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The new ISO standards on management systems & the EFQM Excellence Model www.nen.nl
4 Contents 22 Introduction 1 ISO 9001:2015 2 The EFQM Excellence Model 3 Differences & Similarities 4 Certification, Recognition & Award 5 Choose or Combine? 5 6 12 15 17 17 6 Being a Quality Manager 20 7 Audits and Assessments 20 8 Recommended readings 21 9 ISO, EFQM, INK & NEN
Introduction In the year 2015 two ISO standards were revised: ISO 9001 and ISO 14001, both released on September 15. The changes of these standards affect organizations that use them for their quality management and environmental management respectively, but also the customers of these organizations and professionals, like auditors. These changes also affect the reference to other management approaches like the EFQM Excellence Model. It is interesting to investigate how the revised standards relate to the EFQM Excellence Model. ISO 9001 and the EFQM Excellence Model are different approaches for different purposes. ISO contributes to consistent delivery of products and services that meet customer requirements and applicable statutory and regulatory requirements and aims to enhance customer satisfaction. The EFQM Excellence Model supports organizations on their journey to excellence, taking into account all their stakeholders. In practice a lot of organizations combine the two approaches. The changes in the revised ISO 9001 make it even more attractive to do so. The combination of ISO 9001 and the EFQM Excellence Model will be able to reinforce a future oriented (quality) management approach, focused on continuous improvement, risk management and innovation. 5 This publication focuses on the question how ISO 9001:2015 and the EFQM Excellence Model relate, what purposes they serve, the main principles they are based upon, their contents, their differences and similarities and how the EFQM Excellence Model and ISO 9001:2015 can complement each other. Piet-Hein Daverveldt, Managing Director NEN Ruud Stassen, Counsel INK
1 ISO 9001:2015 Purpose This international standard specifies requirements for a quality management system of an organization: that needs to demonstrate its ability to consistently deliver products and services that meet customer requirements and applicable statutory and regulatory requirements; that aims to enhance customer satisfaction through the system s effective application, including processes for improvement of the system and the assurance of conformity to customer requirements and requirements of applicable statutory and regulatory requirements. Need for Change 6 Every five years a systematic review is conducted under the ISO member bodies to decide whether the standard is to be confirmed, revised, amended or withdrawn to keep them fit for their purpose. Business needs and expectations have changed significantly since the last major revision of ISO 9001 in the year 2000. Examples of these changes are ever more demanding customers, the emergence of new technologies, increasingly more complex supply chains and a much greater awareness of the need for sustainable development initiatives. Major changes ISO 9001:2015 vs ISO 9001:2008 Introduction High Level Structure (HLS) Not only the standards ISO 9001 and ISO 14001 have been revised, also a High Level Structure has been introduced, providing a standardized 10-clause structure for all ISO management system standards including a standardized set of core definitions. Using this common basic structure and terminology, all ISO management systems standards allow for more efficiently addressing multiple management systems requirements and integrating management systems. The HLS is used by ISO to develop a concise set of management system standards with core elements and requirements.
Figure 1 Plug in model for ISO management system standards Introduction of a context analysis The context analysis implies the determination of those internal and external factors that are relevant to the purpose and strategic direction of an organization and that affect an organization s ability to deliver products and services to its customer. 7 External factors can include, for example, market, cultural, social, economic, political, legal, regulatory, financial, technological, economic, and competitive environment, at the international, national, regional or local level. Internal factors typically include the organization s values, culture, knowledge and performance. Attention should be paid to: issues that affect the ability to achieve the intended results; needs and expectations of interested parties; determination of the scope of the quality management system. Risk-based thinking One of the key changes in the 2015 revision of ISO 9001 is to establish a systematic approach to considering risk. There are risks in all systems, processes and functions. They can be positive
(opportunities) or negative. Risk-based thinking ensures that these risks are identified, considered and integrated throughout the quality management system. Risk-based thinking is something we all do automatically and often sub-consciously to get the best result. The concept of risk-based thinking has always been implicit in ISO 9001 this edition makes it more explicit and builds it into the whole management system. Risk-based thinking ensures risk is considered from the beginning and throughout. Risk-based thinking makes preventive action part of strategic and operational planning. Leadership Enhanced leadership involvement in the management system. Connecting strategy and operational management. Engaging people. 8 Enhanced Process approach More emphasis on processes being managed to achieve planned results. Performance Evaluation More focus on business results. Evaluation of customer satisfaction. Increased emphasis on improvement. Quality Manual Specific documented procedures are no longer required. It is the responsibility of the organization to maintain documented information to support the operation of its processes and retain the documented information necessary to have confidence that the processes are being carried out as planned. The extent of the documentation that is needed will depend on the business context and the risk-based approach. Improvement ISO 9001:2008 used the term continual improvement to emphasize the fact that this is an ongoing activity. However, it is important to recognize that there are a number of ways for an organization to improve. Small step continual improvement is only one of these. Others may include breakthrough
improvements, re-engineering initiatives or innovation. ISO 9001:2015 therefore uses the more general term improvement, of which continual improvement is one but not the only component. Organizational knowledge management The concept of organizational knowledge has been introduced to ensure the organization acquires and maintains the necessary knowledge. Communication now explicitly expanded to include external. More compatible with services and easier to use for non-manufacturing organizations. Principles ISO Customer focus The primary focus of quality management is to meet customer requirements and to strive to exceed customer expectations. Leadership Leaders at all levels establish unity of purpose and direction and create conditions in which people are engaged in achieving the organization s quality objectives. 9 Engagement of people Competent, empowered and engaged people at all levels throughout the organization are essential to enhance the organization s capability to create and deliver value. Relationship management For sustained success, organizations manage their relationships with relevant interested parties, such as providers. 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. Evidence-based decision making Decisions based on the analysis and evaluation of data and information are more likely to produce desired results. Improvement Successful organizations have an ongoing focus on improvement.
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