BS ISO 10014-2006 Quality management - Guidelines for realizing financial and economic benefits《质量管理 实现金融和经济利益导则》.pdf

《BS ISO 10014-2006 Quality management - Guidelines for realizing financial and economic benefits《质量管理 实现金融和经济利益导则》.pdf》由会员分享，可在线阅读，更多相关《BS ISO 10014-2006 Quality management - Guidelines for realizing financial and economic benefits《质量管理 实现金融和经济利益导则》.pdf（34页珍藏版）》请在麦多课文档分享上搜索。

1、BRITISH STANDARDBS ISO 10014:2006Incorporating corrigendum March 2007Quality management Guidelines for realizing financial and economic benefitsICS 03.120.10g49g50g3g38g50g51g60g44g49g42g3g58g44g55g43g50g56g55g3g37g54g44g3g51g40g53g48g44g54g54g44g50g49g3g40g59g38g40g51g55g3g36g54g3g51g40g53g48g44g55

2、g55g40g39g3g37g60g3g38g50g51g60g53g44g42g43g55g3g47g36g58BS ISO 10014:2006This British Standard was published under the authority of the Standards Policy and Strategy Committee on 31 July 2006 BSI 2008ISBN 978 0 580 60986 2National forewordThis British Standard is the UK implementation of ISO 10014:

3、2006, incorporating corrigendum March 2007. It supersedes PD ISO/TR 10014:1998 which is withdrawn.The start and finish of text introduced or altered by corrigendum is indicated in the text by tags. Text altered by ISO corrigendum March 2007 is indicated in the text by .The UK participation in its pr

4、eparation was entrusted to Technical Committee QS/1, Quality management and quality assurance procedures.A list of organizations represented on this committee can be obtained on request to its secretary.This publication does not purport to include all the necessary provisions of a contract. Users ar

5、e responsible for its correct application.Compliance with a British Standard cannot confer immunity from legal obligations.Amendments/corrigenda issued since publicationDate Comments31 March 2008 Implementation of ISO corrigendum March 2007Reference numberISO 10014:2006(E)INTERNATIONAL STANDARD ISO1

6、0014First edition2006-07-01Quality management Guidelines for realizing financial and economic benefits Management de la qualit Lignes directrices pour raliser les avantages financiers et conomiques BS ISO 10014:2006ii iiiContents Page Foreword iv Introduction v 1 Scope . 1 2 Normative references . 1

7、 3 Terms and definitions. 1 4 Structure of this standard 1 5 Application of the management principles 4 5.1 Customer focus. 4 5.2 Leadership. 5 5.3 Involvement of people 6 5.4 Process approach. 7 5.5 System approach to management 8 5.6 Continual improvement 9 5.7 Factual approach to decision making

8、10 5.8 Mutually beneficial supplier relationships . 11 Annex A (informative) Self-assessment of implementation of management principles. 12 Annex B (informative) Brief summaries of methods and tools referenced in Clause 5 20 Bibliography . 25 BS ISO 10014:2006iv Foreword ISO (the International Organ

9、ization for Standardization) is a worldwide federation 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 establish

10、ed has the right to be represented on that committee. 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.

11、 International Standards are drafted in accordance with the rules given in the ISO/IEC Directives, Part 2. The main task of technical committees is to prepare International Standards. Draft International Standards adopted by the technical committees are circulated to the member bodies for voting. Pu

12、blication as an International Standard requires approval by at least 75 % of the member bodies casting a vote. 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 paten

13、t rights. ISO 10014 was prepared by Technical Committee ISO/TC 176, Quality management and quality assurance, Subcommittee SC 3, Supporting technologies. This first edition of ISO 10014 cancels and replaces ISO/TR 10014:1998, which has been technically revised. The intent of this edition is to impro

14、ve the relationship of ISO 10014 with the ISO 9000 series of International Standards and to include a new structure relating to the quality management principles. Also, the title and the scope have been revised to reflect the changes in the ISO 9000 series and to give guidance for performance improv

15、ement and realization of the aim of this International Standard. BS ISO 10014:2006vIntroduction This International Standard is addressed to top management. It provides guidelines for realizing financial and economic benefits through the effective application of eight quality management principles de

16、rived from ISO 9000:2005. These principles are subsequently referred to as “management principles” within the body of this standard. The intent of this document is to provide top management with information to facilitate effective application of management principles and selection of methods and too

17、ls that enable the sustainable success of an organization. A self-assessment is included as a gap analysis and prioritization tool (see Annex A). This International Standard builds upon these interrelated management principles to develop processes that facilitate the realization of the organizations

18、 objectives. The management principles are a) customer focus, b) leadership, c) involvement of people, d) process approach, e) system approach to management, f) continual improvement, g) factual approach to decision making, and h) mutually beneficial supplier relationships. Adoption of these managem

19、ent principles is a strategic top management decision. It affirms the relationship between effective management and realization of financial and economic benefits. Deployment of appropriate methods and tools fosters the development of a consistent systematic approach for addressing financial and eco

20、nomic objectives. Economic benefit is generally attained through effective management of resources and implementation of applicable processes for improving the overall worth and health of the organization. Financial benefit is the result of organizational improvement expressed in monetary form, and

21、realized by cost-effective management practices within the organization. Successful integration of the management principles relies on the application of the process approach and the Plan-Do-Check-Act (PDCA) methodology. This approach enables top management to assess requirements, plan activities, a

22、llocate appropriate resources, implement continual improvement actions and measure results in order to determine effectiveness. It allows top management to make informed decisions, whether they relate to the definition of commercial strategies, the development of a new product or the execution of fi

23、nancial agreements. Financial and economic benefits that can result from the application of the management principles include improved profitability, improved revenues, improved budgetary performance, BS ISO 10014:2006vi reduced costs, improved cash flow, improved return on investment, increased com

24、petitiveness, improved customer retention and loyalty, improved effectiveness of decision making, optimized use of available resources, heightened employee accountability, improved intellectual capital, optimized, effective and efficient processes, improved supply chain performance, reduced time to

25、market, and enhanced organizational performance, credibility and sustainability. This International Standard is applicable equally to organizations with products that include services, software, hardware and processed materials. It is relevant in both the public and private sector and can provide us

26、eful guidance regardless of the number of employees, diversity of product offerings, revenues, complexity of processes or number of locations. It also provides support to public and governmental organizations to facilitate sustainable economic growth and prosperity. BS ISO 10014:20061Quality managem

27、ent Guidelines for realizing financial and economic benefits 1 Scope This International Standard provides guidelines for realizing financial and economic benefits from the application of the ISO 9000 quality management principles. NOTE These are herein referred to as “management principles”. This In

28、ternational Standard is directed to top management of an organization and complements ISO 9004 for performance improvements. It provides examples of achievable benefits and identifies management methods and tools that are available to assist with the achievement of those benefits. This International

29、 Standard consists of guidelines and recommendations, and is not intended for certification, regulatory or contractual use. 2 Normative references The following referenced documents are indispensable for the application of this document. For dated references, only the edition cited applies. For unda

30、ted references, the latest edition of the referenced document (including any amendments) applies. ISO 9000:2005, Quality management systems Fundamentals and vocabulary 3 Terms and definitions For the purposes of this document, the terms and definitions given in ISO 9000 apply. NOTE 1 In ISO 9000:200

31、5, the term product (3.4.2) is defined as the “result of a process”, where process (3.4.1) is defined as “set of interrelated or interacting activities which transforms inputs into outputs”. The term product encompasses four generic product categories: services, software, hardware, and processed mat

32、erials. These terms are further described in ISO 9000. NOTE 2 Documents referenced outside the ISO 9000 family of standards might have terms and definitions that differ from those of ISO 9000. 4 Structure of this standard 4.1 This International Standard is designed to assist top management identify

33、and realize benefits by the application of the management principles. To achieve financial and economic benefits, relevant processes have been identified for each principle, and examples of methods and tools have been provided to assist in the application of the principles. The added value from the

34、expected benefits should reflect the interrelationships between principles, processes and a holistic view of the organization and its interested parties. BS ISO 10014:20062 4.2 Clause 5 combines the process approach, the eight management principles and the Plan-Do-Check-Act (PDCA) methodology. This

35、is reflected in the flowcharts found in 5.1 to 5.8, inclusive. The key selection tool to determine the most appropriate subclause for priority improvement action is self-assessment (see 4.3 and Annex A). Examples of applicable methods and tools are presented within the Plan, Do and Check columns in

36、each flowchart. The list of methods and tools shown in the Plan, Do and Check columns is not exhaustive, and users should select those most appropriate to their organization. Some methods and tools are utilized in more than one subclause indicating the interrelationship between principles. The subcl

37、ause on “Continual improvement” (5.6) illustrates how the PDCA approach can be effectively applied to top managements strategic planning and review process in order to realize and further improve financial and economic benefits. Subclause 5.6 is embedded within the Act column of all other subclauses

38、 in Clause 5. The output from implementing the overall process is financial and economic benefits. The achievable benefits are examples and are not intended to be all inclusive. A generic representation of the overall process model for realizing financial and economic benefits is shown in Figure 1.

39、Figure 1 Generic representation of the overall process BS ISO 10014:200634.3 Prior to using the self-assessment questionnaires, the assessment team should familiarize themselves with the maturity level descriptions (Table A.1). The assessment team should first use the initial self-assessment questio

40、nnaire (Table A.2) to obtain a quick overview of the organizations maturity. This process should take approximately 1 h. The information gained improves the selection process for future self-assessments and should stimulate comparisons throughout the organization, across functions and between workin

41、g levels. If the average maturity is found to be less than Level 3 for any particular principle, significant benefit should result when top management continues the assessment of that principle using the comprehensive self-assessment questionnaire (Table A.3). 4.4 When selected, the comprehensive se

42、lf-assessment should be recognized as an important value-added milestone for the organization, worthy of the extra investment in time needed to complete it. Following the completion of a self-assessment questionnaire, a RADAR chart (Figure A.1) should be prepared that provides a pictorial view of th

43、e organizations maturity status. Continuing generation of RADAR charts provides an ongoing illustration of the organizations progress. Value-added self-assessment relies for its integrity on objectivity, openness and the effective involvement of people during the evaluation of maturity levels. If th

44、ere is a concern with respect to openness, consideration should be given to having a broad selection of employees complete the questionnaire anonymously. 4.5 Some common methods and tools are briefly presented in Annex B. Those listed are not intended to be all inclusive. It is recommended that top

45、management further investigate the available methods and tools and implement those that reflect the specific needs of the organization. BS ISO 10014:20064 5 Application of the management principles 5.1 Customer focus “Organizations depend on their customers and therefore should understand current an

46、d future customer needs, should meet customer requirements and strive to exceed customer expectations.” (ISO 9000:2005) Figure 2 Customer focus BS ISO 10014:200655.2 Leadership “Leaders establish unity of purpose and direction of the organization. They should create and maintain the internal environ

47、ment in which people can become fully involved in achieving the organizations objectives.” (ISO 9000:2005) Figure 3 Leadership BS ISO 10014:20066 5.3 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 o

48、rganizations benefit.” (ISO 9000:2005) Figure 4 Involvement of people BS ISO 10014:200675.4 Process approach “A desired result is achieved more efficiently when activities and related resources are managed as a process.” (ISO 9000:2005) Figure 5 Process approach BS ISO 10014:20068 5.5 System approac

49、h to management “Identifying, understanding and managing interrelated processes as a system contributes to the organizations effectiveness and efficiency in achieving its objectives.” (ISO 9000:2005) Figure 6 System approach to management BS ISO 10014:200695.6 Continual improvement “Continual improvement of the organizations overall performance should be a permanent objective of the organization.” (ISO 9000:2005) Figure 7 Continual improvement BS ISO 10014:200610 5.7 Factual approach to decision making “Effective decisions a