Goetsch_QM_9e_PPT_accessible_fullppt_14.pptx

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1. Quality Management for Organizational Excellence: Introduction to Total Quality Ninth edition Chapter 14 I S O 9000 and Total Quality: The Relationship Copyright © 2021 Pearson Education, Inc. All Rights Reserved

2. Fourteen: I S O 9000 and Total Quality: The Relationship (1 of 16) MAJOR TOPICS I S O 9000: The International Standard for Quality Management Systems I S O 9000’s Objective How I S O 9000 Is Applied to Organizations The I S O 9000 Quality Management System: A Definition Authority for Certification/Registration I S O 9000 Registration Statistics

3. Fourteen: I S O 9000 and Total Quality: The Relationship (2 of 16) Organizational Registration to I S O 9001 The Benefits of I S O 9000 The Origin of I S O 9000 Comparative Scope of I S O 9000 and Total Quality Management Management Motivation for Registration to I S O 9001 I S O 9000 and Total Quality Management Working Together The Future of I S O 9000

4. Fourteen: I S O 9000 and Total Quality: The Relationship (3 of 16) Foundational principles of I S O 9000 are customer focus, leadership, engagement of personnel, process approach, improvement, evidnce -based decision making, and relationship management.

5. Fourteen: I S O 9000 and Total Quality: The Relationship (4 of 16) I S O 9000 requires a process approach. A process has the following elements: 1) sources of inputs (internal and external), inputs, 3) activities, 4) outputs, and 5) receivers of outputs.

6. Fourteen: I S O 9000 and Total Quality: The Relationship (5 of 16) I S O 9000 and risk-based thinking. Organizations must plan and implement specific actions to address potential risks and opportunities relating to the elimination of nonconformities, analysis of nonconformities, and actions to prevent a recurrence of nonconformities.

7. Fourteen: I S O 9000 and Total Quality: The Relationship (6 of 16) The overall aim of I S O 9000 is to make registered organizations more competitive. I S O 9000 is applied to organizations on a volunteer basis. It tells the organization what they must do to conform but not how to do it.

8. Fourteen: I S O 9000 and Total Quality: The Relationship (7 of 16) The quality management system must include the following: a quality policy, the quality manual, quality objectives, and forms and records. In order for an organization to become an I S O 9000 registrar, it must be approved by an accrediting body such as the International Accreditation Forum ( I A F).

9. Fourteen: I S O 9000 and Total Quality: The Relationship (8 of 16) I S O 9000-2015 contains several changes from past versions. These changes include: 1) high-level structure to promote uniformity among various I S O standards and to reduce duplication for organizations that adopt more than one standard (Annex S L), 2) reduced emphasis on documentation (quality manual and mandatory documented procedures no longer required), 3) improved applicability for service organizations.

10. Fourteen: I S O 9000 and Total Quality: The Relationship (9 of 16) I S O 9000 – 2015 contains several new requirements: 1) context of the organization to ensue personnel understand their own organization and its context, 2) identification of all interested parties (stakeholders) and their requirements, 3) risk-based thinking, and 4) identification of all knowledge an organization has to meet customer requirements.

11. Fourteen: I S O 9000 and Total Quality: The Relationship (10 of 16) The most widely used industry-specific applications of I S O 9001 are Tick I T, A S 9000, P S 9000, I S O/ T S 16949, T L 9000, I S O 13485, and I S O/ T S 29001. I S O registration can benefit an organization by improving customer satisfaction, costs, risk management, and, in turn, competitiveness.

12. Fourteen: I S O 9000 and Total Quality: The Relationship (11 of 16) The various updates to I S O 9000 are I S O 9000-1987, I S O 9000-1994, I S O 9001-2000, I S O 9001-2008, and I S O 9001-2015. The key issue in the 2015 update is “risk.” The following statements describe the relationship between I S O 9000 and T Q M:

13. Fourteen: I S O 9000 and Total Quality: The Relationship (12 of 16) I S O 9000 and T Q M are not completely interchangeable: I S O 9000 is compatible with, and can be a subset of T Q M; I S O 9000 is frequently implemented in a non- T Q M environment; I S O 9000 can improve operations in a traditional environment; I S O 9000 may be redundant in a mature T Q M environment; and I S O 9000 and T Q M are not in competition.

14. Fourteen: I S O 9000 and Total Quality: The Relationship (13 of 16) The origins of I S O 9000 and total quality management are vastly different. I S O 9000 was developed in response to the need to harmonize dozens of national and international standards relating to quality. Total quality got its start in Japan around 1950 as a way to help that nation compete in the international marketplace.

15. Fourteen: I S O 9000 and Total Quality: The Relationship (14 of 16) The new aim of I S O 9000 is to enable organizations to better serve their customers and to be more competitive through adherence to the standard’s eight quality management principles. Appropriate motivations for implementing I S O 9000 are as follows: To improve operations To improve or create a quality management system

16. Fourteen: I S O 9000 and Total Quality: The Relationship (15 of 16) To improve the consistency of quality To improve customer satisfaction To improve competitive posture To conform to the requirements of customers. The appropriate motivation for implementing T Q M is a desire to continually improve all aspects of an organization.

17. Fourteen: I S O 9000 and Total Quality: The Relationship (16 of 16) I S O 9000 and T Q M are compatible in that I S O 9000 can be a complementary subset of T Q M. I S O 9000 can give an organization a head start in implementing T Q M.

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