Document: ISO/TC 176/SC 2/N Our ref

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1 Document: Our ref Secretariat of ISO/TC 176/SC 2 Date: 30 May 2013 To the Members of ISO/TC 176/SC 2 - Quality and Quality Assurance/ Quality Systems Quality Principles (QMPs) Following the approval in February 2013 of the revised quality management principles (see document N1141), the joint ISO/TC 176/SC1 and ISO/TC 176/SC 2 Task Group met to review the comments received during the ballot (document N1142). The meeting was held during April 2013 in Tokyo, Japan. We are very grateful to the Japanese Standards Association for hosting the meeting, and for the excellent facilities and hospitality provided. The Task Group has now completed it work on the "titles", "statements" and "rationales" for the QMPs, and they are now available for use in the development of ISO 9000, ISO 9001 and other ISO/TC 176 standards. However: a) to avoid confusion in the market, the QMPs will not be released publicly until the ongoing revisions of ISO 9000 and ISO 9001 reach a mature stage. b) the Task Group still needs to complete the supporting information on the "key benefits" and "actions you can take" for the next edition of the ISO Quality Principles brochure. Consequently, a final meeting of the Task Group will be held during the TC 176 meeting planned later this year, to complete this task. Please now find attached for your information a chart comparing the current QMPs, the proposed revision of the QMPs that was used for the ballot, and the final version following the Tokyo meeting. Yours sincerely Charles Corrie For the BSI Secretariat of ISO/TC 176/SC 2 BSI Standards, 389 Chiswick High Road, London W4 4AL Telephone: Web: 1

2 The Current QMPs Principle 1: Customer focus Principle 2: Leadership Principle 3: Involvement of people Principle 4: Process approach Principle 5: System approach to management Principle 6: Continual improvement Principle 7: Factual approach to decision making Principle 8: Mutually beneficial supplier relationships Proposed Revision QMP 1 - Customer Focus QMP 2 - Leadership QMP 3 - Engagement of People QMP 4 - Process Approach QMP 5 - Improvement QMP 6 - Evidence-based Decision Making QMP 7 - Relationship Final version QMP 1 - Customer Focus QMP 2 - Leadership QMP 3 - Engagement of People QMP 4 - Process Approach QMP 5 - Improvement QMP 6 - Evidence-based QMP 7 - Relationship Principle 1: Customer focus QMP 1 Customer Focus QMP 1 Customer Focus Organizations depend on their customers and therefore should understand current and future customer needs, should meet customer requirements and strive to exceed customer expectations. The primary focus of quality management is to meet customer requirements and to strive to exceed customer expectations. 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 can contribute to sustained success of an organization Sustained success is achieved when an organization attracts and retains the confidence of parties on whom it depends. The primary focus of quality management is to meet customer requirements and to strive to exceed customer expectations. Sustained success is achieved when an organization attracts and retains the confidence of 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 parties contributes to sustained success of an organization Principle 2: Leadership QMP 2 Leadership QMP 2 Leadership Leaders establish unity of purpose and direction of the They should create and maintain the internal environment in which people can become fully involved in achieving the organization's Leaders at all levels establish unity of purpose and direction, and create an environment in which people can become engaged in achieving the organization's quality 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 ISO 2013 All rights reserved 2

3 Principle 3: 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 organization's benefit. Principle 4: Process approach Principle 5: System approach to management Process approach A desired result is achieved more efficiently when activities and related resources are managed as a process. System approach Identifying, understanding and managing interrelated processes as a system contributes to the organization's effectiveness and efficiency in achieving its Principle 6: Continual improvement Unity of purpose and direction enables an organization to align strategies, policies, processes and resources to achieve its objectives with its mission, vision and values. QMP 3 Engagement of People Competent and engaged people at all levels who are empowered to take initiatives to deliver value to an organization and its customers are the essence of the In order to manage an organization effectively and efficiently, it is important to involve all people in the organization, to strive to enhance their knowledge, skills and engagement, and to respect them as individuals. QMP 4 Process Approach Desired outcomes are achieved more effectively and efficiently when activities are managed as interrelated processes functioning as a coherent system. The quality management system is composed of interrelated processes. To achieve consistent and predictable outcomes, it is necessary to understand how outcomes are to be generated by the system and to manage its processes. QMP 5 Improvement Creation of unity of purpose, direction and engagement enable an organization to align its strategies, policies, processes and resources to achieve its QMP 3 Engagement of People 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. 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 QMP 4 Process Approach 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. 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. QMP 5 Improvement ISO 2013 All rights reserved 3

4 Continual improvement of the organization's overall performance should be a permanent objective of the Principle 7: Factual approach to decision making Improvement is a permanent practice of a successful Improvement projects include process analysis, prioritization and implementation of value adding changes and evaluating their effectiveness. Active application of an improvement strategy is essential for an organization to sustain long term success. QMP 6 Evidence-based Successful organizations have an ongoing focus on improvement. 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 Evidence-based Effective decisions are based on the analysis of data and information Principle 8: Mutually beneficial supplier relationships An organization and its suppliers are interdependent and a mutually beneficial relationship enhances the ability of both to create value Decisions based on the analysis and evaluation of data and information will result in a higher likelihood that desired outcomes will be achieved. An evidence-based and systematic approach is necessary condition for determining objectives, identifying means to achieve objectives and understanding causal relationships. QMP 7 Relationship Effective engagement of interested parties who can impact the performance and reputation of an organization, such as suppliers, is vital to its sustained success. Sustained success is more likely to be achieved where an organization is able to manage relationships with its interested parties so as to provide its customers with value. Decisions based on the analysis and evaluation of data and information are more likely to produce desired results. 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 Relationship For sustained success, organizations manage their relationships with interested parties, such as suppliers. Interested parties influence the performance of an Sustained success is more likely to be achieved when an organization manages ISO 2013 All rights reserved 4

5 An organization s relationship management within its supplier and partner network is important. 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. ISO 2013 All rights reserved 5