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The first editions were very hardware based. After a revision in the year 2000 process oriented management became the base of the standard and ISO 9001 became usable for every organisation. Meanwhile the expectation of permanent improvement became a requirement. Since a small revision in the year 2008 it also requires an adequate guidance of outsourced processes, which led to better control over those outsourced processes. In March 2012 the ISO 9001 standard had his 25 years anniversary.
The standard originally conceived as a global contractual standard for large-scale and mostly public orders in 1987, was not really reviewed by the customers but by independent third parties. System certification – as a means for global trade – did not become a worldwide phenomenon until ISO 9001.
From the 1st revision in 1994 the standard was regarded “state of the art”, whose fulfilment could be expected for any business transactions. As a European Standard, it was an important tool of the “New Approach” Directives and the enforcement of a common European market.
There are many reasons for the introduction of a quality management according to ISO:
The demonstrable control of quality management according to the international state of the art and thereby a hedging for the organization
The real opportunity for increased customer orientation and increased customer satisfaction
Reduction of complaints, cost savings and increasing resource efficiency and legal certainty
The continued focus on processes, their continuous improvement and therefore a reduction in process and hidden costs
The promotion of organizational development, internal communication, motivation and sense of responsibility of the employees
Improved self-knowledge of the organization
Successful certification leads in many industries to a listing as a supplier and improves the image
A solid basis for those organizations that are faced with further industry requirements or other requirements (such as environmental or health and safety management)
An increase in company value
A solid basis for those who strive for business excellence
The ISO 9001 is set very general. It refers to companies of all sizes – from the smallest company to internationally operating corporations. ISO 9001 does not correspond to a specific branch.
1. Customer satisfaction
Organizations depend on their customers and therefore should understand current and future customer requirements, should meet customer requirements and strive to exceed customer expectations.
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.
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.
4. Process approach
A desired result is achieved more efficiently when activities and related resources are managed as a process.
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.
6. Continual improvement
Continual improvement of the organization's overall performance should be a permanent objective of the organization.
7. Factual approach to decision making
Effective decisions are based on the analysis of data and information.
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.
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