ISO IWA 12-2013 Guidelines on the application of ISO 9001 2008 in policing organizations (First Edition)《警务组织ISO 9001-2008应用指南 (第一版)》.pdf

《ISO IWA 12-2013 Guidelines on the application of ISO 9001 2008 in policing organizations (First Edition)《警务组织ISO 9001-2008应用指南 (第一版)》.pdf》由会员分享，可在线阅读，更多相关《ISO IWA 12-2013 Guidelines on the application of ISO 9001 2008 in policing organizations (First Edition)《警务组织ISO 9001-2008应用指南 (第一版)》.pdf（60页珍藏版）》请在麦多课文档分享上搜索。

1、 ISO 2013 Guidelines on the application of ISO 9001:2008 in policing organizations Lignes directrices relatives lapplication de lISO 9001:2008 dans les organismes de contrle INTERNATIONAL WORKSHOP AGREEMENT IWA 12 Reference number IWA 12:2013(E) First edition 2013-12-15 IWA 12:2013(E)ii ISO 2013 All

2、 rights reserved COPYRIGHT PROTECTED DOCUMENT ISO 2013 All rights reserved. Unless otherwise specified, no part of this publication may be reproduced or utilized otherwise in any form or by any means, electronic or mechanical, including photocopying, or posting on the internet or an intranet, withou

3、t prior written permission. Permission can be requested from either ISO at the address below or ISOs member body in the country of the requester. ISO copyright office Case postale 56 CH-1211 Geneva 20 Tel. + 41 22 749 01 11 Fax + 41 22 749 09 47 E-mail copyrightiso.org Web www.iso.org Published in S

4、witzerland IWA 12:2013(E) ISO 2013 All rights reserved iii Contents Page Foreword iv Introduction v 1 Scope . 1 1.1 General . 1 1.2 Application . 2 2 Normative references 2 3 T erms and definitions . 2 4 Quality management system 4 4.1 General requirements . 4 4.2 Documentation requirements 6 5 Mana

5、gement responsibility .10 5.1 Management commitment .10 5.2 Customer focus 10 5.3 Quality policy .11 5.4 Planning .11 5.5 Responsibility, authority and communication 12 5.6 Management review 14 6 Resource management 15 6.1 Provision of resources .15 6.2 Human resources .15 6.3 Infrastructure 17 6.4

6、Work environment 18 7 Product realization .19 7.1 Planning of product realization .19 7.2 Customer-related processes .20 7.3 Design and development .22 7.4 Purchasing .26 7.5 Production and service provision 28 7.6 Control of monitoring and measurement equipment 31 8 Measurement, analysis and improv

7、ement .32 8.1 General 32 8.2 Monitoring and measurement 32 8.3 Control of nonconforming product 34 8.4 Analysis of data 35 8.5 Improvement .35 Annex A (informative) Concept diagrams 38 Annex B (informative) Quality management system based on ISO 9001 40 Annex C (informative) Quality management syste

8、m structure in policing organizations 42 Annex D (informative) Policing services .43 Annex E (informative) Amended SARA approach 44 Annex F (informative) Workshop contributors 45 Bibliography .48 IWA 12:2013(E) Foreword ISO (the International Organization for Standardization) is a worldwide federati

9、on of national standards bodies (ISO member bodies). The work of preparing International Standards is normally carried out through ISO technical committees. Each member body interested in a subject for which a technical committee has been established has the right to be represented on that committee

10、. International organizations, governmental and non-governmental, in liaison with ISO, also take part in the work. ISO collaborates closely with the International Electrotechnical Commission (IEC) on all matters of electrotechnical standardization. The procedures used to develop this document and th

11、ose intended for its further maintenance are described in the ISO/IEC Directives, Part 1. In particular the different approval criteria needed for the different types of ISO documents should be noted. This document was drafted in accordance with the editorial rules of the ISO/IEC Directives, Part 2

12、(see www.iso.org/directives). Attention is drawn to the possibility that some of the elements of this document may be the subject of patent rights. ISO shall not be held responsible for identifying any or all such patent rights. Details of any patent rights identified during the development of the d

13、ocument will be in the Introduction and/or on the ISO list of patent declarations received (see www.iso.org/patents). Any trade name used in this document is information given for the convenience of users and does not constitute an endorsement. For an explanation on the meaning of ISO specific terms

14、 and expressions related to conformity assessment, as well as information about ISOs adherence to the WTO principles in the Technical Barriers to Trade (TBT) see the following URL: Foreword - Supplementary information International Workshop Agreement IWA 12 was approved at a workshop held in Abu Dha

15、bi, United Arab Emirates, in September 2013, which was hosted and organized by Abu Dhabi Police GHQ, in association with the Emirates Authority for Standardization and Metrology (ESMA).iv ISO 2013 All rights reserved IWA 12:2013(E) Introduction 0.1 General The task of maintaining citizens confidence

16、 in their policing organizations is of major importance in all societies, due to the vital role of these organizations in maintaining societal stability and in creating a healthy environment for development and investment. The decision of a policing organization to adopt and implement a quality mana

17、gement system is a strategic choice, where quality is emphasized through the delivery of policing services. Consistent and harmonized services will be delivered to the society to support basic elements of development and investment, fulfilment of customer (citizen) needs and achieving strategies and

18、 desired objectives. Irrespective of the differing needs of citizens around the world, it is essential that policing organizations demonstrate their ability to consistently satisfy the needs of their customers (citizens). A quality management system can help to direct and control the activities, pro

19、cesses and resources of a policing organization, in order to satisfy its internal and external customers. A quality management system can provide the structure, resources and documentation needed by the policing organization, as well as the processes that the organization follows. This International

20、 Workshop Agreement is based on guidelines developed by the Abu Dhabi police force. It is intended to clarify and explain the requirements of ISO 9001:2008 in the context of policing organizations, in order to establish a unified approach for the implementation of ISO 9001:2008 in policing organizat

21、ions. In this International Workshop Agreement, the text reproduced from ISO 9001:2008 is placed in boxes, in order to distinguish it from the sector-specific guidance given for each clause. ISO 9001:2008, Quality management systems Requirements Introduction 0.1 General The adoption of a quality man

22、agement system should be a strategic decision of an organization. The design and implementation of an organizations quality management system is influenced by a) its organizational environment, changes in that environment, and the risks associated with that environ- ment, b) its varying needs, c) it

23、s particular objectives, d) the products it provides, e) the processes it employs, f) its size and organizational structure. It is not the intent of this International Standard to imply uniformity in the structure of quality management systems or uniformity of documentation. The quality management s

24、ystem requirements specified in this International Standard are complementary to requirements for products. Information marked “NOTE” is for guidance in understanding or clarifying the associated requirement. This International Standard can be used by internal and external parties, including certifi

25、cation bodies, to assess the organizations ability to meet customer, statutory and regulatory requirements applicable to the product, and the organizations own requirements. The quality management principles stated in ISO 9000 and ISO 9004 have been taken into consideration during the development of

26、 this International Standard. This International Workshop Agreement provides guidelines on the application of ISO 9001:2008 in policing organizations. These guidelines do not constitute additional requirements to ISO 9001:2008; ISO 2013 All rights reserved v IWA 12:2013(E) instead, they are intended

27、 to help policing organizations implement ISO 9001:2008 effectively, by complementing its clauses with clarifications and providing examples of effective practices used by policing organizations. There are also annexes containing additional information. In view of the importance of security and its

28、role in preserving the stability of communities, it has become a strategic decision for policing organizations seeking to provide high quality services to adopt a quality management system, in order to achieve their strategies and objectives, to continually consolidate the feeling of being safe and

29、secure, to prevent and reduce crime and to provide a secure environment for all. The design and application of a policing organization quality management system is affected by: a) the work environment, with the changes that might affect it and the associated security and non- security risks; b) chan

30、ges in its needs for resources, thus affecting policing operations, which might necessitate redesigning the quality management system to ensure alignment with these changes; c) specific objectives, which can be short-, medium- or long-term, derived from the vision and security priorities; d) the nat

31、ure of the security and non-security services and products; e) the nature, type and linkage of policing operations and the resources required to operate them; f) the structure and size of the policing organization compared with the type of services, products, jurisdiction areas or number of personne

32、l. The application of the quality management system in a policing organization is also affected by changes that occur locally, regionally and internationally.vi ISO 2013 All rights reserved IWA 12:2013(E) 0.2 Process approach ISO 9001:2008, Quality management systems Requirements Introduction 0.2 Pr

33、ocess approach This International Standard promotes the adoption of a process approach when developing, implementing and improving the effectiveness of a quality management system, to enhance customer satisfaction by meeting customer requirements. For an organization to function effectively, it has

34、to determine and manage numerous linked activities. An activity or set of activities using resources, and managed in order to enable the transformation of inputs into outputs, can be considered as a process. Often the output from one process directly forms the input to the next. The application of a

35、 system of processes within an organization, together with the identification and inter- actions of these processes, and their management to produce the desired outcome, can be referred to as the “process approach“. An advantage of the process approach is the ongoing control that it provides over th

36、e linkage between the indi- vidual processes within the system of processes, as well as over their combination and interaction. When used within a quality management system, such an approach emphasizes the importance of a) understanding and meeting requirements, b) the need to consider processes in

37、terms of added value, c) obtaining results of process performance and effectiveness, and d) continual improvement of processes based on objective measurement. The model of a process-based quality management system shown in Figure 1 illustrates the process link- ages presented in Clauses 4 to 8. This

38、 illustration shows that customers play a significant role in defining requirements as inputs. Monitoring of customer satisfaction requires the evaluation of information relating to customer perception as to whether the organization has met the customer requirements. The model shown in Figure 1 cove

39、rs all the requirements of this International Standard, but does not show processes at a detailed level. NOTE In addition, the methodology known as “Plan-Do-Check-Act” (PDCA) can be applied to all processes. PDCA can be briefly described as follows. Plan: establish the objectives and processes neces

40、sary to deliver results in accordance with customer requirements and the organizations policies. Do: implement the processes. Check: monitor and measure processes and product against policies, objectives and requirements for the product and report the results. Act: take actions to continually improv

41、e process performance. In policing organizations, the adoption of a process approach is intended to assist in the realization of the required outputs. The key elements in the process can be defined as follows: a) the customer (the beneficiary of a service/product): any person or party receiving, eit

42、her directly or indirectly, a service or product, in accordance with laws, regulations and legislations, e.g. 1) citizens, residents, visitors, victims, or persons who have come under the adverse notice of the police; 2) public or private organizations; 3) regional or international policing organiza

43、tions; b) process inputs: information, data, output of other processes, or persons, e.g. 1) information, such as reports received from the control room; 2) data, such as data (pertaining to individuals or entities) required to issue cards and documents; ISO 2013 All rights reserved vii IWA 12:2013(E

44、) 3) output of other processes, such as the evidential report (the output of an inquiry process), which is the input of the criminal investigation process; 4) persons, such as inmates of corrective and rehabilitation establishments, or casualties of accidents; c) procedures/activities: the sequentia

45、l phases and steps required to transform inputs into required outputs, e.g. procedures of the report taking process, in which they start by filling a report of somebodys account, transferring relevant information and data to the appropriate authority, then moving to the incident scene; d) process ou

46、tputs: the required service or product, which can become an input at the following stages; e) process controls: the standards which govern and control how activities are undertaken, e.g. regulations, laws and legislations; local, regional and international policies; traditions and customs. The effec

47、tiveness and success of the quality management system in a policing organization depends on how much its individual processes are clear, linked, interacting and integrated. Such processes can belong to a party other than the policing organization applying this system. The model of a process-based qu

48、ality management system in Figure 1 illustrates the process linkages presented in Clauses 4 to 8. It shows that customers play a significant role in defining requirements as inputs. Laws and regulations also play a major role in regulating and governing these requirements. Consequently, the policing organization can face difficulties in measuring its customers satisfaction if it does not focus on its process outputs and indicators, and on enforcing laws and legislations. h Q S S L , A Figure 1 Model of a process-based quality management system in policing organizationsviii