mercredi 7 décembre 2011

Internal audit processes of a company

Watch this video by translating subtitles. Click the CC on the bottom right and click to change the subtitle and select the language you want and click ok. Good assignment with ANGATSHA.

Internal audit processes of a company

Find videos from different every week Jean-Claude and Julian Victor covering topics on risk management related to the themes Quality, Safety, Environment and Sustainable Development.

links:
http://www.angatsha.com
http://www.jcvictor-environnement.com/

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Twitter: http://twitter.com/Angatsha
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Blogspot: http://angatsha.blogspot.com/, http://jean-claudevictor.blogspot.com/, http://angatsha-world.blogspot.com/


Internal auditing is an independent, objective assurance and consulting activity designed to add value and improve an organization's operations. It helps an organization accomplish its objectives by bringing a systematic, disciplined approach to evaluate and improve the effectiveness of risk management, control, and governance processes.[1] Internal auditing is a catalyst for improving an organization’s effectiveness and efficiency by providing insight and recommendations based on analyses and assessments of data and business processes. With commitment to integrity and accountability, internal auditing provides value to governing bodies and senior management as an objective source of independent advice. Professionals called internal auditors are employed by organizations to perform the internal auditing activity.
The scope of internal auditing within an organization is broad and may involve topics such as the efficacy of operations, the reliability of financial reporting, deterring and investigating fraud, safeguarding assets, and compliance with laws and regulations.
Internal auditing frequently involves measuring compliance with the entity's policies and procedures. However, internal auditors are not responsible for the execution of company activities; they advise management and the Board of Directors (or similar oversight body) regarding how to better execute their responsibilities. As a result of their broad scope of involvement, internal auditors may have a variety of higher educational and professional backgrounds.
Publicly-traded corporations typically have an internal auditing department, led by a Chief Audit Executive ("CAE") who generally reports to the Audit Committee of the Board of Directors, with administrative reporting to the Chief Executive Officer.

vendredi 18 novembre 2011

Single document the risk assessment


Watch this video by translating subtitles. Click the CC on the bottom right and click to change the subtitle and select the language you want and click ok. Good assignment with ANGATSHA.
Single document the risk assessment

Find videos from different every week Jean-Claude and Julian Victor covering topics on risk management related to the themes Quality, Safety, Environment and Sustainable Development.

links:
http://www.angatsha.com
http://www.jcvictor-environnement.com/

Follow us on:
Twitter: http://twitter.com/Angatsha
Facebook: http://www.facebook.com/angatsha
Blogspot: http://angatsha.blogspot.com/, http://jean-claudevictor.blogspot.com/, http://angatsha-world.blogspot.com/

The single document transcribed the results of risk assessment and lists the solutions to be implemented. More than an inventory, this document is an essential tool required to launch a prevention approach in the business and sustain. This document must be updated at least annually.

The single document is a requirement for all businesses since 2001. He transcribed the results of the evaluation of occupational hazards. The law does not define the contents of this document in full, but said he should promote consistency by grouping on the same support data from the risk analysis. It brings together the results of different tests carried out under the responsibility of the employer, which facilitates the monitoring of the prevention approach within the company.
(source: INRS)

vendredi 4 novembre 2011

OHSAS 18001 Management System Health, Safety Part 4/4


Watch this video by translating subtitles. Click the CC on the bottom right and click to change the subtitle and select the language you want and click ok. Good assignment with ANGATSHA.
 
OHSAS 18001 Management System Health, Safety Part 4 / 4

This video is sectioned into 4 parts

Find videos from different every week Jean-Claude Victor covering topics on risk management related to the themes Quality, Safety, Environment and Sustainable Development.

links:
http://www.angatsha.com
http://www.jcvictor-environnement.com/

Follow us on:
Twitter: http://twitter.com/Angatsha
Facebook: http://www.facebook.com/angatsha
Blogspot: http://angatsha.blogspot.com/, http://jean-claudevictor.blogspot.com/, http://angatsha-world.blogspot.com/
 
OHSAS 18001 is an Occupation Health and Safety Assessment Series for health and safety management systems. It is intended to help an organizations to control occupational health and safety risks. It was developed in response to widespread demand for a recognized standard against which to be certified and assessed.

OHSAS 18000 is an international occupational health and safety management system specification. It comprises two parts, 18001 and 18002 and embraces a number of other publications.

OHSAS 18001
This is the "Occupational Health and Safety Management Systems Specification". It was developed in response to urgent demand for a recognized standard against which occupational safety management systems can be assessed. It is compatible with ISO 9001 and ISO 14001.

It covers issues such as:
  • Planning for hazard identification
  • Risk assessment/control
  • OHS (Occupational Health and Safety) management, awareness and competence, training, communication, emergency preparedness and response, performance measuring and improvement

OHSAS 18002
This provides guidelines for the implementation of OHSAS 18001. It explains the requirements of this and how to work towards implementation/registration.

The following other documents, amongst others, were used in the creation process:
  • BS8800:1996 Guide to occupational health and safety management systems
  • DNV Standard for Certification of Occupational Health and Safety Management Systems(OHSMS):1997
  • Technical Report NPR 5001: 1997 Guide to an occupational health and safety management system
  • Draft LRQA SMS 8800 Health & safety management systems assessment criteria
  • SGS & ISMOL ISA 2000:1997 Requirements for Safety and Health Management Systems
  • BVQI SafetyCert: Occupational Safety and Health Management Standard
  • Draft AS/NZ 4801 Occupational health and safety management systems Specification with guidance for use
  • Draft BSI PAS 088 Occupational health and safety management systems
  • UNE 81900 series of pre-standards on the Prevention of occupational risks
  • Draft NSAI SR 320 Recommendation for an Occupational Health and Safety (OH and S) Management System

Implementation of the standards is intended to provide multiple benefits.
  • Reduced risk (via improved safety management of health and safety risks)
  • Competitive advantage (via demonstration of commitment to health and safety)
  • Improved performance (via improved operational efficiency through accident management reduction and reduced downtime)
  • Reduced costs (via reduced insurance premiums and compensation/penalties for breached legislation/etc)(source :  http://elsmar.com/Forums/showthread.php?t=26928)

OHSAS 18001 Management System Health, Safety Part 3/4


Watch this video by translating subtitles. Click the CC on the bottom right and click to change the subtitle and select the language you want and click ok. Good assignment with ANGATSHA.
 
OHSAS 18001 Management System Health, Safety Part 3 / 4

This video is sectioned into 4 parts

Find videos from different every week Jean-Claude Victor covering topics on risk management related to the themes Quality, Safety, Environment and Sustainable Development.

links:
http://www.angatsha.com
http://www.jcvictor-environnement.com/

Follow us on:
Twitter: http://twitter.com/Angatsha
Facebook: http://www.facebook.com/angatsha
Blogspot: http://angatsha.blogspot.com/, http://jean-claudevictor.blogspot.com/, http://angatsha-world.blogspot.com/
 
OHSAS 18001 is an Occupation Health and Safety Assessment Series for health and safety management systems. It is intended to help an organizations to control occupational health and safety risks. It was developed in response to widespread demand for a recognized standard against which to be certified and assessed.

OHSAS 18000 is an international occupational health and safety management system specification. It comprises two parts, 18001 and 18002 and embraces a number of other publications.

OHSAS 18001
This is the "Occupational Health and Safety Management Systems Specification". It was developed in response to urgent demand for a recognized standard against which occupational safety management systems can be assessed. It is compatible with ISO 9001 and ISO 14001.

It covers issues such as:
  • Planning for hazard identification
  • Risk assessment/control
  • OHS (Occupational Health and Safety) management, awareness and competence, training, communication, emergency preparedness and response, performance measuring and improvement

OHSAS 18002
This provides guidelines for the implementation of OHSAS 18001. It explains the requirements of this and how to work towards implementation/registration.

The following other documents, amongst others, were used in the creation process:
  • BS8800:1996 Guide to occupational health and safety management systems
  • DNV Standard for Certification of Occupational Health and Safety Management Systems(OHSMS):1997
  • Technical Report NPR 5001: 1997 Guide to an occupational health and safety management system
  • Draft LRQA SMS 8800 Health & safety management systems assessment criteria
  • SGS & ISMOL ISA 2000:1997 Requirements for Safety and Health Management Systems
  • BVQI SafetyCert: Occupational Safety and Health Management Standard
  • Draft AS/NZ 4801 Occupational health and safety management systems Specification with guidance for use
  • Draft BSI PAS 088 Occupational health and safety management systems
  • UNE 81900 series of pre-standards on the Prevention of occupational risks
  • Draft NSAI SR 320 Recommendation for an Occupational Health and Safety (OH and S) Management System

Implementation of the standards is intended to provide multiple benefits.
  • Reduced risk (via improved safety management of health and safety risks)
  • Competitive advantage (via demonstration of commitment to health and safety)
  • Improved performance (via improved operational efficiency through accident management reduction and reduced downtime)
  • Reduced costs (via reduced insurance premiums and compensation/penalties for breached legislation/etc)(source :  http://elsmar.com/Forums/showthread.php?t=26928)

OHSAS 18001 Management System Health, Safety Part 2/4


Watch this video by translating subtitles. Click the CC on the bottom right and click to change the subtitle and select the language you want and click ok. Good assignment with ANGATSHA.
OHSAS 18001 Management System Health, Safety Part 2 / 4

This video is sectioned into 4 parts

Find videos from different every week Jean-Claude Victor covering topics on risk management related to the themes Quality, Safety, Environment and Sustainable Development.

links:
http://www.angatsha.com
http://www.jcvictor-environnement.com/

Follow us on:
Twitter: http://twitter.com/Angatsha
Facebook: http://www.facebook.com/angatsha
Blogspot: http://angatsha.blogspot.com/, http://jean-claudevictor.blogspot.com/, http://angatsha-world.blogspot.com/
OHSAS 18001 is an Occupation Health and Safety Assessment Series for health and safety management systems. It is intended to help an organizations to control occupational health and safety risks. It was developed in response to widespread demand for a recognized standard against which to be certified and assessed.

OHSAS 18000 is an international occupational health and safety management system specification. It comprises two parts, 18001 and 18002 and embraces a number of other publications.

OHSAS 18001
This is the "Occupational Health and Safety Management Systems Specification". It was developed in response to urgent demand for a recognized standard against which occupational safety management systems can be assessed. It is compatible with ISO 9001 and ISO 14001.

It covers issues such as:
  • Planning for hazard identification
  • Risk assessment/control
  • OHS (Occupational Health and Safety) management, awareness and competence, training, communication, emergency preparedness and response, performance measuring and improvement

OHSAS 18002
This provides guidelines for the implementation of OHSAS 18001. It explains the requirements of this and how to work towards implementation/registration.

The following other documents, amongst others, were used in the creation process:
  • BS8800:1996 Guide to occupational health and safety management systems
  • DNV Standard for Certification of Occupational Health and Safety Management Systems(OHSMS):1997
  • Technical Report NPR 5001: 1997 Guide to an occupational health and safety management system
  • Draft LRQA SMS 8800 Health & safety management systems assessment criteria
  • SGS & ISMOL ISA 2000:1997 Requirements for Safety and Health Management Systems
  • BVQI SafetyCert: Occupational Safety and Health Management Standard
  • Draft AS/NZ 4801 Occupational health and safety management systems Specification with guidance for use
  • Draft BSI PAS 088 Occupational health and safety management systems
  • UNE 81900 series of pre-standards on the Prevention of occupational risks
  • Draft NSAI SR 320 Recommendation for an Occupational Health and Safety (OH and S) Management System

Implementation of the standards is intended to provide multiple benefits.
  • Reduced risk (via improved safety management of health and safety risks)
  • Competitive advantage (via demonstration of commitment to health and safety)
  • Improved performance (via improved operational efficiency through accident management reduction and reduced downtime)
  • Reduced costs (via reduced insurance premiums and compensation/penalties for breached legislation/etc)(source :  http://elsmar.com/Forums/showthread.php?t=26928)

OHSAS 18001 Management System Health, Safety Part 1/4



Watch this video by translating subtitles. Click the CC on the bottom right and click to change the subtitle and select the language you want and click ok. Good assignment with ANGATSHA.
 
OHSAS 18001 Management System Health, Safety Part1 / 4
policy

This video is sectioned into 4 parts

Find videos from different every week Jean-Claude Victor covering topics on risk management related to the themes Quality, Safety, Environment and Sustainable Development.

links:
http://www.angatsha.com
http://www.jcvictor-environnement.com/

Follow us on:
Twitter: http://twitter.com/Angatsha
Facebook: http://www.facebook.com/angatsha
Blogspot: http://angatsha.blogspot.com/, http://jean-claudevictor.blogspot.com/, http://angatsha-world.blogspot.com/
 
OHSAS 18001 is an Occupation Health and Safety Assessment Series for health and safety management systems. It is intended to help an organizations to control occupational health and safety risks. It was developed in response to widespread demand for a recognized standard against which to be certified and assessed.

OHSAS 18000 is an international occupational health and safety management system specification. It comprises two parts, 18001 and 18002 and embraces a number of other publications.

OHSAS 18001
This is the "Occupational Health and Safety Management Systems Specification". It was developed in response to urgent demand for a recognized standard against which occupational safety management systems can be assessed. It is compatible with ISO 9001 and ISO 14001.

It covers issues such as:
  • Planning for hazard identification
  • Risk assessment/control
  • OHS (Occupational Health and Safety) management, awareness and competence, training, communication, emergency preparedness and response, performance measuring and improvement

OHSAS 18002
This provides guidelines for the implementation of OHSAS 18001. It explains the requirements of this and how to work towards implementation/registration.

The following other documents, amongst others, were used in the creation process:
  • BS8800:1996 Guide to occupational health and safety management systems
  • DNV Standard for Certification of Occupational Health and Safety Management Systems(OHSMS):1997
  • Technical Report NPR 5001: 1997 Guide to an occupational health and safety management system
  • Draft LRQA SMS 8800 Health & safety management systems assessment criteria
  • SGS & ISMOL ISA 2000:1997 Requirements for Safety and Health Management Systems
  • BVQI SafetyCert: Occupational Safety and Health Management Standard
  • Draft AS/NZ 4801 Occupational health and safety management systems Specification with guidance for use
  • Draft BSI PAS 088 Occupational health and safety management systems
  • UNE 81900 series of pre-standards on the Prevention of occupational risks
  • Draft NSAI SR 320 Recommendation for an Occupational Health and Safety (OH and S) Management System

Implementation of the standards is intended to provide multiple benefits.
  • Reduced risk (via improved safety management of health and safety risks)
  • Competitive advantage (via demonstration of commitment to health and safety)
  • Improved performance (via improved operational efficiency through accident management reduction and reduced downtime)
  • Reduced costs (via reduced insurance premiums and compensation/penalties for breached legislation/etc)(source :  http://elsmar.com/Forums/showthread.php?t=26928)

System ISO 9001 Quality Management Part 4/4

 
Watch this video by translating subtitles. Click the CC on the bottom right and click to change the subtitle and select the language you want and click ok. Good assignment with ANGATSHA.

 
ISO 9001:2008 Quality management systems — Requirements is a document of approximately 30 pages which is available from the national standards organization in each country. It is supplemented by two other standards, ISO 9000:2005 Quality management systems — Fundamentals and vocabulary and ISO 9004:2009 Managing for the sustained success of an organization — A quality management approach, which do not contain specific requirements and are not used directly in certification. Outline contents for ISO 9001 are as follows:
  • Page iv: Foreword
  • Pages v to vii: Section 0 Intro
  • Pages 1 to 14: Requirements
    • Section 1: Scope
    • Section 2: Normative Reference
    • Section 3: Terms and definitions (specific to ISO 9001, not specified in ISO 9000)
  • Pages 2 to 14 132 1
    • Section 4: Quality Management System
    • Section 5: Management Responsibility
    • Section 6: Resource Management
    • Section 7: Product Realization
    • Section 8: Measurement, analysis and improvement
In effect, users need to address all sections 1 to 8, but only 4 to 8 need implementing within a QMS.
  • Pages 15 to 22: Tables of Correspondence between ISO 9001 and other standards
  • Page 23: Bibliography
The standard specifies six compulsory documents:
  • Control of Documents (4.2.3)
  • Control of Records (4.2.4)
  • Internal Audits (8.2.2)
  • Control of Nonconforming Product / Service (8.3)
  • Corrective Action (8.5.2)
  • Preventive Action (8.5.3)
In addition to these, ISO 9001:2008 requires a quality policy and Quality Manual (which may or may not include the above documents).

Summary of ISO 9001:2008 in informal language

  • The quality policy is a formal statement from management, closely linked to the business and marketing plan and to customer needs.
  • The quality policy is understood and followed at all levels and by all employees. Each employee works towards measurable objectives.
  • The business makes decisions about the quality system based on recorded data.
  • The quality system is regularly audited and evaluated for conformance and effectiveness.
  • Records show how and where raw materials and products were processed to allow products and problems to be traced to the source.
  • The business determines customer requirements.
  • The business has created systems for communicating with customers about product information, inquiries, contracts, orders, feedback, and complaints.
  • When developing new products, the business plans the stages of development, with appropriate testing at each stage. It tests and documents whether the product meets design requirements, regulatory requirements, and user needs.
  • The business regularly reviews performance through internal audits and meetings. The business determines whether the quality system is working and what improvements can be made. It has a documented procedure for internal audits.
  • The business deals with past problems and potential problems. It keeps records of these activities and the resulting decisions, and monitors their effectiveness.
  • The business has documented procedures for dealing with actual and potential nonconformances (problems involving suppliers, customers, or internal problems).
  • The business (1) makes sure no one uses bad product, (2) determines what to do with bad product, (3) deals with the root cause of problems, and (4) keeps records to use as a tool to improve the system.

 Certification

ISO does not itself certify organizations. Many countries have formed accreditation bodies to authorize certification bodies, which audit organizations applying for ISO 9001 compliance certification. Although commonly referred to as ISO 9000:2000 certification, the actual standard to which an organization's quality management can be certified is ISO 9001:2008. Both the accreditation bodies and the certification bodies charge fees for their services. The various accreditation bodies have mutual agreements with each other to ensure that certificates issued by one of the Accredited Certification Bodies (CB) are accepted worldwide.
The applying organization is assessed based on an extensive sample of its sites, functions, products, services, and processes. A list of problems ("action requests" or "non-compliance") is first made known to management. If there are no major problems on this list, or after it receives a satisfactory improvement plan from the management showing how any problems will be resolved, the certification body will issue an ISO 9001 certificate. The certificate is limited by a certain scope (e.g. production of golf balls) and names the locations covered.
An ISO certificate is not a once-and-for-all award, but must be renewed at regular intervals recommended by the certification body, usually around three years. There are no grades of competence within ISO 9001: either a company is certified (meaning that it is committed to the method and model of quality management described in the standard) or it is not. In this respect, ISO certification contrasts with measurement-based quality systems such as the Capability Maturity Model.

Evolution of ISO 9000 standards

 1987 version

ISO 9000:1987 had the same structure as the UK Standard BS 5750, with three 'models' for quality management systems, the selection of which was based on the scope of activities of the organization:
  • ISO 9001:1987 Model for quality assurance in design, development, production, installation, and servicing was for companies and organizations whose activities included the creation of new products.
  • ISO 9002:1987 Model for quality assurance in production, installation, and servicing had basically the same material as ISO 9001 but without covering the creation of new products.
  • ISO 9003:1987 Model for quality assurance in final inspection and test covered only the final inspection of finished product, with no concern for how the product was produced.
ISO 9000:1987 was also influenced by existing U.S. and other Defense Standards ("MIL SPECS"), and so was well-suited to manufacturing. The emphasis tended to be placed on conformance with procedures rather than the overall process of management, which was likely the actual intent.[citation needed]

1994 version

ISO 9000:1994 emphasized quality assurance via preventive actions, instead of just checking final product, and continued to require evidence of compliance with documented procedures. As with the first edition, the down-side was that companies tended to implement its requirements by creating shelf-loads of procedure manuals, and becoming burdened with an ISO bureaucracy. In some companies, adapting and improving processes could actually be impeded by the quality system.[citation needed]

2000 version

ISO 9001:2000 combined the three standards—9001, 9002, and 9003—into one, called 9001. Design and development procedures were required only if a company does in fact engage in the creation of new products. The 2000 version sought to make a radical change in thinking by actually placing the concept of process management front and center ("Process management" was the monitoring and optimizing of a company's tasks and activities, instead of just inspecting the final product). The 2000 version also demanded involvement by upper executives in order to integrate quality into the business system and avoid delegation of quality functions to junior administrators. Another goal was to improve effectiveness via process performance metrics: numerical measurement of the effectiveness of tasks and activities. Expectations of continual process improvement and tracking customer satisfaction were made explicit.
The ISO 9000 standard is continually being revised by standing technical committees and advisory groups, who receive feedback from those professionals who are implementing the standard.[1]
ISO 9001:2008 only introduced clarifications to the existing requirements of ISO 9001:2000 and some changes intended to improve consistency with ISO 14001:2004. There were no new requirements. For example, in ISO 9001:2008, a quality management system being upgraded just needs to be checked to see if it is following the clarifications introduced in the amended version.
(source wikipedia)

System ISO 9001 Quality Management Part 4 / 4

This video is sectioned into 4 parts

Find videos from different every week Jean-Claude Victor covering topics on risk management related to the themes Quality, Safety, Environment and Sustainable Development.

links:
http://www.angatsha.com
http://www.jcvictor-environnement.com/

Follow us on:

Twitter: http://twitter.com/Angatsha
Facebook: http://www.facebook.com/angatsha
Blogspot: http://angatsha.blogspot.com/ http://jean-claudevictor.blogspot.com/

System ISO 9001 Quality Management Part 3/4

 
Watch this video by translating subtitles. Click the CC on the bottom right and click to change the subtitle and select the language you want and click ok. Good assignment with ANGATSHA.

 
ISO 9001:2008 Quality management systems — Requirements is a document of approximately 30 pages which is available from the national standards organization in each country. It is supplemented by two other standards, ISO 9000:2005 Quality management systems — Fundamentals and vocabulary and ISO 9004:2009 Managing for the sustained success of an organization — A quality management approach, which do not contain specific requirements and are not used directly in certification. Outline contents for ISO 9001 are as follows:
  • Page iv: Foreword
  • Pages v to vii: Section 0 Intro
  • Pages 1 to 14: Requirements
    • Section 1: Scope
    • Section 2: Normative Reference
    • Section 3: Terms and definitions (specific to ISO 9001, not specified in ISO 9000)
  • Pages 2 to 14 132 1
    • Section 4: Quality Management System
    • Section 5: Management Responsibility
    • Section 6: Resource Management
    • Section 7: Product Realization
    • Section 8: Measurement, analysis and improvement
In effect, users need to address all sections 1 to 8, but only 4 to 8 need implementing within a QMS.
  • Pages 15 to 22: Tables of Correspondence between ISO 9001 and other standards
  • Page 23: Bibliography
The standard specifies six compulsory documents:
  • Control of Documents (4.2.3)
  • Control of Records (4.2.4)
  • Internal Audits (8.2.2)
  • Control of Nonconforming Product / Service (8.3)
  • Corrective Action (8.5.2)
  • Preventive Action (8.5.3)
In addition to these, ISO 9001:2008 requires a quality policy and Quality Manual (which may or may not include the above documents).

Summary of ISO 9001:2008 in informal language

  • The quality policy is a formal statement from management, closely linked to the business and marketing plan and to customer needs.
  • The quality policy is understood and followed at all levels and by all employees. Each employee works towards measurable objectives.
  • The business makes decisions about the quality system based on recorded data.
  • The quality system is regularly audited and evaluated for conformance and effectiveness.
  • Records show how and where raw materials and products were processed to allow products and problems to be traced to the source.
  • The business determines customer requirements.
  • The business has created systems for communicating with customers about product information, inquiries, contracts, orders, feedback, and complaints.
  • When developing new products, the business plans the stages of development, with appropriate testing at each stage. It tests and documents whether the product meets design requirements, regulatory requirements, and user needs.
  • The business regularly reviews performance through internal audits and meetings. The business determines whether the quality system is working and what improvements can be made. It has a documented procedure for internal audits.
  • The business deals with past problems and potential problems. It keeps records of these activities and the resulting decisions, and monitors their effectiveness.
  • The business has documented procedures for dealing with actual and potential nonconformances (problems involving suppliers, customers, or internal problems).
  • The business (1) makes sure no one uses bad product, (2) determines what to do with bad product, (3) deals with the root cause of problems, and (4) keeps records to use as a tool to improve the system.

 Certification

ISO does not itself certify organizations. Many countries have formed accreditation bodies to authorize certification bodies, which audit organizations applying for ISO 9001 compliance certification. Although commonly referred to as ISO 9000:2000 certification, the actual standard to which an organization's quality management can be certified is ISO 9001:2008. Both the accreditation bodies and the certification bodies charge fees for their services. The various accreditation bodies have mutual agreements with each other to ensure that certificates issued by one of the Accredited Certification Bodies (CB) are accepted worldwide.
The applying organization is assessed based on an extensive sample of its sites, functions, products, services, and processes. A list of problems ("action requests" or "non-compliance") is first made known to management. If there are no major problems on this list, or after it receives a satisfactory improvement plan from the management showing how any problems will be resolved, the certification body will issue an ISO 9001 certificate. The certificate is limited by a certain scope (e.g. production of golf balls) and names the locations covered.
An ISO certificate is not a once-and-for-all award, but must be renewed at regular intervals recommended by the certification body, usually around three years. There are no grades of competence within ISO 9001: either a company is certified (meaning that it is committed to the method and model of quality management described in the standard) or it is not. In this respect, ISO certification contrasts with measurement-based quality systems such as the Capability Maturity Model.

Evolution of ISO 9000 standards

 1987 version

ISO 9000:1987 had the same structure as the UK Standard BS 5750, with three 'models' for quality management systems, the selection of which was based on the scope of activities of the organization:
  • ISO 9001:1987 Model for quality assurance in design, development, production, installation, and servicing was for companies and organizations whose activities included the creation of new products.
  • ISO 9002:1987 Model for quality assurance in production, installation, and servicing had basically the same material as ISO 9001 but without covering the creation of new products.
  • ISO 9003:1987 Model for quality assurance in final inspection and test covered only the final inspection of finished product, with no concern for how the product was produced.
ISO 9000:1987 was also influenced by existing U.S. and other Defense Standards ("MIL SPECS"), and so was well-suited to manufacturing. The emphasis tended to be placed on conformance with procedures rather than the overall process of management, which was likely the actual intent.[citation needed]

1994 version

ISO 9000:1994 emphasized quality assurance via preventive actions, instead of just checking final product, and continued to require evidence of compliance with documented procedures. As with the first edition, the down-side was that companies tended to implement its requirements by creating shelf-loads of procedure manuals, and becoming burdened with an ISO bureaucracy. In some companies, adapting and improving processes could actually be impeded by the quality system.[citation needed]

2000 version

ISO 9001:2000 combined the three standards—9001, 9002, and 9003—into one, called 9001. Design and development procedures were required only if a company does in fact engage in the creation of new products. The 2000 version sought to make a radical change in thinking by actually placing the concept of process management front and center ("Process management" was the monitoring and optimizing of a company's tasks and activities, instead of just inspecting the final product). The 2000 version also demanded involvement by upper executives in order to integrate quality into the business system and avoid delegation of quality functions to junior administrators. Another goal was to improve effectiveness via process performance metrics: numerical measurement of the effectiveness of tasks and activities. Expectations of continual process improvement and tracking customer satisfaction were made explicit.
The ISO 9000 standard is continually being revised by standing technical committees and advisory groups, who receive feedback from those professionals who are implementing the standard.[1]
ISO 9001:2008 only introduced clarifications to the existing requirements of ISO 9001:2000 and some changes intended to improve consistency with ISO 14001:2004. There were no new requirements. For example, in ISO 9001:2008, a quality management system being upgraded just needs to be checked to see if it is following the clarifications introduced in the amended version.
(source wikipedia)

System ISO 9001 Quality Management Part 3 / 4

This video is sectioned into 4 parts

Find videos from different every week Jean-Claude Victor covering topics on risk management related to the themes Quality, Safety, Environment and Sustainable Development.

links:
http://www.angatsha.com
http://www.jcvictor-environnement.com/

Follow us on:

Twitter: http://twitter.com/Angatsha
Facebook: http://www.facebook.com/angatsha
Blogspot: http://angatsha.blogspot.com/ http://jean-claudevictor.blogspot.com/

System ISO 9001 Quality Management Part 2/4

 

Watch this video by translating subtitles. Click the CC on the bottom right and click to change the subtitle and select the language you want and click ok. Good assignment with ANGATSHA.

ISO 9001:2008 Quality management systems — Requirements is a document of approximately 30 pages which is available from the national standards organization in each country. It is supplemented by two other standards, ISO 9000:2005 Quality management systems — Fundamentals and vocabulary and ISO 9004:2009 Managing for the sustained success of an organization — A quality management approach, which do not contain specific requirements and are not used directly in certification. Outline contents for ISO 9001 are as follows:

  • Page iv: Foreword
  • Pages v to vii: Section 0 Intro
  • Pages 1 to 14: Requirements
    • Section 1: Scope
    • Section 2: Normative Reference
    • Section 3: Terms and definitions (specific to ISO 9001, not specified in ISO 9000)
  • Pages 2 to 14 132 1
    • Section 4: Quality Management System
    • Section 5: Management Responsibility
    • Section 6: Resource Management
    • Section 7: Product Realization
    • Section 8: Measurement, analysis and improvement
In effect, users need to address all sections 1 to 8, but only 4 to 8 need implementing within a QMS.
  • Pages 15 to 22: Tables of Correspondence between ISO 9001 and other standards
  • Page 23: Bibliography
The standard specifies six compulsory documents:
  • Control of Documents (4.2.3)
  • Control of Records (4.2.4)
  • Internal Audits (8.2.2)
  • Control of Nonconforming Product / Service (8.3)
  • Corrective Action (8.5.2)
  • Preventive Action (8.5.3)
In addition to these, ISO 9001:2008 requires a quality policy and Quality Manual (which may or may not include the above documents).

Summary of ISO 9001:2008 in informal language

  • The quality policy is a formal statement from management, closely linked to the business and marketing plan and to customer needs.
  • The quality policy is understood and followed at all levels and by all employees. Each employee works towards measurable objectives.
  • The business makes decisions about the quality system based on recorded data.
  • The quality system is regularly audited and evaluated for conformance and effectiveness.
  • Records show how and where raw materials and products were processed to allow products and problems to be traced to the source.
  • The business determines customer requirements.
  • The business has created systems for communicating with customers about product information, inquiries, contracts, orders, feedback, and complaints.
  • When developing new products, the business plans the stages of development, with appropriate testing at each stage. It tests and documents whether the product meets design requirements, regulatory requirements, and user needs.
  • The business regularly reviews performance through internal audits and meetings. The business determines whether the quality system is working and what improvements can be made. It has a documented procedure for internal audits.
  • The business deals with past problems and potential problems. It keeps records of these activities and the resulting decisions, and monitors their effectiveness.
  • The business has documented procedures for dealing with actual and potential nonconformances (problems involving suppliers, customers, or internal problems).
  • The business (1) makes sure no one uses bad product, (2) determines what to do with bad product, (3) deals with the root cause of problems, and (4) keeps records to use as a tool to improve the system.

 Certification

ISO does not itself certify organizations. Many countries have formed accreditation bodies to authorize certification bodies, which audit organizations applying for ISO 9001 compliance certification. Although commonly referred to as ISO 9000:2000 certification, the actual standard to which an organization's quality management can be certified is ISO 9001:2008. Both the accreditation bodies and the certification bodies charge fees for their services. The various accreditation bodies have mutual agreements with each other to ensure that certificates issued by one of the Accredited Certification Bodies (CB) are accepted worldwide.
The applying organization is assessed based on an extensive sample of its sites, functions, products, services, and processes. A list of problems ("action requests" or "non-compliance") is first made known to management. If there are no major problems on this list, or after it receives a satisfactory improvement plan from the management showing how any problems will be resolved, the certification body will issue an ISO 9001 certificate. The certificate is limited by a certain scope (e.g. production of golf balls) and names the locations covered.
An ISO certificate is not a once-and-for-all award, but must be renewed at regular intervals recommended by the certification body, usually around three years. There are no grades of competence within ISO 9001: either a company is certified (meaning that it is committed to the method and model of quality management described in the standard) or it is not. In this respect, ISO certification contrasts with measurement-based quality systems such as the Capability Maturity Model.

Evolution of ISO 9000 standards

 1987 version

ISO 9000:1987 had the same structure as the UK Standard BS 5750, with three 'models' for quality management systems, the selection of which was based on the scope of activities of the organization:
  • ISO 9001:1987 Model for quality assurance in design, development, production, installation, and servicing was for companies and organizations whose activities included the creation of new products.
  • ISO 9002:1987 Model for quality assurance in production, installation, and servicing had basically the same material as ISO 9001 but without covering the creation of new products.
  • ISO 9003:1987 Model for quality assurance in final inspection and test covered only the final inspection of finished product, with no concern for how the product was produced.
ISO 9000:1987 was also influenced by existing U.S. and other Defense Standards ("MIL SPECS"), and so was well-suited to manufacturing. The emphasis tended to be placed on conformance with procedures rather than the overall process of management, which was likely the actual intent.[citation needed]

1994 version

ISO 9000:1994 emphasized quality assurance via preventive actions, instead of just checking final product, and continued to require evidence of compliance with documented procedures. As with the first edition, the down-side was that companies tended to implement its requirements by creating shelf-loads of procedure manuals, and becoming burdened with an ISO bureaucracy. In some companies, adapting and improving processes could actually be impeded by the quality system.[citation needed]

2000 version

ISO 9001:2000 combined the three standards—9001, 9002, and 9003—into one, called 9001. Design and development procedures were required only if a company does in fact engage in the creation of new products. The 2000 version sought to make a radical change in thinking by actually placing the concept of process management front and center ("Process management" was the monitoring and optimizing of a company's tasks and activities, instead of just inspecting the final product). The 2000 version also demanded involvement by upper executives in order to integrate quality into the business system and avoid delegation of quality functions to junior administrators. Another goal was to improve effectiveness via process performance metrics: numerical measurement of the effectiveness of tasks and activities. Expectations of continual process improvement and tracking customer satisfaction were made explicit.
The ISO 9000 standard is continually being revised by standing technical committees and advisory groups, who receive feedback from those professionals who are implementing the standard.[1]
ISO 9001:2008 only introduced clarifications to the existing requirements of ISO 9001:2000 and some changes intended to improve consistency with ISO 14001:2004. There were no new requirements. For example, in ISO 9001:2008, a quality management system being upgraded just needs to be checked to see if it is following the clarifications introduced in the amended version.
(source wikipedia)

System ISO 9001 Quality Management Part 2 / 4

This video is sectioned into 4 parts

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System ISO 9001 Quality Management Part 1/4


Watch this video by translating subtitles. Click the CC on the bottom right and click to change the subtitle and select the language you want and click ok. Good assignment with ANGATSHA.

 
ISO 9001:2008 Quality management systems — Requirements is a document of approximately 30 pages which is available from the national standards organization in each country. It is supplemented by two other standards, ISO 9000:2005 Quality management systems — Fundamentals and vocabulary and ISO 9004:2009 Managing for the sustained success of an organization — A quality management approach, which do not contain specific requirements and are not used directly in certification. Outline contents for ISO 9001 are as follows:
  • Page iv: Foreword
  • Pages v to vii: Section 0 Intro
  • Pages 1 to 14: Requirements
    • Section 1: Scope
    • Section 2: Normative Reference
    • Section 3: Terms and definitions (specific to ISO 9001, not specified in ISO 9000)
  • Pages 2 to 14 132 1
    • Section 4: Quality Management System
    • Section 5: Management Responsibility
    • Section 6: Resource Management
    • Section 7: Product Realization
    • Section 8: Measurement, analysis and improvement
In effect, users need to address all sections 1 to 8, but only 4 to 8 need implementing within a QMS.
  • Pages 15 to 22: Tables of Correspondence between ISO 9001 and other standards
  • Page 23: Bibliography
The standard specifies six compulsory documents:
  • Control of Documents (4.2.3)
  • Control of Records (4.2.4)
  • Internal Audits (8.2.2)
  • Control of Nonconforming Product / Service (8.3)
  • Corrective Action (8.5.2)
  • Preventive Action (8.5.3)
In addition to these, ISO 9001:2008 requires a quality policy and Quality Manual (which may or may not include the above documents).

Summary of ISO 9001:2008 in informal language

  • The quality policy is a formal statement from management, closely linked to the business and marketing plan and to customer needs.
  • The quality policy is understood and followed at all levels and by all employees. Each employee works towards measurable objectives.
  • The business makes decisions about the quality system based on recorded data.
  • The quality system is regularly audited and evaluated for conformance and effectiveness.
  • Records show how and where raw materials and products were processed to allow products and problems to be traced to the source.
  • The business determines customer requirements.
  • The business has created systems for communicating with customers about product information, inquiries, contracts, orders, feedback, and complaints.
  • When developing new products, the business plans the stages of development, with appropriate testing at each stage. It tests and documents whether the product meets design requirements, regulatory requirements, and user needs.
  • The business regularly reviews performance through internal audits and meetings. The business determines whether the quality system is working and what improvements can be made. It has a documented procedure for internal audits.
  • The business deals with past problems and potential problems. It keeps records of these activities and the resulting decisions, and monitors their effectiveness.
  • The business has documented procedures for dealing with actual and potential nonconformances (problems involving suppliers, customers, or internal problems).
  • The business (1) makes sure no one uses bad product, (2) determines what to do with bad product, (3) deals with the root cause of problems, and (4) keeps records to use as a tool to improve the system.

 Certification

ISO does not itself certify organizations. Many countries have formed accreditation bodies to authorize certification bodies, which audit organizations applying for ISO 9001 compliance certification. Although commonly referred to as ISO 9000:2000 certification, the actual standard to which an organization's quality management can be certified is ISO 9001:2008. Both the accreditation bodies and the certification bodies charge fees for their services. The various accreditation bodies have mutual agreements with each other to ensure that certificates issued by one of the Accredited Certification Bodies (CB) are accepted worldwide.
The applying organization is assessed based on an extensive sample of its sites, functions, products, services, and processes. A list of problems ("action requests" or "non-compliance") is first made known to management. If there are no major problems on this list, or after it receives a satisfactory improvement plan from the management showing how any problems will be resolved, the certification body will issue an ISO 9001 certificate. The certificate is limited by a certain scope (e.g. production of golf balls) and names the locations covered.
An ISO certificate is not a once-and-for-all award, but must be renewed at regular intervals recommended by the certification body, usually around three years. There are no grades of competence within ISO 9001: either a company is certified (meaning that it is committed to the method and model of quality management described in the standard) or it is not. In this respect, ISO certification contrasts with measurement-based quality systems such as the Capability Maturity Model.

Evolution of ISO 9000 standards

 1987 version

ISO 9000:1987 had the same structure as the UK Standard BS 5750, with three 'models' for quality management systems, the selection of which was based on the scope of activities of the organization:
  • ISO 9001:1987 Model for quality assurance in design, development, production, installation, and servicing was for companies and organizations whose activities included the creation of new products.
  • ISO 9002:1987 Model for quality assurance in production, installation, and servicing had basically the same material as ISO 9001 but without covering the creation of new products.
  • ISO 9003:1987 Model for quality assurance in final inspection and test covered only the final inspection of finished product, with no concern for how the product was produced.
ISO 9000:1987 was also influenced by existing U.S. and other Defense Standards ("MIL SPECS"), and so was well-suited to manufacturing. The emphasis tended to be placed on conformance with procedures rather than the overall process of management, which was likely the actual intent.[citation needed]

1994 version

ISO 9000:1994 emphasized quality assurance via preventive actions, instead of just checking final product, and continued to require evidence of compliance with documented procedures. As with the first edition, the down-side was that companies tended to implement its requirements by creating shelf-loads of procedure manuals, and becoming burdened with an ISO bureaucracy. In some companies, adapting and improving processes could actually be impeded by the quality system.[citation needed]

2000 version

ISO 9001:2000 combined the three standards—9001, 9002, and 9003—into one, called 9001. Design and development procedures were required only if a company does in fact engage in the creation of new products. The 2000 version sought to make a radical change in thinking by actually placing the concept of process management front and center ("Process management" was the monitoring and optimizing of a company's tasks and activities, instead of just inspecting the final product). The 2000 version also demanded involvement by upper executives in order to integrate quality into the business system and avoid delegation of quality functions to junior administrators. Another goal was to improve effectiveness via process performance metrics: numerical measurement of the effectiveness of tasks and activities. Expectations of continual process improvement and tracking customer satisfaction were made explicit.
The ISO 9000 standard is continually being revised by standing technical committees and advisory groups, who receive feedback from those professionals who are implementing the standard.[1]
ISO 9001:2008 only introduced clarifications to the existing requirements of ISO 9001:2000 and some changes intended to improve consistency with ISO 14001:2004. There were no new requirements. For example, in ISO 9001:2008, a quality management system being upgraded just needs to be checked to see if it is following the clarifications introduced in the amended version.
(source wikipedia)

System ISO 9001 Quality Management Part 1 / 4

This video is sectioned into 4 parts

Find videos from different every week Jean-Claude Victor covering topics on risk management related to the themes Quality, Safety, Environment and Sustainable Development.

links:
http://www.angatsha.com
http://www.jcvictor-environnement.com/

Follow us on:

Twitter: http://twitter.com/Angatsha
Facebook: http://www.facebook.com/angatsha
Blogspot: http://angatsha.blogspot.com/ http://jean-claudevictor.blogspot.com/