TG QMP/N49

2012-08-13
A recommendation on
the revision of the current quality management principles

Forward
According to the resolution approved in TC176/SC1 and SC2 plenary meetings held in Bogota in June 2010,
the Joint TC176/SC1 and SC2 Task Group Quality Management Principles was established. The objectives of
the task are to review the current eight Quality Management Principles (QMPs), to examine the need for
revision or amendment to those QMPs, to examine the need for new QMPs, and to develop enhanced QMPs,
if the need for revision, amendment, or new QMPs is recognized.

In its first meeting held in Sydney in December 2010, the task group has reached consensus on the need for
the change in the current QMPs. Since then, through two meetings held in Lisbon and Beijing in June and
October respectively in 2011 and electronic communications, the task group has reached conclusion on a set
of revised QMPs and drafted updated QMP brochure.

In this recommendation, the task group presents a suggested revision to the current QMP brochure in a form
of cross-reference table consisting of current text, suggested text and remarks.

Suggested revision to the current QMP brochure

Current Text Suggested Text Remarks

Quality management Quality management
principles principles

Introduction Introduction

This document introduces the eight This document introduces quality

quality management principles on
which the quality management
system standards of the ISO
9000:2000 and ISO 9000:2008
series are based. These principles
can be used by senior management
as a framework to guide their
organizations towards improved
performance. The principles are
derived from the collective
experience and knowledge of the
international experts who
participate in ISO Technical
Committee ISO/TC 176, Quality
management and quality
assurance, which is responsible for
developing and maintaining the ISO
9000 standards.
management principles on which
the quality management system
standards of ISO 9000 series are
based.
One of the definition of a
principle is a basic belief, theory,
or rule that has a major influence
on the way in which something is
done. And, quality management
principles are a set of
fundamental belief, norms, rules
and values that are accepted as
true and that can be used as a
basis for quality management.
These principles can be used by
senior management as a
framework to guide their
organizations towards improved
performance.

The principles are originally

developed and updated based on
the collective experience and
knowledge of the international
experts who participate in ISO
Technical Committee ISO/TC 176,
Quality management and quality
assurance, which is responsible
for developing and maintaining the
ISO 9000 series standards.

1
 TG QMP/N49
2012-08-13

The eight quality management

principles are defined in ISO
9000:2005, Quality management
systems Fundamentals and
vocabulary, and in ISO 9004:2000,
Quality management systems
Guidelines for performance
improvements.

This document gives the This document gives the

standardized descriptions of the
principles as they appear in ISO
9000:2005 and ISO 9004:2000. In
addition, it provides examples of
the benefits derived from their use
and of actions that managers
typically take in applying the
principles to improve their
organizations' performance.
standardized statements of the
principles and their rationale. It
also provides examples of the key
benefits derived from their use
and of typical activities that will
be typically performed in applying
the principles to improve their
organizations' performance.

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
The next step
QMP 1 Customer Focus
QMP 2 Leadership
QMP 3 Engagement and
Competence of People
QMP 4 Process Approach
QMP 5 Improvement
QMP 6 Informed Decision Making
QMP 7 Relationship Management
Change in the order of the QMPs
has been suggested, but is kept
as shown.
Title of QMP 3: empowerment or
empowerment of people has
been also suggested.
Title of QMP 6: considerations
have been given to find better
word than informed. A possible
alternative is Decision Making
based on Information and
Analysis

Principle 1: Customer focus QMP 1 Customer Focus <Justification of the revision>

No change in the title, as
customer is the primary focus
of an organization.
Some changes in the statement
to reflect the need for an
organization to pay attention to
its interested parties as well as
customers.

Organizations depend on their Statement

customers and therefore should
understand current and future
customer needs, should meet
customer requirements and strive
to exceed customer expectations.
Meeting customer requirements
as well as offering customer
delight is the primary focus of
quality management.
Understanding current and future
needs of customers and other
interested parties is essential for
the sustained success of an
organization.

2

Key benefits:
Increased revenue and market
share obtained through flexible
and fast responses to market
opportunities.
Increased effectiveness in the
use of the organization's
resources to enhance customer
satisfaction.
Improved customer loyalty
leading to repeat business.
Applying the principle of
customer focus typically leads
to:
Researching and understanding
customer needs and
expectations.
Ensuring that the objectives of
the organization are linked to
customer needs and
expectations.
Communicating customer
needs and expectations
throughout the organization.
Measuring customer
satisfaction and acting on the
results.
Systematically managing
customer relationships.
Ensuring a balanced approach
between satisfying customers
and other interested parties
(such as owners, employees,
suppliers, financiers, local
communities and society as a
whole).
TG QMP/N49
2012-08-13
Rationale
Every organization is established
primarily to provide value to its
customers. Sustained success
can be achieved only when the
organization attracts and retains
the confidence of the customers
and other interested parties on
whom it depends.
Key benefits
Customer satisfaction, leading
to sustained success.
Improved customer loyalty,
leading to repeat business.
Enhanced reputation of the
organization as a respectful
social existence.
Increased revenue and market
share obtained through flexible
and fast responses to market
opportunities.
Increased effectiveness in the
use of the organization's
resources to enhance customer
satisfaction.
Typical activities
Identifying the organizations
customer as those who receive
value through product directly or
indirectly from the organization
and understanding that those
customers are the primary focus
of quality management.
Researching and understanding
customer needs and
expectations.
Identifying value to be provided
to customers and understanding
the network for value provision.
Ensuring that the objectives of
the organization are linked to
the customer needs and
expectations.
Communicating customer
needs and expectations
throughout the organization.
Ensuring that products are
planned, designed, developed
and produced so as to achieve
customer satisfaction.
Measuring customer
satisfaction and acting on the
results.
Ensuring sound relationship
management with customers
and other interested parties in a
balanced way.
Ensuring a balanced approach
between satisfying customers
and other interested parties
3

Principle 2: Leadership
Leaders establish unity of purpose
and direction of the organization.
They should create and maintain
the internal environment in which
people can become fully involved
in achieving the organization's
objectives.
Key benefits:
People will understand and be
motivated towards the
organization's goals and
objectives.
Activities are evaluated, aligned
and implemented in a unified
way.
Miscommunication between
levels of an organization will be
minimized.
Applying the principle of
leadership typically leads to:
Considering the needs of all
interested parties including
customers, owners, employees,
suppliers, financiers, local
communities and society as a
whole.
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2012-08-13
(such as owners, employees,
suppliers, financiers, local
communities and society as a
whole).
QMP 2 Leadership <Justification for the revision>
Leaders are not limited to top
management, also include
leaders at all levels in an
organization.
Use the term engagement
instead of involvement, as it is
a better description of what we
mean.
Statement
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 objectives.
Rationale
Unity of purpose and direction
enables an organization to align its
mission, vision and values with the
strategies, policies, processes and
resources it employs to achieve its
objectives.
Key benefits
Alignment between the
organizations vision, practices
and ethical values.
People are encouraged to
engage with the organization's
goals and objectives.
Activities are evaluated, aligned
and implemented in a unified
way.
Reduced risk of reputational
damage through quality failure
or inappropriate behavior.
Miscommunication between
levels of an organization will be
minimized.
Sound development and growth
of both the organization and the
people in it and their ability to
deliver desired outcomes.
Positive impact on the culture of
the organization.
Typical activities
Clear communication of the
organization's mission, vision
and strategy.
Setting challenging goals and
targets.
Creating and sustaining shared
values, fairness and ethical role
4

Establishing a clear vision of the
organization's future.
Setting challenging goals and
targets.
Creating and sustaining shared
values, fairness and ethical role
models at all levels of the
organization.
Establishing trust and
eliminating fear.
Providing people with the
required resources, training and
freedom to act with
responsibility and
accountability.
Inspiring, encouraging and
recognizing people's
contributions.
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models at all levels of the
organization.
Establishing a culture of trust,
integrity and transparency.
Establishing and maintaining
the commitment to quality
throughout the organization.
Encouraging leadership and
mentorship at all levels in the
organization.
Providing people with the
required resources, training and
freedom to act with
responsibility and
accountability.
Inspiring, encouraging and
recognizing people's
contributions.

Principle 3: Involvement of QMP 3 Competence and <Justification for the revision>

people Engagement of People Need to highlight that
engagement of people is
essential for an organization to
deliver outcomes which are
consistent and aligned with its
strategies and values.
Avoid the phrase to be used for
the organization's benefit.

Change of the title to

empowerment or empowerment
of people has been suggested.

People at all levels are the Statement Suggested text based on

essence of an organization and
their full involvement enables their
abilities to be used for the
organization's benefit.
Competent and engaged people
at all levels are the essence of an
organization. Valuing and trust in
people is essential to gaining their
commitment and to removing
barriers to creativity in order to
deliver value to the organization
and its customers.
Empowerment:
<Statement>
People are the essence of an
organization and need to be
empowered to act with
commitment and creativity in
delivering value to the
organization and its customers.

Rationale
In order to manage the
organization effectively and
efficiently, it is important to involve
all the people in the organization,
to strive to enhance their
knowledge, skills and
engagement, and to respect their
humanity as individuals.

Key benefits: Key benefits

Motivated, committed and
involved people within the
organization.
Innovation and creativity in
furthering the organization's
objectives.
People being accountable for
their own performance.
Empowered, capable and
engaged people throughout the
organization.
Encouragement for people to
understand and to be motivated
to achieve organizations goals
and objectives.
People are enabled to be
5

People eager to participate in
and contribute to continual
improvement.
Applying the principle of
involvement of people typically
leads to:
People understanding the
importance of their contribution
and role in the organization.
People identifying constraints to
their performance.
People accepting ownership of
problems and their
responsibility for solving them.
People evaluating their
performance against their
personal goals and objectives.
People actively seeking
opportunities to enhance their
competence, knowledge and
experience.
People freely sharing
knowledge and experience.
People openly discussing
problems and issues.
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
objectives.
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accountable for their own
performance.
Encouragement for all to
contribute to improvement and
innovation in furthering the
organization's objectives.
People as individuals have
opportunities for personal
development and creativity.
Typical activities
People understanding the
importance of their contribution
and role in the organization.
People identifying constraints to
their performance.
People accepting ownership of
problems and their responsibility
for solving them.
People evaluating their
performance against their
personal goals and objectives.
People actively seeking
opportunities to enhance their
competence, knowledge and
experience.
People freely sharing
knowledge and experience.
People openly discussing
problems and issues.
QMP 4 Process Approach <Justification for the revision>
Merge the principles Process
approach and System
approach to management for a
better recognition and
understanding of both of the two
principles and their close
relationship.
Need to address output
matters.
Statement
Desired outcomes are achieved
more effectively and efficiently
when activities are managed as
interrelated processes operating
as a coherent system.
Rationale
The quality management system
is composed of interrelated
processes. In order to achieve
consistent and predictable results,
the organization needs to
understand how outputs are to be
generated by the system and
control the processes involved in
it.
6

Key benefits: process
approach
Lower costs and shorter cycle
times through effective use of
resources.
Improved, consistent and
predictable results.
Focused and prioritized
improvement opportunities.
Key benefits: system
approach
Integration and alignment of the
processes that will best achieve
the desired results.
Ability to focus effort on the key
processes.
Providing confidence to
interested parties as to the
consistency, effectiveness and
efficiency of the organization.
Applying the principle of
process approach typically
leads to: process approach
Systematically defining the
activities necessary to obtain a
desired result.
Establishing clear responsibility
and accountability for managing
key activities.
Analyzing and measuring of the
capability of key activities.
Identifying the interfaces of key
activities within and between the
functions of the organization.
Focusing on the factors such as
resources, methods, and
materials that will improve key
activities of the organization.
Evaluating risks, consequences
and impacts of activities on
customers, suppliers and other
interested parties.
Applying the principle of
system approach to
management typically leads to:
system approach
Structuring a system to achieve
the organization's objectives in
the most effective and efficient
way.
Understanding the
interdependencies between the
processes of the system.
Structured approaches that
harmonize and integrate
processes.
Providing a better
understanding of the roles and
TG QMP/N49
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Key benefits
Logical structure of the quality
management system with ability
to focus effort on key processes.
Integration and alignment of the
processes that will best achieve
the desired results.
Clarity of process
interrelationships thereby
reducing cross-functional
barriers.
Lower costs and enhanced
efficiencies through effective
use of resources.
Improved, consistent and
predictable results.
Focused and prioritized
improvement opportunities.
Providing confidence to
interested parties as to the
consistency, effectiveness and
efficiency of the organization.
Typical Activities
Systematically defining and
managing as processes those
activities necessary to obtain a
desired result.
Managing interrelated
processes as a management
system to achieve the
organization's objectives in the
most effective and efficient way.
Identifying process
interdependencies and
analyzing the effect of changes
to individual processes on the
system as a whole.
Understanding organizational
capabilities and establishing
resource constraints prior to
action.
Establishing clear responsibility
and accountability for managing
key processes.
Obtaining information to
improve the system through
measurement and evaluation.
Evaluating risks, consequences
and impacts of activities on
customers, suppliers and other
interested parties.
7

responsibilities necessary for
achieving common objectives
and thereby reducing
cross-functional barriers.
Understanding organizational
capabilities and establishing
resource constraints prior to
action.
Targeting and defining how
specific activities within a
system should operate.
Continually improving the
system through measurement
and evaluation.
Principle 6: Continual
improvement
Continual improvement of the
organization's overall performance
should be a permanent objective
of the organization.
Key benefits:
Performance advantage
through improved organizational
capabilities.
Alignment of improvement
activities at all levels to an
organization's strategic intent.
Flexibility to react quickly to
opportunities.
TG QMP/N49
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QMP 5 Improvement <Justification for the revision>
Currently continual
improvement is mistakenly
interpreted as a mere
incremental improvement.
Need to address prioritization of
improvement initiatives to strive
for optimization.
Statement
Having improvement of an
organizations overall performance
as a permanent objective and
regarding the need for change as
a potential opportunity are
essential to sustained success.
Rationale
The pursuit of improvement
strategies is essential for an
organization to maintain and
change its performance over the
long term. It is necessary to
maintain organizational values
which focus on the organizations
capability to actively promote
improvement.
Key benefits
Performance advantage
through improved organizational
capabilities.
Alignment of improvement
activities at all levels to an
organization's strategic intent.
Development of knowledge from
which the organization can
benefit.
A more agile organization with
the capability and flexibility to
react quickly to changes, risks
and opportunities.
A culture of prevention and
proactivity rather than reaction
and correction.
Promotion of improvement and
innovation based on learning
8

Applying the principle of
continual improvement typically
leads to:
Employing a consistent
organization-wide approach to
continual improvement of the
organization's performance.
Providing people with training in
the methods and tools of
continual improvement.
Making continual improvement
of products, processes and
systems an objective for every
individual in the organization.
Establishing goals to guide, and
measures to track, continual
improvement.
Recognizing and
acknowledging improvements.
Principle 7: Factual approach
to decision making
Effective decisions are based on
the analysis of data and
information
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capability, autonomy and agility.
An essential ingredient of and
contributor to sustainable
success.
Typical activities
Employing a consistent
organization-wide approach to
improvement of the
organization's performance.
Establishing a learning
environment and training
opportunities to empower
people to engage in innovation
and improvement activities.
Making improvement of
products, processes and
systems an objective for every
individual in the organization.
Establishing goals to guide, and
measures to track, learning and
improvement.
Recognizing and
acknowledging improvement,
learning and innovation.
Embracing change as an
opportunity for improvement.
QMP 6 Informed Decision <Justification for the revision>
Making Previous title is too narrow and
not well understood.
Align the wording with current
definition of data and
information.
Considerations have been given
to find better word than informed.
An alternative title could be
Decision Making based on
Information and Analysis
Statement
Effective decisions are based on
the analysis and evaluation of data
and information.
Rationale
A fact-based and logical approach
is essential for determining
objectives, identifying reasonable
means to achieve objectives and
understanding causal
relationships.
9

Key benefits:
Informed decisions.
An increased ability to
demonstrate the effectiveness
of past decisions through
reference to factual records.
Increased ability to review,
challenge and change opinions
and decisions.
Applying the principle of factual
approach to decision making
typically leads to:
Ensuring that data and
information are sufficiently
accurate and reliable.
Making data accessible to those
who need it.
Analyzing data and information
using valid methods.
Making decisions and taking
action based on factual
analysis, balanced with
experience and intuition.
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
TG QMP/N49
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Key benefits
Informed decisions developed
through reliable and robust
decision making methods.
Ability to measure and track the
impact of actions taken to
improve product, process and
system performance.
Increased ability to review,
challenge and change opinions
and decisions.
Decisions more readily
supported by the people in the
organization, on the basis of
objective justification.
Typical activities
Identifying key indicators that
can accurately understand the
organizations performance and
important aspects of its quality
management system.
Measuring or monitoring the key
indicators systematically.
Ensuring that information is
sufficiently accurate and
reliable.
Making information accessible
to those who need it.
Analyzing data and information
using valid methods.
Performance indicators are
identified to ensure important
characteristics are measured or
monitored.
QMP 7 Relationship <Justification for the revision>
Management Need to emphasize broader
collaborations which go beyond
the conventional supply chain
relations
Statement
Effective management of
relationships with interested
parties who can impact on the
organizations performance and
reputation, such as suppliers, is
vital to an organizations sustained
success.
Rationale
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. This is
particularly important with regard
to the organizations management
of relationships within its supplier
network.
10

Key benefits:
Increased ability to create value
for both parties.
Flexibility and speed of joint
responses to changing market
or customer needs and
expectations.
Optimization of costs and
resources.
Applying the principles of
mutually beneficial supplier
relationships typically leads to:
Establishing relationships that
balance short-term gains with
long-term considerations.
Pooling of expertise and
resources with partners.
Identifying and selecting key
suppliers.
Clear and open communication.
Sharing information and future
plans.
Establishing joint development
and improvement activities.
Inspiring, encouraging and
recognizing improvements and
achievements by suppliers.
TG QMP/N49
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Key benefits
Optimization of costs and
performance through
responding to the opportunities
and constraints related to each
interested party.
Sharing common goals and
values among all interested
parties.
Sharing of resources,
knowledge and experience
results in increased ability to
create value for all interested
parties.
Ability to consistently meet the
needs and expectations of the
interested parties, in a balanced
way, over the long term.
Flexibility and speed of joint
responses to changing market
or customer needs and
expectations.
Ability to reduce risks to current
and future success.
Identification and utilization of
core competencies within the
organization and its supplier
network.
Ensuring a stable flow of supply
and services.
Typical activities
Identifying relevant interested
parties (such as owners,
employees, suppliers,
financiers, local communities
and society as a whole) and
their relationship with the
organization.
Ensuring sound relationship
management with all interested
parties in a balanced way.
Gaining the knowledge and
understanding needed to
balance short-term gains with
long-term considerations.
Pooling of expertise and
resources with relevant
interested parties.
Identifying and selecting key
suppliers and partners.
Sharing appropriate information
and future plans through clear
and open communication with
suppliers and other interested
parties.
Establishing joint development
and improvement activities with
suppliers and other interested
parties.
Inspiring, encouraging and
11

The next step:
This document provides a general
perspective on the quality
management principles underlying
the ISO 9000:2000 series. It gives
an overview of these principles
and shows how, collectively, they
can form a basis for performance
improvement and organizational
excellence.
There are many different ways of
applying these quality
management principles. The
nature of the organization and the
specific challenges it faces will
determine how to implement them.
Many organizations will find it
beneficial to set up quality
management systems based on
these principles.
Further information on the ISO
9000 standards is available from
ISO's national member institutes
or from the ISO Central
Secretariat ISO 9000 enquiry
service. Sales enquiries should
also be directed to the ISO
members or to the ISO Central
Secretariat sales department.
ISO publishes the bimonthly ISO
Management Systems, which
provides updates on these
families of standards and news on
their implementation around the
world. A Spanish-language edition
is published by the Spanish
national standards institute,
AENOR.
TG QMP/N49
2012-08-13
recognizing improvements and
achievements by suppliers.
The next step
This document provides a general
perspective on the quality
management principles underlying
the ISO 9000 series standards. It
gives an overview of these
principles and shows how,
collectively, they can form a basis
for performance improvement and
organizational excellence.
There are many different ways of
applying these quality
management principles. The
nature of the organization and the
specific challenges it faces will
determine how to implement them.
Many organizations will find it
beneficial to set up quality
management systems based on
these principles.
Further information on the ISO
9000 standards is available from
ISO's national member institutes
or from the ISO Central
Secretariat ISO 9000 enquiry
service. Sales enquiries should
also be directed to the ISO
members or to the ISO Central
Secretariat sales department.
ISO publishes the bimonthly ISO
Management Systems, which
provides updates on these
families of standards and news on
their implementation around the
world. A Spanish-language edition
is published by the Spanish
national standards institute,
AENOR.
12