A quality management system, often abbreviated QMS is the set of consideration of guidelines. And implementation of policy and quality objectives necessary to master and the improvement of various processes of an organization that generates continuous improvement of its results and performance. Quality systems is a core area for the company (ISO 9001 consulting).
The challenges of sustainable development have been translated, for companies in concepts of social responsibility, and work is underway to formalize a coherent regulatory framework, both industrially and in terms of control systems information. Corresponding quality management systems are still partly developed and partly to draft, to aspects of implementation. They take two forms: I-SO 26000 on industrial aspects and the overall risks. I-SO 27000 on overall security plan for the information system, which updates the ISO 17799 standard.
More pragmatically, it includes: a system that documents the practice (business processes, procedures; a verification system (internal audits for example) and the results of analysis system at the Directorate (management review). This notion of QMS is clearly defined in current version of ISO 9001. This requires the clear commitment of management (leadership), by implication correctly declined to entire entity personnel, for the establishment of mutually beneficial relationships between the organization and customers but also other parts interested (suppliers, partners, shareholders, institutions, etc.) involved in development process of benefit or service being sold.
On the other hand, for the user (client, originator, ...) which decides to entrust the work or services to a certified entity, the interest lies in fact that although the certification requirement n is not mentioned in contract between the two parties, the certified entity must comply and provide answers to all the requirements of certification standard for all activities it performs to build.
QMS is based on eight quality management principles: Customer focus - organizations need to do what the consumer wants now and in future wants, even if he does not realize it. Leadership head - because the organization always acts within framework of limited resources and the input data in competitive environment, the only leader with a vision, strength of spirit is able to achieve its goals (mission).
More than mere conformity to a note, a program or plan, the quality-management includes the significant role played by the client (or client) when defining input elements that are its requirements that they are contractual (that is to say made in contract) or, if they are not made, necessary for specified use or, when available, for the intended use.
The implementation of quality goes far beyond simple compliance check, a posteriori, since it is: Plan: establish the objectives and processes necessary to deliver results in accordance with customer requirements and policies of entity. Do: implement whatever needs to be done to ensure a priori the satisfaction of customer requirements and the needs of entity.
Any activity or set of activities that uses resources to convert input elements into outputs can be considered as a process. Often the output from one process directly form one or more input elements of or downstream binding process. The identification and systematic management of processes used in organization (of entity, the service, the contract), particularly the interactions of these processes are called process approach. Generally fifteen process, at most, should be sufficient to transcribe the organization of an entity, beyond this may be confusing. The whole point of approach is: Determine which some fundamental processes of organization.
The challenges of sustainable development have been translated, for companies in concepts of social responsibility, and work is underway to formalize a coherent regulatory framework, both industrially and in terms of control systems information. Corresponding quality management systems are still partly developed and partly to draft, to aspects of implementation. They take two forms: I-SO 26000 on industrial aspects and the overall risks. I-SO 27000 on overall security plan for the information system, which updates the ISO 17799 standard.
More pragmatically, it includes: a system that documents the practice (business processes, procedures; a verification system (internal audits for example) and the results of analysis system at the Directorate (management review). This notion of QMS is clearly defined in current version of ISO 9001. This requires the clear commitment of management (leadership), by implication correctly declined to entire entity personnel, for the establishment of mutually beneficial relationships between the organization and customers but also other parts interested (suppliers, partners, shareholders, institutions, etc.) involved in development process of benefit or service being sold.
On the other hand, for the user (client, originator, ...) which decides to entrust the work or services to a certified entity, the interest lies in fact that although the certification requirement n is not mentioned in contract between the two parties, the certified entity must comply and provide answers to all the requirements of certification standard for all activities it performs to build.
QMS is based on eight quality management principles: Customer focus - organizations need to do what the consumer wants now and in future wants, even if he does not realize it. Leadership head - because the organization always acts within framework of limited resources and the input data in competitive environment, the only leader with a vision, strength of spirit is able to achieve its goals (mission).
More than mere conformity to a note, a program or plan, the quality-management includes the significant role played by the client (or client) when defining input elements that are its requirements that they are contractual (that is to say made in contract) or, if they are not made, necessary for specified use or, when available, for the intended use.
The implementation of quality goes far beyond simple compliance check, a posteriori, since it is: Plan: establish the objectives and processes necessary to deliver results in accordance with customer requirements and policies of entity. Do: implement whatever needs to be done to ensure a priori the satisfaction of customer requirements and the needs of entity.
Any activity or set of activities that uses resources to convert input elements into outputs can be considered as a process. Often the output from one process directly form one or more input elements of or downstream binding process. The identification and systematic management of processes used in organization (of entity, the service, the contract), particularly the interactions of these processes are called process approach. Generally fifteen process, at most, should be sufficient to transcribe the organization of an entity, beyond this may be confusing. The whole point of approach is: Determine which some fundamental processes of organization.
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