By: Syed Shahwar Hasan

WHAT IS QUALITY
FITNESS FOR USE (JURAN)
CONFORMANCE TO REQUIREMENT (CROSBY)
DEGREE OF EXCELLENCE
DELIGHTING CUSTOMERS

HOW ISO 9000:2000

DEFINES IT
DEGREE TO WHICH A SET OF INHERENT

CHARACTERISTIC FULFILLS
REQUIREMENTS

THREE BASIC
CONCEPTS
QUALITY MANAGEMENT Coordinated
efforts to direct and control an organization
with regard to quality (entire organizational
system)
QUALITY ASSURANCE part of quality
management focused on fulfilling quality
requirements (establishing quality
functions/procedures)
QUALITY CONTROL part of quality
management focused on fulfilling quality
requirements (inspection and monitoring)

QUALITY MANAGEMENT
SYSTEM

MANAGEMENT SYSTEM TO DIRECT AND

CONTROL AN ORGANIZATION WITH REGARD

TO QUALITY.
MANAGEMENT SYSTEM CONTAINS
INTEGRATED PROCEDURES AND PROCESSES:
PROCEDURE - A SET OF INSTRUCTIONS
DEFINED TO CARRY OUT A GROUP OF
ACTIVITIES (5 Ws + 1 H)
PROCESS SET OF INTERRELATED OR
INTERACTING ACTIVITIES WHICH
TRANSFORMS INPUTS INTO OUTPUTS

WHAT CUSTOMERS
WANT?
PRODUCT CONFORMING TO OR EXCEEDING
REQUIREMENTS
PRODUCT RESULT OF PROCESS
IT MAY BE:

Services ( Transport, healthcare, education etc.)

Software (Computer applications, programs)
Hardware (parts, automobiles, plants,

equipment etc.)
Process material (lubricants, raw materials,
consumables etc.)

WHAT IS ISO
INTERNATIONAL ORGANIZATION FOR STANDARDIZATION
DEVELOPS STANDARDS DOES NOT CERTIFY COMPANIES
AROUND 140+ MEMEBERS COUNTRIES
AROUND 13000 STANDRADS PRODUCED
TECHNICAL COMMITTESS ARE FORMED TO PRODUCE

STANDARDS

ORIGIN OF ISO 9000

STANDARDS

ISO 9000:1987
ISO 9000:1994
ISO 9000:2000

BS 5750
1979
AQAP1 (NATO)
1970s

MIL-STD-9858 A
1940s

ISO 9000 FAMILY OF

CORE STANDARDS
STANDRADS
ISO 9000:2000 Fundamentals and vocabulary

ISO 9001:2000 QMS Requirements

ISO 9004:2000 Guidelines for performance improvement

SUPPORTING STANDARDS
ISO 10005:1995 Guidelines for quality plans
ISO 10006:1997 Guidelines for project Management
ISO 10007:1995 Guidelines for Configuration Management
ISO 10011-1,-2,-3 QMS Auditing
ISO 10012-1,-2,-3 Quality Assurance for measuring

equipment
ISO 10013:1995 Guidelines for Quality Manuals
ISO/TR 10014:1998 Guidelines for managing economics of
quality
ISO 10015 Guidelines for Training
ISO/TR 10017:1999 Guidelines on statistical techniques

BRIEF CHRONOLOGY OF
ISO 9000

MILESTONE

YEAR

UMBRELLA

Introduction

1906

International Electro Technical

Commission

Pioneering

1926

International Federation of the National

Standardizing Associations

Unification

1947

International Organization for

Standardization

THE HALLMARKS OF THE ISO BRAND

Equal footing
Every participating ISO member institute (full members) has the right to take part in the
development of any standard which it judges to be important to its country's economy
Voluntary
ISO standards are voluntary. As a non-governmental organization, ISO has no legal
authority to enforce their implementation.
Market-driven
ISO develops only those standards for which there is a market requirement.
Consensus
Although ISO standards are voluntary, the fact that they are developed in response to
market demand, and are based on consensus among the interested parties
Worldwide
ISO standards are technical agreements which provide the framework for compatible
technology worldwide

PRE ISO 9000

During WWII, there were quality problems in many British high-tech industries such as
munitions, where bombs were going off in factories.
The adopted solution was to require factories to document their manufacturing procedures and to
prove by record-keeping that the procedures were being followed. The name of the standard was
BS 5750, and it was known as a management standard because it did not specify what to
manufacture, but how to manage the manufacturing process.
According to Seddon, "In 1987, the British Government persuaded the International

Organization for Standardization to adopt BS 5750 as an international standard. BS

5750 became ISO 9000.
It was also influenced by existing U.S. and other Defense Standards ("MIL SPECS"), and so was
well-suited to manufacturing

APPLICATION OF ISO 9000 SERIES OF STANDARDS

2000 VERSION
Standard

Design

Development

Production

Installation

Servicing

Testing

ISO 9001

The 2000 version sought to make a radical change in thinking by actually placing
the concept of process management front and centre
Expectations of continual process improvement and tracking customer satisfaction
were made explicit

NEED FOR ISO 9000 QMS CERTIFICATION

Certification to ISO 9000 QMS increases the Customer's confidence in Supplier's
Quality and Delivery Commitments.
ISO 9000 QMS is universally recognized and hence helps in penetrating New
Markets Globally.

Registration can improve service performance and reduce uncertainty.

Regular assessments ensure the organization continually uses, monitors and improves
their processes.
Worldwide Recognition

Clarity in Roles, Responsibilities and Authorities among all.

Employee involvement and thus commitment.

Improved Quality awareness throughout the organization.

CONTENTS OF ISO 9001

Page iv:

Foreword

Pages v to vii:

Introduction

Pages 1 to 14:

Requirements
Section 4 (02):

General Requirements

Section 5 (06):

Management Responsibility

Section 6 (04):

Resource Management

Section 7 (06):

Product Realization

Section 8 (05):

Measurement, analysis and

improvement

Pages 15 to 22:

Tables of Correspondence between ISO 9001 and

other standards

Page 23:

Bibliography

ISO SURVEY

ISO CERTIFICATION IN PAKISTAN

EIGHT QMS PRINCIPLES

Principle

Outline

Customer Focused
Organisation

Organisations Depend upon their customers & therefore should

understand current and future customer needs, meets customer
requirements and strive to exceed customer expectations

Leadership

Leaders establish unity of purpose, direction and the internal

environment of the organisation. They create such an
environment where people can be fully involved to achieve the
organisation benefits

Involvement of
People

People at all levels are the essence of an organisation and their

full involvement enables their abilities to be used for the
organisations benefits

Process Approach

A desired result is achieved more efficiently when related

resources and activities are managed as a process

EIGHT QMS PRINCIPLES

Principle

Outline

System Approach
to Management

Identifying, understanding and managing a system of inter related

process for a given objective contribute to the effectiveness and
efficiency of an organization.

Continual
Improvement

Continual improvement is a permanent objective of an

organization

Factual Approach
to Decision Making

Effectiveness decision are based on the logical and intuitive

analysis of data and information

Mutually Beneficial
Relationship

Between the organisation and its suppliers which enhances the

ability of both parties to create value