ISO 9000 Series

What is the ISO 9000 Series?The ISO 9000 series of documents was created by the International Organization for Standardization to set international requirements for quality management systems. Now adopted by over 80 countries, use of the series of standards has become commonplace in the business world.
The series itself is generic, and is designed to be applicable to any manufacturing or service process. The series is revised and controlled by Technical Committee (TC) 176, made up of international members from many industries and backgrounds. The series is modified periodically. The original standards were published in 1987, first revised in 1994 and the current versions were issued in 2000.
The previous ISO 9000 family of standards contained some 20 standards and documents. The year 2000 ISO 9000 family of standards consists of four primary standards supported by a number of technical reports. The four primary standards are:
ISO 9000: Quality Management Systems - Concepts and Vocabulary
ISO 9001: Quality Management Systems - Requirements
ISO 9004: Quality Management Systems - Guidelines
ISO 10011: Guidelines for Auditing Quality Systems (watch for ISO 19011, which will merge 10011 and 14011 and, be published in the third quarter of 2001)
Customers are increasingly becoming quality-conscious shoppers. They want to know up front that your business will meet their needs. A certified Quality Management System demonstrates your commitment to quality and customer satisfaction.
Implementing a Quality Management System will help you enhance customer satisfaction, achieve consistency, and improve internal processes. It can minimise the risk that customer expectations are not met.
Each business has operational processes that are critical to its strategic objectives. Business improvement relies on your ability to discover strengths, weaknesses, and improvement opportunities. With our Risk Based Certification approach, DNV auditors assess how well your Quality Management System supports the areas of greatest importance to you, in addition to measuring compliance against elected standards.
On this page, we will help you understand the what and why of a Quality Management System—what it is and why your business will benefit from implementing one.
Partner with DNV for:
Certification of your Quality Management System to the generic ISO 9001:2000 standard, and improve your ability to meet strategic objectives. ISO 9001:2000 is an international standard applicable to any manufacturing or service provider.
The road to certification will help you prepare for an independent audit. Accredited certification will explain what DNV's Risk Based Certification process entails.
DNV offers Risk Based Certification worldwide, and holds a wide range of national accreditations. With our global network of local resources, we provide you with the certification most suitable to your needs, type of business, and company location. Wherever you are, our auditors make it a point to know the business you are in.

ISO 9000 Series

What is the ISO 9000 Series?The ISO 9000 series of documents was created by the International Organization for Standardization to set international requirements for quality management systems. Now adopted by over 80 countries, use of the series of standards has become commonplace in the business world.
The series itself is generic, and is designed to be applicable to any manufacturing or service process. The series is revised and controlled by Technical Committee (TC) 176, made up of international members from many industries and backgrounds. The series is modified periodically. The original standards were published in 1987, first revised in 1994 and the current versions were issued in 2000.
The previous ISO 9000 family of standards contained some 20 standards and documents. The year 2000 ISO 9000 family of standards consists of four primary standards supported by a number of technical reports. The four primary standards are:
ISO 9000: Quality Management Systems - Concepts and Vocabulary
ISO 9001: Quality Management Systems - Requirements
ISO 9004: Quality Management Systems - Guidelines
ISO 10011: Guidelines for Auditing Quality Systems (watch for ISO 19011, which will merge 10011 and 14011 and, be published in the third quarter of 2001)
Customers are increasingly becoming quality-conscious shoppers. They want to know up front that your business will meet their needs. A certified Quality Management System demonstrates your commitment to quality and customer satisfaction.
Implementing a Quality Management System will help you enhance customer satisfaction, achieve consistency, and improve internal processes. It can minimise the risk that customer expectations are not met.
Each business has operational processes that are critical to its strategic objectives. Business improvement relies on your ability to discover strengths, weaknesses, and improvement opportunities. With our Risk Based Certification approach, DNV auditors assess how well your Quality Management System supports the areas of greatest importance to you, in addition to measuring compliance against elected standards.
On this page, we will help you understand the what and why of a Quality Management System—what it is and why your business will benefit from implementing one.
Partner with DNV for:
Certification of your Quality Management System to the generic ISO 9001:2000 standard, and improve your ability to meet strategic objectives. ISO 9001:2000 is an international standard applicable to any manufacturing or service provider.
The road to certification will help you prepare for an independent audit. Accredited certification will explain what DNV's Risk Based Certification process entails.
DNV offers Risk Based Certification worldwide, and holds a wide range of national accreditations. With our global network of local resources, we provide you with the certification most suitable to your needs, type of business, and company location. Wherever you are, our auditors make it a point to know the business you are in.

Create a Cleaner, Safer and More Productive Workplace
The 5S workshop is a three-day beginner level workshop that teaches participants to create a cleaner, safer, more productive working environment. Workstations that are cluttered and dirty are unsafe and employees waste valuable time searching for needed materials and information. Many companies routinely clean their places of work, but without sustainability the conditions quickly revert to their previous state.

By applying the principles of 5S, organizations can remove waste from their value streams through workplace organization, visual controls and overall cleanliness. The first three pillars of 5S: Sort, Straighten and Shine are used to create a clean, safe and efficient working environment. The last two pillars: Standardize and Sustain are required to ensure these conditions do not deteriorate. Just imagine a workplace that always looks as though it has just gone through spring-cleaning!

5S is not restricted to manufacturing environments either - it is not uncommon to find paperwork in filing cabinets or desks that is over 20 years old!

Like most Lean Solutions workshops, 5S combines classroom theory with practical exercises and case study simulations to reinforce the training. A simple simulation will demonstrate the advantages of a cleaner workplace via the application of 5S. Workshop participants will then be assigned a workstation within your facility to begin applying these principles. By the end of this three-day workshop, all members of your organization will see the benefits of a cleaner, safer, more efficient workplace

Budaya dan Tata Kerja

Budaya dan tata kerja merupakan satu kesatuan yang tidak dapat dipsahkan dalam penerapan suatu sistem manajemen. Budaya dapat saja terbentuk dari tata kerja, dan sebaliknya tata kerja dapat membentuk suatu budaya. Dialektikanya sama dengan mencari asal muasal ayam dan telur.

Dalam suatu organisasi, baik bisnis, sosial dan pemerintahan, seringkali para pihak dalam organisasi terjerumus dalam budaya dan tata kerja yang terpolarisasi secara turun temurun yang akhirnya mengakibatkan pemborosan atau output yang tidak berkemanfaatan.

Budaya dan tata kerja sangat menentukan keberhasilan suatu organisasi dalam mencapai tujuannya. Oleh karena itu, hendaklah tujuan dari organisasi itulah yang membentuk budaya dan tata kerja.

Penyatuan persepsi mengenai tujuan organisasi menjadi prioritas pertama yang harus disatukan. Tanpa kesatuan persepsi, maka komponen organisasi akan berjalan dengan serampangan. Bersyukurlah jika ada invisble hand yang dapat menjadikan organisasi tampak luar begitu indah, damun pondasinya kropos. Hal ini pada umumnya terjadi pada BUMN/ BUMD, Pemerintah Daerah dan Lembaga Swadaya Masyarakat, yang tidak memiliki kesatuan persepsi dalam mencapai tujuan.

Sebagai contoh di BUMN/ BUMD, point of social effect menjadi priorotas oleh kelompok tertentu, dimana kelempok ini menganggap bahwa BUMN/ BUMD tidak perlu dilihat sebagai lembaga bisnis murni, melainkan sebagai social effect, yang dapat memutar roda sosial, dengan penyerapan tenaga kerja, produksi dan penjualan. Tidak mengherankan semenjak UU Anti Monopoli diundangkan, beberapa BUMN/ BUMD kelabakan, dan nyaris tak berdaya untuk bersaing.

Untuk menyatukan persepsi organisasi maka, proses awal dimulai dari perumusan tujuan itu sendiri. Setelah itu, proses pengorganisasian disesuaikan dengan tujuan tersebut. Kemudian dilakukan seleksi.

Jika seluruh proses berjalan dalam suatu kerangka yang rapi dan terstruktur, maka organisasi akan dengan cepat dan mudah menggapai tujuannya.

Wassalam.

Deming's 14 Points for Management

Deming has abridged his philosophy in a set of 14 principles for the transformation of an organization. Deming's fourteen principles are powerful, universal axioms based on the assumptions that individuals want to do their best and that it is management's job to enable them to do so by constantly improving the system in which they work. They are:
Create constancy of purpose for improvement of product and service.
Adopt the new [Deming] philosophy. We are in a new economic age.
Cease dependence on inspection to achieve quality...Build in quality in the first place.
End the practice of awarding business on the basis of price alone. Instead, minimize total cost.
Improve constantly and forever [every process].
Institute training on the job.
Institute leadership. The aim of supervision should be to help people...to do a better job.
Drive out fear.
Break down barriers between departments.
Eliminate slogans, exhortations, and targets...for zero defects and new levels of productivity. Such exhortations only create adversarial
relationships, as the bulk of the causes of low productivity belong to the system and thus lie beyond the power of the work force.
Eliminate work quotas, management by objective, management by numerical goals. Substitute leadership.
Remove barriers that rob people...of pride of workmanship.Institute a vigorous program of education and self-improvement for everyone.
Put everybody in [the organization] to work to accomplish the transformation.
Deming's System of Profound Knowledge
Deming builds his 14 principles on four areas of "Profound Knowledge" concerning what people need to believe and know. Each [area] forcesone to confront what he or she accepts about people and processes in organizations with what they intuitively 'know'.One principle of profound knowledge - that workers are intrinsically motivated to do the best job possible (if only management systems permit them to do so) - calls into question the traditional top-down corporate management structure. Instead, TQM builds trust by empowering employees to implement change and to make improvements to products and services. Furthermore, TQM is based on the idea that those feeling the impact of the decision should be involved in making it.
Top

Indahnya Maaf

Suatu hari saya sedang berada dalam masalah yang cukup berat. Perbuatan yang saya lakukan kemudian menjadi presedent buruk di perusahaan. Saya dianggap telah merusak reputasi perusahaan dan dikategorikan sebagai pelanggaran berat.

Awalnya berteguh hari, bahwa hal tersbeut adalah kebenaran dan salah satu bentuk perlawanan terhadap manajemen. Saat ini saya sedeng mempesiapkan diri menghadapi pemeriksaan khusus.

Setelahberfikir dengan jernih dan tenang, akhirnya saya mulai luluh dan meminta maaf kepada manajemen dan hati menjadi lebih lega.

Maaf bukanlah hal yang mudan sekaligus rumit. Tapi dengan niat hati yang tulus dan ikhlas, Alhamdulillah ada titik terang dan permasalahan yang saya hadapi menjadi lebih dingin. Manajemen justeru memberi perhatian dan pembinaan dengan cara yang arif dan bijaksana.

kadang kita bersikukuh dengan kebenaran, padahal metodologi kemanusiaan kita tetap harus dikedepankan dalam menghadapi seluruh permasalahan hidup yang semakin kompleks. Alhamdulillah. Saya bangga bisa menjadi ksatri, yang rela berkorban untuk kepeningan perusahaan.

Wassalam.

ISO 9000: 2000 Documentation

ISO 9000: 2000 Documentation

Dokumentasi adalah suatu hal yang cukup penting dalam Standard ISO 9000, sebagai bukti bahwa suatu sistem telah dikendalikan dengan baik.
Beberapa klausul dalam standar, bahkan mempersyaratkannya dengan mutlak perlu disediakan catatan.
Pada saat membuat atau mengisi dokumen tersebut harus dilakukan berdasarkan data dan fakta, tidak harus dilakukan rekayasa, takut banyak temuan, terus jika unit kerja kita banyak temuan dianggap tidak bisa bekerja. Hindari salah kaprah dalam membuat dokumen atau mencapai tujuan dari standar ini. Gunakan standar ini sebagai alat bantu, alat komunikasi dalam organisasi, bukan menjadi sesuatu yang menakutkan dan menyulitkan dalam bekerja.
Masih ada beberapa manager perusahaan menolak sistem ISO 9000, baik syariat dan hakikat yang terdapat dalam ISO9000. Mereka beranggapan, tidak berjalannya sistem iso 9000 di perusahaan karena standar ISO 9000 itu sendiri yang menjadi masalah besar.

Quality Circle

10 IE(I) Journal–ID
Impact of Quality Circle—a Case Study
F Talib, Non-member
M Ali, Non-member
After second world war, most of the countries in the world had to face the problem of industrial development. Japan
was worst hit and the industrial units in Japan were going from bad to worse and it was necessary for Japan to put
their shattered economy back to the rails. To do so modern concept of quality control came to Japan after 1945,
from USA, but it was only after 1955 that this system of management of quality control was actually implemented
to the company from the bottom of the organization that could also share in the quality control function at the
workshop level. Quality circle provides the employees at the bottom level to proceed towards the top level with
opportunities to perform effectively and solving the daily problem of the unit. It this paper, the authors tried to
study the impact of quality circle techniques through a case study dealing with causes of the material losses related
to 4-Ms (man, machine, materials, methods), in a small production shop floor. The observed datas are analyzed
through Pareto diagram and ‘Ishikawa diagram’ and following results were obtained : Drastic reduction in materials
wastage, average saving per year increased and financial losses were minimized, workers were motivated to keep
and operate materials with care and prevent wastage, and good team relationship was built among the workman
and management.
Keywords : Quality Management; Quality Circle; Weight Loss and Total Quality Management
M Ali and F Talib are with University Polytechnic, AMU, Aligarh
202002
This paper was received on February 26, 2002. Written discussion on this
paper will be received until July 31, 2003.
INTRODUCTION
In older times, during the post world war the Indian workshop and
industries were generally practicing older concept of system to
manage the scientific techniques, as a result of following the older
concepts unwisely a barrier of mistrust, individualism and noninvolvement
of different levels of manpower and management has
been erected between the important sections of the organization.
For example, during the post second world war era Japan was
worst hit by the above mentioned crisis and the individual units in
Japan were going from bad to worse and it was necessary for
Japan to put their shattered economy back to rail. For that they
had to wipe out their poor image of quality, with the help of some
quality management experts from America, namely, Dr Deming, Dr
Juran. At this point Dr Ishikawa of Mushashi Institute of
Technology, Tokyo added a new dimension to this effect by
involving task performer at the grass root level to work towards
the quality improvement. He motivated the workmen to follow the
quality control techniques in their shop floor by forming small
groups and sought their help in solving the daily problem coming
during the production of the job. After all the person who is actually
doing the job know the job best. This was the basic guideline in
forming the quality circle. Hence, by introducing this modern
concept of quality control in any organization employees at the
grassroots level have the opportunity to perform effectively and
meshing well with the activities of other levels, ie, total involvement
of the worker and the intellectuals and hence there was a
tremendous change in the working environment between the
management, and the workforce. Various studies have been
conducted on the implementation of quality circles in different
organization and the results were very encouraging. Study
conducted by S K Dey, et al involving quality circles for a steady
reduction in chemeical wastage proved to be very gainful to the
industries related to the material wastage. Also study conducted
by Reddy, et al on dimensional quality control of casting gives a
result of good quality casting at minimum cost. Another study
conducted by Shiva Gonde, et al which was different from other
studies in the sense that he has implemented quality circle approach
in technical education systems for solving work related problems
and found that there were major dimensional change in decisions
and actions, conventional bureaucratic approach to self
empowering employees along with the responsibilities of managing
the institutions.
METHODOLOGY
Formation of Quality Circle
The following basic elements constitute the structure of the quality
circle :
i) Top Management
ii) Steering committee
iii) Co-ordinator
iv) Facilitator
v) Leader
vi) Members
vii) Non-members
The success of the quality circles depends solely on the attitude
of the top management and plays an important role to ensure the
success of implementation of quality circles in the organization.
Steering committee called middle management consists of chief
executive heads of different divisions or a co-ordinator plays a
positive role in quality circles activities for the success of the
efforts. The meetings are conveyed at least once in one to two
Vol 84, May 2003 11
months interval. Co-ordinator also acts as facilitators is an
individual responsible for coordinating and directing the quality
circles activities within an organization and carries out such
functions as would make the operations of quality circles smooth,
effective and self-sustainable. Facilitator also acts as a catalyst,
innovator, promoter and teacher and is nominated by the
management. Leader of the quality circles is chosen by the members
among themselves and they may decide to have a leader by
rotation since the members are the basic elements of the structure
of quality circle. Members of the quality circles are the small group
of people from the same work area or doing similar type of work
whereas non-members are those who are not members of the
quality circle but may be involved in the circle recommendation.
Figure 1 Structure of quality circle
Figure 2 Pareto diagram
Problem Solving Techniques
Quality circle commonly use the following basic techniques to
identify and to analyze problems
i) Team work (Brainstorming)
ii) Collection of data
iii) Pareto analysis
iv) Ishikawa diagram (Fishbone diagram)
v) Cumulative line diagram
PROBLEM FORMULATION
The present study was conducted by selecting a problem
concerning with the material loss in workshop of University
Polytechnic, AMU by forming a quality circle. The authors were
involved as internal observer in the operation of quality circle
working in workshop. The production involves manufacturing of
Figure 3 Pie chart (effectiveness of process variable on material
wastages)
Figure 4 Ishikawa diagram (fishbone diagram)
12 IE(I) Journal–ID
crankshaft, spindle and metallic numerals in the machine and fitting
shop. The operation involves in producing the above products
comprises of various methods of manufacturing such as facing,
drilling, filling, cutting, shaping, threading etc. The operations of
these quality circle as given below realize the impact of quality
circle.
Case Study
a) Name of the organization : Workshop, University
Polytechnic, AMU
Aligarh
b) Number of circle : 01 (one)
c) Section where the circle is : Machine and fitting shop
operating
d) Number of meetings held : 10 (ten)
for last one year
The quality circle under consideration has a leader, a facilitator, a
coordinator and four members. The object of the present quality
circle is ‘reduction of material wastage’. This problem was so
chosen for solution because of following facts :
a) Whether there was any reduction in material wastage.
b) Whether there were any saving and financial losses that
should be minimized.
c) Whether it had any effect on the working of the workers
and relationship between workman and management.
There were differences in the actual and expected material
consumption. Table 1 gives the detail of material consumption for
the year 1999 to 2000, before implementation of quality circle, and
Table 2 shows the detail of material consumption for the year 2000
to 2001 after implementing quality circle. After various discussion
and brain storming sessions following causes related to man,
machine, material and methods were located.
Table 1 Details of material consumption for the year July 15,
1999 to March 31, 2000 (before implementing quality circle)
Items Spefication Material Consum-Material Material
ption per year Loss in loss in
Expected, Actual, machin- Rs
k g k g ing, kg
Mild Steel Length, mm : 50 210 105 105 1785.00
Rod Diameter, mm : 31
Carbon, % : 0.01 to1
Harden cold rolled
Cast Iron Length, mm : 50 135 75 60 1920.00
Block Width, mm : 50
Thickness, mm : 24
Carbon, % : 2-4
Mild Steel Lenght, mm : 75 53 30 23 437.00
Flat Width, mm : 48
Thickness, mm : 6
Total 4142.00
Table 2 Details of material consumption for the year July 15,
2000 to March 31, 2001 (after implementing quality circle)
Items Spefication Material Consum-Material Material
ption per year Loss in loss in
Expected, Actual, machin- Rs
k g k g ing, kg
Mild Steel Length, mm : 50 210 150 60 1020.00
Rod Diameter, mm : 31
Carbon,% : 0.01 to 1
Harden cold rolled
Cast Iron Length, mm : 50 135 105 30 960.00
Block Width, mm : 50
Thickness, mm : 24
Mild Steel Lenght, mm : 75 53 45 8.0 152.00
Flat Width, mm : 48
Thickness, mm : 6
Total 2132.00
Causes Related to Man
a) Lack of knowledge about the materials
b) Proper instruction not given about the work
c) The materials were cut more than the required amount
d) Lack of knowledge about the operations
e) Lack of knowledge about handling special tools
Causes Related to Machines
a) Machines not operating at optimum condition
b) Frictional wear of machine parts
c) Problem arising due to misalignment of machine
components
d) Lack of implementation of new and automatic machines
Causes Related to Methods
a) No proper inspection in the machine shop after the material
has been issued from the store
b) No proper care was taken in storing the materials
c) Lack of knowledge of improving the existing method of
production
Causes Related to Material
a) No proper inspection of the material dimension before
machining
b) Materials obtained not having the required composition
Table 3 Saving in the material wastage for the year 2000-2001
Material Wastage Material Wastage Savings
before Implementing after Implementing Amount
Quality Circle, Rs Quality Circle, Rs Rs 1 year
4142 2132. 2010
Vol 84, May 2003 13
DISCUSSION AND CONCLUSION
After implementation of quality circle, steady reduction in material
wastage was observed. Considering the material wastage for the
year 1999-2000 as a base year, calculated savings for the next one
year 2000-2001 is obtained and shown in the Table 2. Besides this
Table 3 gives the complete details of the monetary gain for the
year 2000-2001 which shows a sufficient amount of saving.
Following observation were achieved after implementation of
quality circle.
i) Improvement of internal personal relationship
ii) Self-confidence was developed in solving more complex
problem related to production.
iii) A good teamwork was achieved among the workman
iv) Material wastage was minimized as a result heavy
monetary gain was obtained.
Table 4 shows a percentage of contribution of various factors that
led to material loss in the given order. These four factors were
chosen as the most effective factor in analyzing the problem. The
various reason or causes of each factor were determined and shown
in Ishikawa diagram (Fishbone diagram). The causes and effect
were obtained by calling various quality circle meetings (ten)
through brainstorming session and discussion. And hence these
factors led to the result of the present study in the following order
: Man
Machine
Method
Material
Further this quality circle approach for quality improvement in
University Polytechnic workshop may bring new dimension,
shifting dependence for decisions and actions, conventional
bureaucratic approach towards existing system. Empowering
employees exhibit considerably owing the responsibility of
managing the organization. This change revealed that quest for
quality service is in the hand of all employees. This success of
quality circle in the workshop and small enterprises. This quality
approach may be required to be spread in all polytechnic workshop
and small-scale enterprise existing in the country. The sustenance
of success will lead to total quality improvement emerging as a
centre of excellence of its own in any small enterprise in India.
REFERENCES
1. A K Chitale, K C Jain. ‘Quality Assurance and Total Quality Management,’
Khanna Publishers, Delhi, 1998.
2. S K Dey, et al. ‘Genesis of Quality Circle with a Case Study’. Journal of the
Institution of Engineers (India) pt ID, vol 78, May 1997, p 24.
3. D C Reddy, S S N Murthy. ‘Dimensional Quality Control of Castings’.
IE(I) Journal, vol 69, July 1998, p1.
4. R B Shivagunde, B L Gupta. ‘An Innovative Approach in Technical
Education System for Solving Work Related Problems by Quality Circles’.
The Indian Journal of Technical Education, vol 21, no 1, January - March
1998, p 9.
5. J Vidyanand. ‘Quality Circle Implementation in India Organization : An
Alternative Approach. Decision Journal, vol 24, no 1-4, January - December
1997.
Table 4 Percentage of contribution of various factors towards the
loss
Reason / Cause Percentage, Cumulative,
% %
Man 35.7 35.7
Machine 28.6 64.3
Methods 21.4 85.7
Materials 14.3 100.0

New ISO standard helps ensure that building and construction "plastics people" worldwide talk the same language

New ISO standard helps ensure that building and construction "plastics people" worldwide talk the same language

A new ISO standard will help to ensure consistent communication about one of the most ubiquitous and versatile materials in the global economy, plastics. ISO 19712-1:2008, Plastics – Decorative solid surfacing materials – Part 1: Classification and specifications, will ensure that manufacturers, fabricators, installers and specifiers around the world use the same terminology, performance indicators and requirements when working with solid surfacing materials made from plastic.
“Plastics are among the most important materials contributing to economic growth, sustainability of the environment and a higher standard of living, with an incredible diversity of applications ranging from packaging to aerospace,” says Mike Fisher, Chair of ISO/TC 61, Plastics. “This new ISO standard will facilitate international trade by providing worldwide common requirements to ensure the quality, safety and performance of solid surfacing materials found in products of our daily life.”
Solid surfacing materials are characterized by their homogenous appearance, renewable surfaces and inconspicuous seams. These materials can either consist of sheet goods designed for horizontal and vertical applications (whether in wet or dry conditions); or of solid surface shapes, such as kitchen and bathroom sinks, vanity tops, showers, tubs and spas.
This new ISO standard establishes a classification system for solid surfacing materials based on performance. The standard also specifies property requirements for the various types of solid surface materials, including: water resistance, thermal shock resistance, heat resistance, impact resistance, stain and chemical resistance, cigarette burn resistance, colour stability, hardness, bacterial and fungal resistances, cleanability, hygiene, seamability and renewability.
This first part is to be used in conjunction with ISO 19712 parts 2 and 3 which respectively address the testing methods for determining the properties of sheet goods and solid surface shapes. These two standards are already published under the following titles:
ISO 19712-2:2007, Plastics – Decorative solid surfacing materials – Part 2: Determination of properties – Sheet goods
ISO 19712-3:2007, Plastics – Decorative solid surfacing materials – Part 3: Determination of properties – Solid surface shapes
The ISO 19712 standards are developed by ISO technical committee ISO/TC 61, Plastics, subcommittee SC 11, Products.
ISO 19712-1:2008, Plastics – Decorative solid surfacing materials – Part 1: Classification and specifications costs 56 Swiss francs and is available from ISO national member institutes (see the complete list with contact details) and from ISO Central Secretariat through the ISO Store or by contacting the Marketing & Communication department (see right-hand column).
No information about modification-date available
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last modified

2008-04-28
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Principle 8: Mutually beneficial supplier relationships

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
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.

Principle 7: Factual approach to decision making

Principle 7: Factual approach to decision making
Effective decisions are based on the analysis of data and information
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.
Analysing data and information using valid methods.
Making decisions and taking action based on factual analysis, balanced with experience and intuition.

Principle 6: Continual improvement

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.
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 5: System approach to management

Identifying, understanding and managing interrelated processes as a system contributes to the organization's effectiveness and efficiency in achieving its objectives.
Key benefits:
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 system approach to management typically leads to:
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 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 4: Process approach

Principle 4: Process approach
A desired result is achieved more efficiently when activities and related resources are managed as a process.
Key benefits:
Lower costs and shorter cycle times through effective use of resources.
Improved, consistent and predictable results.
Focused and prioritized improvement opportunities.
Applying the principle of process approach typically leads to:
Systematically defining the activities necessary to obtain a desired result.
Establishing clear responsibility and accountability for managing key activities.
Analysing 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.

Principle 3: Involvement of people

Principle 3: Involvement of people
People at all levels are the essence of an organization and their full involvement enables their abilities to be used for the organization's benefit.
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.
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 2: Leadership

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.
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

Principle 1: Customer focus

Principle 1: Customer focus
Organizations depend on their customers and therefore should understand current and future customer needs, should meet customer requirements and strive to exceed customer expectations.
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)

Quality management principles

This document introduces the eight quality management principles on which the quality management system standards of the revised ISO 9000:2000 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.
The eight quality management principles are defined in ISO 9000:2000, Quality management systems Fundamentals and vocabulary, and in ISO 9004:2000, Quality management systems Guidelines for performance improvements.
This document gives the standardized descriptions of the principles as they appear in ISO 9000:2000 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.
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