm
Baldrige Criteria Performance Improvement ISO
90042000 Baseline Performance ISO 90012000
Competitive Advantage Efficient Quality
Management System Effective Quality Management
System
7
EXERCISE 1
  • List your organizations three most significant
    challenges or business needs over the next 2-3
    years (consider any external changes that will
    affect your organization)
  • 1. _______________________________________________
    ___________
  • 2. _______________________________________________
    ___________
  • 3. _______________________________________________
    ___________
  • What are your organizations goals and
    objectives?
  • 1. _______________________________________________
    ___________
  • 2. _______________________________________________
    ___________
  • 3. _______________________________________________
    ___________
  • How can you use ISO 90012000 to help deal with
    business needs and external challenges?
  • __________________________________________________
    _________
  • __________________________________________________
    _________
  • __________________________________________________
    _________

8
ISO 90002000 is based on Eight Quality
Management Principles
  • Customer Focus
  • Leadership
  • Involvement of People
  • Process Approach
  • System Approach
  • Continual Improvement
  • Factual Approach to Decision Making
  • Mutually Beneficial Supplier Relationships

9
Customer Focus
  • Organizations depend on their customers and
    therefore should
  • understand current and future customer needs,
  • meet customer requirements, and
  • strive to exceed customer expectations.

10
Leadership
  • Leaders should
  • establish unity of purpose and direction of the
    organization, and
  • create and maintain the internal environment in
    which people can become fully involved in
    achieving the organizations objectives.

11
Involvement of People
  • People at all levels are the essence of an
    organization, and
  • their full involvement enables their abilities to
    be used for the organizations benefit.

12
Process Approach
  • Organizations need to do more than simply monitor
    process outputs, (typically through inspection
    activities)
  • they must also control all process inputs,
    (people, facilities/equipment, material and
    methods)
  • and, they must establish appropriate controls
    over the transformation activities (if desired
    results are to be achieved consistently and
    efficiently)

13
What is a Process?
Activity that transforms input into output
Activity
Input
Output
Resources People Facilities/Equipment Material M
ethods
Results Products Services Performance
14
How is a Process Managed?
Monitor Measure the Process make sure the
inputs are right, the transformation activities
consistently work, and the desired results are
achieved, then - improve the process as needed
Activity
Input
Output
Right Resources Qualified People Right
Facilities/Equipment Correct Materials Proven
Methods
Desired Results Quality Products Quality
Services Customer Satisfaction
15
How is a Process Measured?
Efficient No Waste
Effective Desired Results Achieved
Activity
Input
Output
Right Resources Qualified People Right
Facilities/Equipment Correct Materials Proven
Methods
Desired Results Quality Products Quality
Services Customer Satisfaction
16
System Approach
  • Organizations must understand a system is a set
    of interrelated processes, and
  • the output of one process is the input to one or
    more subsequent processes, so ...
  • It is critical to manage the white space (or
    interface) between processes to ensure that the
    overall system is effective

17
Continual Improvement
  • Continual improvement of the organizations
    overall performance should be a permanent
    objective
  • improvement must be a planned activity if the
    organization desires to improve overall
    performance and capabilities.

18
The QMS must be used for continuous improvement
...
Improve Process through PDCA Cycle
Results Baseline Performance
Plan Do Act Check
Measure/Monitor Results Against Objectives -
Improve Process and Change QMS as Needed to
Achieve and Sustain Desired Results
QMS
Improvement Objective
19
Factual Approach toDecision Making
  • Effective decisions are
  • based on the analysis of data and information.

20
Mutually BeneficialSupplier Relationships
  • An organization and its suppliers are truly
    inter-dependent, and
  • a mutually beneficial relationship enhances the
    ability of both to create value.

21
EXERCISE 2
  • Pick one of the eight quality management
    principles and list three of the most important
    actions you think an organization should take in
    applying this principle.
  • 1. _______________________________________________
    ___________
  • 2. _______________________________________________
    ___________
  • 3. _______________________________________________
    ___________
  • How well does your organization do each of the
    actions identified above?
  • 1. _______________________________________________
    ___________
  • 2. _______________________________________________
    ___________
  • 3. _______________________________________________
    ___________
  • What can your organization do to more fully
    utilize the principle?
  • 1. _______________________________________________
    ___________
  • 2. _______________________________________________
    ___________
  • 3. _______________________________________________
    ___________

22
The ISO 90002000 standards include 3 documents...
ISO 90002000 Quality Management Systems
- Fundamentals and Vocabulary
ISO 90012000 Quality Management Systems
- Requirements
ISO 90042000 Quality Management Systems
- Guidelines for Performance Improvements
23
ISO 90002000 standards replace many existing ISO
documents...
ISO 90002000 Quality Management Systems
- Fundamentals and Vocabulary
ISO 90012000 Quality Management Systems
- Requirements
  • Revises/Replaces
  • - ISO 84021994
  • - ISO 9000-11994

Revises/Replaces - ISO 90011994 - ISO
9002-1994 - ISO 90031994
ISO 90042000 Quality Management Systems
- Guidelines for Performance Improvements
Revises/Replaces - ISO 9004-1, 9004-2, 9004-3
and 9004-4 (all previous editions,
1994-1994)
24
Other ISO documents are also being revised for
consistency...
ISO 19011 the Joint Working Group on Auditing
Document
ISO/TS 16949 International Automotive Standard
- Quality System Requirements
  • in Sep 2001 will likely replace
  • - ISO 10011 (for QMS)
  • - ISO 14011 (for EMS)

released in 4th quarter 1999 as a harmonized US
and European standard, for these standards - QS
9000 (US) - EAQF (France) - VDA6.1 (Germany) -
AVSQ (Italy) only ISO/TS 16949 will be upgraded
to ISO 90012000 however, ISO has granted
permission for continued (indefinite) use of
QS-9000
Other sector specific Quality System Requirements
Documents
with revisions due out after issuance of ISO
90002000 include - Aerospace AS 9100 -
Telecommunications TL 9000
25
Role of ISO 90002000
  • Defines quality management
  • principles
  • terms and definitions
  • fundamentals
  • - systems approach
  • - process approach
  • - continual improvement
  • ISO 90002000 is a normative reference (i.e.
    part of the requirements), and replaces
  • ISO 84021994 and ISO 9000-11994

26
Role of ISO 90012000
  • Specifies quality system requirements
  • for achieving customer satisfaction
  • applicable to entire enterprise
  • note permissible exclusions (like
  • design) are limited to requirements
  • within Clause 7 - Product Realization,
  • and your registrar must verify they
  • are not part of your business
  • ISO 90012000 replaces
  • ISO 9001/2/31994

27
Role of ISO 90042000
  • Provides guidelines for performance improvement,
    based on
  • quality management principles and approaches
    defined in ISO 9000, and
  • continual improvement of the quality management
    system itself
  • note however, ISO 9004 is NOT intended as a
  • guideline for implementing or assessing
  • implementation of ISO 9001 requirements
  • ISO 90042000 replaces
  • ISO 9004-1, 9004-2, 9004-3 9004-4

28
ISO 9001 and ISO 9004are the Consistent Pair
  • comprised of the following 8 clauses
  • 1. Scope
  • 2. Normative references (part of the
    requirements)
  • 3. Terms and definitions
  • 4. Quality management system
  • 5. Management responsibility
  • 6. Resource management
  • 7. Product (and/or service) realization
  • 8. Measurement, analysis improvement

29
(No Transcript)
30
ISO 90012000 implements the PDCA improvement
cycle
  • Plan
  • Clause 5. Management responsibility -
    everything flows from Management who define the
    requirements for the system
  • Clause 6. Resource management - from these
    requirements the resources will be identified and
    management must ensure they are provided and
    applied within the system
  • Do
  • Clause 7. Product (and/or service) realization
    - the necessary process are established and
    carried out

31
ISO 90012000 implements the PDCA improvement
cycle
  • Check
  • Clause 8. Measurement, analysis and
    improvement - processes and products will be
    monitored and measured against policies,
    objectives and requirements for the product and
    results/opportunity for improvement reported
  • Act
  • Clause 8. Measurement, analysis and
    improvement - acting upon data reported in the
    check cycle, improvement actions can be taken -
    directly, or as an output of the Management
    Review process (Clause 5.6)

32
Clause 4 - Quality management system
  • 4.1 General requirements - New must define
    processes to be managed (including out-sourced
    processes - which typically include design,
    training, calibration, heat treat, etc.)
    determine the sequence and interaction of these
    processes determine the criteria and methods
    needed to ensure these processes are effective
    and take actions to improve these processes
  • 4.2 Documentation requirements - New
    documentation requirements less prescriptive
    however, at a minimum must include a quality
    manual and the following six documented
    procedures Control of Documents (Clause 4.2.3),
    Control of Quality Records (Clause 4.2.4),
    Internal Audits (Clause 8.2.2), Control of
    Nonconforming Product (Clause 8.3), Corrective
    Action (Clause 8.5.2), and Preventive Action
    (Clause 8.5.3).

33
Clause 5 - Management responsibility
  • 5.1 Management commitment - New top
    management must demonstrate commitment to
    development and implementation of the quality
    system and continually improving its
    effectiveness
  • 5.2 Customer focus - New customer
    requirements (identified per Clause 7.2.1) must
    be met with the aim of enhancing customer
    satisfaction (a perception that must be
    measured per Clause 8.2.1)
  • 5.3 Quality policy - New quality policy must
    include commitment to meeting requirements and
    continual improvement of the effectiveness of the
    QMS, provide a framework for establishing/reviewin
    g measurable quality objectives and, quality
    policy must be periodically reviewed for
    continuing suitability

34
Clause 5 - Management responsibility
  • 5.4 Planning - New establish measurable
    quality objectives at relevant functions and
    levels in the organization needed to meet product
    requirements (identified per Clause 7.1 a) and
    identify and plan quality system processes
    (identified per Clause 4.1)
  • 5.5 Responsibility, authority and communication
    - New management representative must promote
    awareness of customer requirements throughout the
    organization internal communications regarding
    the effectiveness of the quality system must be
    established

35
Clause 5 - Management responsibility
  • 5.6 Management review - New evaluate the
    need for changes to the quality system (including
    policy and objectives) by reviewing specified
    inputs (improvement opportunities) and reporting
    specified outputs (related management actions and
    resource needs)

36
Clause 6 - Resource management
  • 6.1 Provision of resources - New determine and
    provide resources needed to implement and improve
    the QMS and address customer satisfaction
  • 6.2 Human resources - New determine needed
    competencies, evaluate effectiveness of actions
    taken to satisfy competency needs and ensure
    employees are aware of the importance of their
    activities and how they contribute to achieving
    quality objectives
  • 6.3 Infrastructure and 6.4 Work Environment -
    New determine and manage the infrastructure
    (buildings, workspace, utilities, equipment and
    support services), as well as the work
    environment needed to achieve product
    conformance

37
Clause 7 - Product realization
  • 7.1 Planning of product realization - New
    determine measurable quality objectives for
    contracts, projects and products
  • 7.2 Customer-related processes - New define
    the processes for communicating with the customer
    with regards to product information inquiries,
    contracts or order handling, and customer
    feedback, including complaints
  • 7.3 Design and development resources - New
    design output to include appropriate information
    for purchasing, production and for service
    provision

38
Clause 7 - Product realization
  • 7.4 Purchasing - New establish criteria for
    supplier evaluation and selection, and periodic
    re-evaluation
  • 7.5 Production and service provision - New
    Nothing, essentially the same as requirements
    contained in Elements 4.7, 4.8, 4.9, 4.15, and
    4.19 of ISO 90011994
  • 7.6 Control of measuring and monitoring devices
    - New validate software used to verify product

39
Clause 8 - Measurement, analysis and improvement
  • 8.1 General - New plan and implement
    monitoring, measurement, analysis and improvement
    processes
  • 8.2 Monitoring and measurement - New must
    measure and monitor customer satisfaction (note
    customer satisfaction is any information relating
    to the customers perception of the
    organizations ability to meet customer
    requirements) internal auditors must now be
    objective and impartial (vice independent) and
    processes used to manage the quality system must
    be measured/monitored to the degree necessary to
    demonstrate they achieved planned results

40
Clause 8 - Measurement, analysis and improvement
  • 8.3 Control of nonconforming product - New
    Nothing, essentially the same as requirements
    contained in Clause 4.13 of ISO 90011994)
  • 8.4 Analysis of data - New analyze data to
    determine quality system effectiveness and to
    provide information on customer satisfaction,
    supplier performance, product conformance, and
    process/product characteristics and trends used
    to identify opportunities for preventive action
  • 8.5 Improvement - New must improve
    effectiveness of the quality management system
    (note accomplish through the use of quality
    policy, objectives, audit results, analysis of
    data, corrective/preventive actions, and
    management review)

41
ISO 90002000 standards released December 2000
  • The final International Standard (IS) was
    released 15 December 2000 and is available now
  • Sector specific schemes are under review and ISO
    90002000 based revisions will be issued soon
  • Automotive ISO/TS 16949
  • Aerospace AS 9100
  • Telecommunications TL 9000

42
Essentially, youll have 3 years to transition to
the new standards
  • Accredited registrations to ISO 9001/2/31994 may
    continue for up to 3 years (through 12/03)
  • Allows transition time for those in progress
  • Both new registrations and continuations of
    current registrations based on 1994 standards
    will expire on or before the end of CY 2003
  • Allows time for accredited organizations,
    registrars, and training activities/consultants

43
So what should organizations do NOW?
  • Obtain assistance from qualified sources
  • Obtain/conduct Management and Employee Awareness
    Training, Internal Auditor Training, and Process
    Management Training
  • Obtain/conduct a Gap Analysis
  • Obtain guidance from your Registrar
  • Obtain their transition plan, including
    provisions related to any sector specific schemes
    applicable to your organization (QS 9000 e.g.)
  • Develop/implement your transition plan

44
Answers to FAQs ...
  • Do I have to change my system?
  • Not at the moment HOWEVER, it would be
    beneficial to look at the new standards as soon
    as possible so you can get an idea of what new
    requirements are forthcoming
  • Do I have to re-write my documents?
  • NO HOWEVER, at a minimum, some adjustments
    will have to be made to address new requirements
    and cross reference quality system documentation
    to ISO 90012000

45
Answers to FAQs (continued) ...
  • Will the changes affect my current registration /
    certification?
  • Yes. A transition plan will need to be
    approved by your registrar and incorporated into
    their regular audit routine
  • I am not yet registered. Should I pursue
    registration to the 1994 standards first?
  • Only if timing is an issue either way your
    system design should be based on the new
    standards consult with your Registrar to
    discuss options

46
The Role of Internal Audits has shifted...
Effectiveness assessed in audit report
ISO 90011994
Management review
Internal audit
Internal audit
Management determines effectiveness by analyzing
all available data and information
ISO 90012000
Customer satisfaction
Management review
Other data
47
Audit Methodologies ...
  • Audit Planning
  • Evaluating QMS Documentation
  • Conducting Process Audits
  • Using Internal Audits to
  • Verify QMS Effectiveness
  • Identify Opportunities for Improvement

48
Audit Planning
  • The Shift to Process Audits
  • Element Audits, or Departmental Audits should
    give way to process audits - i.e. audit (from
    start to finish) key processes the organization
    has defined as critical to meeting the overall
    objectives of the organization
  • Note The processes selected, as well as their
    sequence and interrelation, must make sense to
    the organization however, they must address all
    requirements of ISO 90012000 and the policy and
    objectives of the organization.
  • Use Internal Audits for Improvement
  • Audit scope should clearly state if/when the
    purpose of the internal audit will go beyond
    compliance audits and be used to identify
    additional opportunities for improvement

49
Evaluating QMS Documentation
  • Documentation requirements are less prescriptive
  • ISO 90012000 only requires a handful of
    documented procedures be in place
  • All QMS processes, however, must be controlled by
    either a documented procedure or well defined
    system
  • Evaluating System Adequacy
  • Assess organizations compliance with documented
    procedures and/or other well defined
    responsibilities associated with the process
    under review (conformance)
  • Verify that the system is achieving the desired
    results (performance)

50
Conducting Process Audits
  • Identify QMS Process Owners
  • Tools like Deployment Flowcharts can be
    invaluable in defining the sequence,
    interrelationship and responsibilities associated
    with QMS Processes
  • Evaluate Conformance
  • Tools like our Checklist and Audit Guide can be
    invaluable in verifying that the documented
    procedure or process complies with ISO 90012000
    requirements
  • Evaluate Performance
  • Verify that the organization is collecting and
    using process performance data to monitor,
    measure and improve processes

51
Conducting Top Management Interviews
  • The expanded role of top management requires more
    time be spent with them during internal audits to
    collect evidence of their commitment to
  • Communicating importance of meeting requirements,
  • Establishing quality policy and objectives,
  • Conducting management reviews, and
  • Ensuring availability of necessary resources.

52
Interviewing Process Owners
  • Other managers (i.e. Process Owners) should be
    interviewed to collect evidence that
  • Processes and improvement objectives are
    documented and planned,
  • Processes and needed resources are deployed,
  • Processes are monitored and measured, and
  • Actions are taken, as warranted by analysis of
    process data.
  • Note Auditors should look for evidence that
    process
  • sequence and interrelationships are known
  • and interfaces are effectively managed to
  • achieve the desired objectives.

53
Implications for Auditors
  • Opportunities
  • Find the holes as process linkages
  • Follow the way the business actually works
  • Value-addedauditing
  • Challenges
  • Process Audits versus Element Audits
  • Fewer procedures
  • Less prescriptive requirements for realization
    processes

54
EXERCISE 3
  • What are the three most significant changes
    included in ISO 90012000?
  • 1. _______________________________________________
    ___________
  • 2. _______________________________________________
    ___________
  • 3. _______________________________________________
    ___________
  • What are the benefits of using internal audit
    results to aid in assessing effectiveness and the
    need for improvement?
  • 1. _______________________________________________
    ___________
  • 2. _______________________________________________
    ___________
  • 3. _______________________________________________
    ___________
  • How can you use internal audits to enhance
    employee awareness and involvement in quality
    management?
  • 1. _______________________________________________
    ___________
  • 2. _______________________________________________
    ___________
  • 3. _______________________________________________
    ___________

55
ISO 90012000 to ISO 90011994 Mapping
  • ISO 90012000 ISO 90011994
  • 1. Scope 1
  • 1.1 General -
  • 1.2 Permissible Exclusions -
  • 2. Normative Reference 2
  • 3. Terms and Definitions 3
  • 4. Quality Management System -
  • 4.1 General Requirements 4.2.1
  • 4.2 Documentation Requirements -
  • 4.2.1 General 4.5.2, 4.5.3
  • 4.2.2 Quality Manual 4.2.1
  • 4.2.3 Control of Documents 4.5
  • 4.2.4 Control of Quality Records 4.16

56
ISO 90012000 to ISO 90011994 Mapping
  • ISO 90012000 ISO 90011994
  • 5. Management Responsibility -
  • 5.1 Management Commitment 4.1, 4.1.2.2, 4.2.1
  • 5.2 Customer Focus 4.3.2
  • 5.3 Quality Policy 4.1.1
  • 5.4 Planning -
  • 5.4.1 Quality Objectives 4.1.1, 4.2.1
  • 5.4.2 Quality Management System Planning 4.2.3
  • 5.5 Responsibility, Authority, and
    Communication -
  • 5.5.1 Responsibility and Authority 4.1.2.1
  • 5.5.2 Management Representative 4.1.2.3
  • 5.5.3 Internal Communications -
  • 5.6 Management Review 4.1.3
  • 5.6.1 General 4.1.3
  • 5.6.2 Review Input 4.1.3
  • 5.6.3 Review Output 4.1.3

57
ISO 90012000 to ISO 90011994 Mapping
  • ISO 90012000 ISO 90011994
  • 6. Resource Management -
  • 6.1 Provision of Resources 4.1.2.2
  • 6.2 Human Resources -
  • 6.2.1 Assignment of Personnel 4.1.2.2, 4.2.3,
    4.18
  • 6.2.2 Competence, Awareness, and Training 4.18
  • 6.3 Infrastructure 4.1.2.2, 4.9
  • 6.4 Work Environment 4.9
  • 7. Product Realization -
  • 7.1 Planning of Product Realization 4.2.3, 4.9,
    4.10.1
  • 7.2 Customer-Related Processes -
  • 7.2.1 Determination of Product Requirements 4.3.2,
    4.4.4
  • 7.2.2 Review of Product Requirements 4.3
  • 7.2.3 Customer Communication 4.3.2

58
ISO 90012000 to ISO 90011994 Mapping
  • ISO 90012000 ISO 90011994
  • 7.3 Design and Development -
  • 7.3.1 Design and Development Planning 4.4.2,
    4.4.3, 4.4.6,
  • 4.4.7, 4.4.8
  • 7.3.2 Design and Development Inputs 4.4.4
  • 7.3.3 Design and Development Outputs 4.4.5
  • 7.3.4 Design and Development Review 4.4.6
  • 7.3.5 Design and Development Verification 4.4.7
  • 7.3.6 Design and Development Validation 4.4.8
  • 7.3.7 Design and Development Changes 4.4.9
  • 7.4 Purchasing -
  • 7.4.1 Purchasing Process 4.6.1, 4.6.2
  • 7.4.2 Purchasing Information 4.6.3
  • 7.4.3 Verification of Purchased Products 4.6.4,
    4.10.2

59
ISO 90012000 to ISO 90011994 Mapping
  • ISO 90012000 ISO 90011994
  • 7.5 Production and Service Provision -
  • 7.5.1 Control of Production and Service
    Provision 4.9, 4.10.3,
  • 4.15.6, 4.19
  • 7.5.2 Validation of Special Processes 4.9
  • 7.5.3 Identification and Traceability 4.8,
    4.10.5, 4.12
  • 7.5.4 Customer Property 4.7
  • 7.5.5 Preservation of Product 4.15
  • 7.6 Control of Monitoring and Measuring
    Devices 4.11

60
ISO 90012000 to ISO 90011994 Mapping
  • ISO 90012000 ISO 90011994
  • 8. Measurement, Analysis, and Improvement -
  • 8.1 General 4.10, 4.20.1
  • 8.2 Monitoring and Measurement -
  • 8.2.1 Customer Satisfaction -
  • 8.2.2 Internal Audit 4.17
  • 8.2.3 Monitoring and Measurement of
    Processes 4.9, 4.20.1
  • 8.2.4 Monitoring and Measurement of Product 4.10,
    4.20
  • 8.3 Control of Nonconforming Product 4.13
  • 8.4 Analysis of Data 4.14, 4.20
  • 8.5 Improvement -
  • 8.5.1 Continual Improvement 4.1.3
  • 8.5.2 Corrective Action 4.14.1, 4.14.2
  • 8.5.3 Preventive Action 4.14.1, 4.14.3

61
Where can I obtain more information?
  • On the world-wide web
  • ISO web site www.iso.ch
  • TC 176 web site www.bsi.org.uk/iso-176-sc2
  • ASQ web site www.asq.org
  • ISO-ONLINE web site www.isoqual.net
  • Other questions?
  • ISO-ONLINE Email isoqual_at_isoqual.net
  • or call (502) 244-6183
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