Systèmes de management de la qualité - Exigences (ISO This document (EN ISO ) has been prepared by Technical Committee. Annex SL is the structure for all new & revised ISO. Standards. • Annex SL defines the framework for a generic management system. • All new ISO management. This final draft is hereby submitted to the ISO member bodies and to the CEN The following documents, in whole or in part, are normatively referenced in this.

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Norma Iso 90001 Pdf

Updated in to make sure it reflects the needs of modern-day business, ISO is the world's most popular quality management standard. It's an excellent. PDF Drive is your search engine for PDF files. As of today we have 87,, eBooks for you to download for free. No annoying ads, no download limits, enjoy . ISO identifies only one document as “normatively referenced” . The PDF version of ISO includes click-on numerical links for defined terms.

Risk-based thinking What are the benefits of ISO certification? ISO certification helps organizations to develop and improve performance, as well as demonstrate high levels of service quality when bidding for contracts. Certification follows successful completion of an audit against the ISO standard and enables organizations to: Operate more efficiently Meet statutory and regulatory requirements Reach new markets Identify and address risks Why choose SGS to conduct an ISO certification audit? We are known as the global leader in certification, working with clients in virtually any sector. In addition, to ISO audits we also offer a range complementary services: ISO training courses ISO Gap Assessment — to assess readiness for certification Integrated Management Systems Certification — audit solutions against bespoke quality performance criteria Process improvement solutions With a global presence, SGS has a history of successfully executing large-scale, complex international projects. Our people speak the language, understand the culture of the local market and operate globally in a consistent, reliable and effective manner. Contact Us.

Companies decide to certify based on internal, as well as external motivations. Internal motivations are related to the objective of improving internal organization, while external motivations are primarily related to promotional aspects like marketing and image enhancement Corbett et al.

Most companies do not proceed to the certification based only on internal motivations or based only on external motivation, but based on both Sampaio et al. In Table 1 are summarized the most common, external and internal, motivations for ISO certification, found in the literature. Similarly, Douglas et al. Research results of Corbett et al. In fact, apart from improving quality, which can be classified as internal motivation, they identified other types of external motivation: 1 pressure from customers, 2 improving corporate image, 3 competitive advantage and 4 marketing tool.

Those added further motivations related to quality improvement and marketing, they also indicated a desire to adopt a modern management model. Adopting certification based on solely external motivation can be a problem. A study by Poksinska showed that many organizations certify their QMS, only because they are forced to by customers, without reflecting on whether or not ISO is in fact adequate.

Any improvement initiative needs a solid foundation to stand on. An improvement can only be accomplished through change Pfeffer and Sutton, The internal motivation and design of ISO around the culture of the organization is therefore the most important condition to achieve positive effects from the QMS.

In this sense other researchers emphasize the internal motivations. Regarding the association between the motivations for ISO certification and company size, Rawahi and Bashir state in their study that there is no evidence to suggest that the motivations differ significantly with regard to company size. This result is consistent with the Taylor and contradicts that of Magd and Curry and Magd Internal benefits are related to the achievement of organizational internal improvements, while those of external nature are related to the achievement of improvements in marketing, promotional aspects, company image, etc.

Douglas et al. External and internal benefits from ISO certification, commonly reported in the literature, are summarized in Table 2.

Insert Table 2 about here Williams points out several internal benefits from ISO certification: a documentation improvement, b quality awareness increased, c product reliability improved, d improved systematization, e reduced process variation, f enhanced intra-company communication g reduced quality costs.

Internal benefits are also identified by other authors such as Magd and Curry efficiency in documentation, improving the quality system and more effective supplier 3 Proceedings of the Third Annual European Decision Sciences Institute Conference — June , — Istanbul Turkey selection ; Calisir et al.

Regarding external benefits, Poksinska et al. Sampaio et al. As the major internal benefits he identified the following: increased productivity, decreased the percentage of nonconforming products, increasing quality awareness, clarifying responsibilities and obligations, improvement in the delivery times, internal organizational improvements, reduction of non-compliance, reduction in complaints, improved internal communication, improvements in product quality, improved competitive advantages, employee motivation.

Some researchers identify benefits from certification without distinguishing between external and internal. Larson and Kerr showed the following benefits: better documentation, higher quality perceived by customers, competitive advantage, improved internal communications and increase operational efficiency.

Rawahi and Bashir concluded that the companies achieved large improvements in the quality awareness, customer satisfaction, clarity of work procedures and documentation systems. Regarding the association between certification benefits and company size, Rawahi and Bashir conclude that there is no evidence suggesting that the benefits differ significantly according to firm size.

In turn, Van der Wiele et al. The motivations influence the benefits Poksinska, When companies decide to certify based on external motivation will achieve essentially external benefits. On the other hand, when they do that based on internal reasons generally will achieve improvements essentially at organizational level Corbett et al.

Llopis and Tari suggest companies more concerned with internal reasons are those that have better financial results of implementing a QMS, they make a complete incorporation of the quality management principles and show a greater propensity to evolve to TQM models for.

To Poksinska companies seeking certification to for organizational improving reach greater overall benefits. Rather, organizations seeking certification for external reasons only achieve external benefits. Studies such as Quazi et al. However, most of the studies, such as Corbett et al. The authors concluded that the existence of differences in quality management practices is probably influenced by the industry. Corbett et al. However, Corbett et al. Gonzalez et al.

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This result is consistent with the main focus of the ISO system, which is customer satisfaction. Lima et al. Results obtained by Sharma highlight a significant positive influence of quality certification on company performance, stressing that the effects of quality certification are mostly internal, such as: an increase in internal efficiency as a result of continuous improvement.

This same conclusion was obtained by Naveh and Marcus and Furtado that, when comparing labor productivity of firms two years before the quality certification with that same value two years after, found a significant increase in this variable. Feng et al. They also refer that medium and large companies display better performance than small firms. The medium and large firms have more resources and gain greater benefits from ISO certification process than small businesses.

This author refers there is no evidence to suggest that the level of satisfaction with ISO depends on organization size or sector type. To answer these research questions we formulate the following hypotheses : H1: There is no relationship between motivation for certification and benefits from that certification.

H2: There is no relationship between certification and company performance.

H There are no differences in motivation for certification for companies of different size. H There are no differences in satisfaction with certification for companies with different size. The questionnaire was sent to the leaders of 35 companies certified between and Besides a set of questions with objective of characterizing the company, the questionnaire was composed 29 items geared towards assessing the four constructs used in this study: motivation for certification; benefits from certification; performance; and satisfaction with certification.

On a seven points Likert-type scale respondents were asked to state their level of agreement with a set of statements. We received 35 valid questionnaires. In this study, a company is considered small if the number of employees is less than 50, medium if between 50 and , and large if more than This classification was also used by Magd and Bashir To measure the organizational performance the variables used were the Sales Growth, Productivity, Operating Income and Assets.

These variables were also used by Sampaio To analyze the results we used the statistical package SPSS First we used simple descriptive statistical measures to describe data. In order to verify the dimensionality of the indicators for the different constructs we used the method of principal components in factor analysis with the criterion for factor extraction of eigenvalues greater than 1.

In the case of obtaining more than one factor is selected the varimax rotation method.

To assess the reliability of the dimensions we used Cronbach's alpha, assuming a minimum value of 0. The correlation between the constructs was assessed using Pearson product moment correlation coefficient.

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Differences between companies of different size for the variables motivation, benefits and satisfaction with certification were analyzed through Kruskal Wallis Test. In fact ANOVA test was not adequate because it was impossible to verify both criteria, of homoscedastic and normal distribution of the residuals, for any of the variables.

Regarding their size, at the time of certification, companies were distributed as follows: 11 companies with less than 50 workers Insert Table 3 about here Using principal components analysis, with the criteria explained before, it was possible to extract two factors. After varimax rotation the two variables representing internal motivation had higher loadings on factor 2.

Moreover this variable had with factor2 a negative correlation. For these reasons it was decide at this point to exclude this variable of the analysis and re-run factor analysis.

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In this situation al internal motivations had higher factor loadings on factor 2 and external motivations on factor 1. Insert Table 4 about here After performing principal component analysis performed two factors were extracted.

All internal benefits showed higher loadings on factor 1, while all external benefits showed higher loadings on factor 2. Both factors have shown high reliability values 0.

To analyze the relationship between benefits and motivations, Pearson coefficients were calculated for the four pairs Motivations internal and external with Benefits internal and external. There are significant relationships between motivations, both internal and external with external benefits 0. This result is consistent with most of the literature where the motivations influencing the benefits Poksinska, ISO vs. It also gives an overview of common requirements of these two frameworks with tips on how to fulfill them with as little documentation as possible.

The purpose of this document is to present possibilities for combining these two systems in organizations that plan to implement both frameworks at the same time, or that already have one framework and want to implement the other one.

It outlines why you should consider an Integrated Management System, and it provides an overview on how to get started with triple implementation. Get an overview of the risk management process, tasks you should consider while implementing the ISO risk management and links to additional resources that will help you understand risk management.

ISO matrix White paper, PDF format The matrix shows the relationship between clauses of ISO and ISO , and gives an overview of common requirements of these two standards with tips on how to fulfill them with as little documentation as possible.

The purpose of this document is to present possibilities for combining these two systems in organizations that plan to implement both standards at the same time or already have one standard and want to implement the other one.

It outlines why you should consider an Integrated Management System, while providing an overview on how to get started with dual implementation. This white paper aims to help you budget effectively, and prevent any unnecessary expenses from occurring. Not only will you learn budgeting benefits and tips, but also how different implementation options can impact your overall budget. Case study for ISO transition in a construction company White paper, PDF format Completing your ISO transition project before the deadline, when time is an issue, can be challenging — even to the most streamlined businesses.

This case study aims to help speed up the process, with a real example showing the timeframe and the steps to follow. It also shows the options that exist for the transition and how this company resolved their doubts in the transition process.

Clause-by-clause explanation of ISO White paper, PDF format This document explains each clause of ISO and provides guidelines on what needs to be done to meet each requirement of the standard. It also gives insight into how to apply a process approach, and how to plan and analyze processes within the organization.

This white paper clarifies the benefits of completing the transition early, including the positive effect it will have on your business.

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