UNIVERSITÉ DE YAOUNDÉ I UNIVERSITY OF YAOUNDÉ I

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ÉCOLE NATIONAL NATIONAL ADVANCED SCHOOL
SUPÉRIEURE POLYTECHNIQUE OF ENGINEERING
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Département de Department of
Génie civil Civil engineering

HABITAT ET OUTILS DE QUALITÉ

SUMMARY OF ISO 9000

UE GCU 531

Assignment done by:

MBAH LIONEL TEBON – 17P147

Under the coordination of:

Pr PETTANG Chrispin (Architecte et Ingénieur GC)

Academic year: 2021/2022 Level: 5th year Civil Engineering

Promotion 2022
Management des projets d’Investissement Management of investment projects
 SUMMARY OF ISO 9000

TABLE OF CONTENTS

TABLE OF CONTENTS ............................................................................................................................................................................................. 1

LIST OF FIGURES ....................................................................................................................................................................................................... 1

LIST OF TABLES ......................................................................................................................................................................................................... 1

ABSTRACT .................................................................................................................................................................................................................. 2

INTRODUCTION ....................................................................................................................................................................................................... 3

1. SCOPE .......................................................................................................................................................................................................... 4

2. FUNDAMENTAL CONCEPTS AND QUALITY MANAGEMENT PRINCIPLES .................................................................... 5

2.1. Generalities .............................................................................................................. 5
2.2. Fundamental concepts .............................................................................................. 5
2.3. Quality management principles ............................................................................... 6
2.4. Developing the QMS using fundamental concepts and principles .......................... 9

3. TERMS AND DEFINITIONS ..................................................................................................................................................................11

CONCLUSION ........................................................................................................................................................................................................... 12

REFERENCES ............................................................................................................................................................................................................ 12

LIST OF FIGURES
Figure 1: ISO 9000 Quality Management Principles (Source: ISO 9000,
https://asq.org/quality-resources/iso-9000) ............................................................................ 6

LIST OF TABLES
Table 2: Summary of quality management principles for an organisation (Source: ISO
9000)........................................................................................................................................... 7

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 SUMMARY OF ISO 9000

ABSTRACT
ISO 9000 was first published in 1987 by the International Organisation for Standardisation
(ISO), a specialized international agency for standardisation composed of the national standards
bodies of more than 160 countries. The standards underwent revisions in 2000 and 2008. The
most recent versions of the standard, ISO 9000:2015 and ISO 9001:2015, were published in
September 2015, it was based on the BS 5750 series of standards from British Standard
Institution (BSI) that were proposed to ISO in 1979. However, its history can be traced back
some twenty years before that, to the publication of government procurement standards such as
the United States Department of Defence MIL-Q-9858 standard in 1959, and the United
Kingdom’s Def Stan 05-21 and 05-24.
ISO 9000 is defined as a set of international standards on quality management and quality
assurance developed to help companies effectively document the quality system elements
needed to maintain an efficient quality system. They are not specific to any one industry and
can be applied to organisations of any size. ISO 9000 can help a company satisfy its customers,
meet regulatory requirements, and achieve continual improvement. It is a first step or the base
level of a quality system. It is a series, or family of standards that also contains an individual
standard named ISO 9000. This standard lays out the fundamentals and vocabulary for quality
management systems (QMS). The ISO 9000 family contains these standards:
 ISO 9001:2015: Quality Management Systems - Requirements
 ISO 9000:2015: Quality Management Systems - Fundamentals and Vocabulary
(definitions)
 ISO 9004:2018: Quality Management - Quality of an Organization - Guidance to
Achieve Sustained Success (continuous improvement)
 ISO 19011:2018: Guidelines for Auditing Management Systems

Key words: ISO, Standard, Quality, Quality management, Organisations.

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 SUMMARY OF ISO 9000

INTRODUCTION
ISO 9000 provides the fundamental concepts, principles and vocabulary for Quality
Management Systems (QMS) and provides the foundation for other QMS standards. This
International Standard is intended to help users understand the fundamental concepts, principles
and vocabulary of quality management, in order to be able to effectively and efficiently
implement a QMS and realize value from other QMS standards. It proposes a well-defined
QMS, based on a framework that integrates established fundamental concepts, principles,
processes and resources related to quality, in order to help organisations, realize their objectives.
It is applicable to all organisations, regardless of size, complexity or business model. Its aim is
to increase an organization’s awareness of its duties and commitment in fulfilling the needs and
expectations of its customers and interested parties, and in achieving satisfaction with its
products and services.
This International Standard contains seven quality management principles supporting the
fundamental concepts described later and for each quality management principle, there is a
“statement” describing each principle, a “rationale” explaining why the organization would
address the principle, “key benefits” that are attributed to the principles, and “possible actions”
that an organization can take in applying the principle. These concepts and principles are what
we elaborate in the next parts of this document.

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 SUMMARY OF ISO 9000

1. SCOPE

Concerning the scope, ISO 9000 describes the fundamental concepts and principles of quality
management which are universally applicable to:
 organisations seeking sustained success through the implementation of a quality
management system;
 customers seeking confidence in an organization’s ability to consistently provide
products and services conforming to their requirements;
 organisations seeking confidence in their supply chain that product and service
requirements will be met;
 organisations and interested parties seeking to improve communication through a
common understanding of the vocabulary used in quality management;
 organisations performing conformity assessments against the requirements of ISO 9001;
 providers of training, assessment or advice in quality management;
 developers of related standards.
This International Standard specifies the terms and definitions that apply to all quality
management and quality management system standards developed by ISO/TC 176.

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 SUMMARY OF ISO 9000

2. FUNDAMENTAL CONCEPTS AND QUALITY MANAGEMENT

PRINCIPLES

This part of the standard assesses the fundamental concepts and quality management principles
an organisation should apply in order to meet up with the fast-changing development of our
society. It is divided into 3 main parts: Fundamental concepts; Quality management principles
and Developing the QMS using fundamental concepts and principles.

2.1. Generalities

Given that the impact of quality goes beyond consumer satisfaction, ISO 9000 gives an
organization the capacity to meet challenges presented by an environment which is
characterized by accelerated change, globalization of markets and the emergence of knowledge
as a principal resource. The standard provides a way of thinking about the organization more
broadly by providing fundamental concepts and principles to be used in the development of a
quality management system (QMS).

2.2. Fundamental concepts

1) Quality: The standard specifies that:

 the quality of an organisation is shown in the fulfilment of the needs and
expectations of customers and other relevant interested parties, t
 the quality of an organisation’s products and services does only lie on their
intended function and performance but also on their ability to satisfy customers
and the intended and unintended impact on relevant interested parties;
2) Quality management system: The standard specifies the characteristics of a good
QMS, which comprises
 activities by which the organization identifies its objectives and determines the
processes and resources required to achieve desired results;
 the management of interacting processes and resources required to provide
value;
 the optimization of the use of resources considering the long- and short-term
consequences of managerial decisions;
 the provision of means to identify actions to address intended and unintended
consequences in providing products and services.
3) The standard assesses the context of an organisation by determining internal and
external factors which influence the organization’s purpose, objectives and
sustainability. Some internal factors considered are: values, culture, knowledge and
performance, while the external factors are: legal, technological, competitive, market,
cultural, social and economic environments.

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 SUMMARY OF ISO 9000
4) The interested parties considered here are not only the customers but also those that
provide significant risk to organizational sustainability if their needs and expectations
are not met. The organisation therefore aims at identifying such parties to reduce risk.
5) Management support
Top management support of the QMS and engagement of people enables:
 provision of adequate human and other resources;
 monitoring processes and results;
 determining and evaluating of risks and opportunities;
 implementing appropriate actions.
The standard emphasizes on the fact that the behaviour of employees within the system
in which they work (the organisation), their understanding and application of skills,
training, education and experience needed to perform their roles and responsibilities,
their awareness, coupled with a well-planned and effective internal and external
communication between the people and the organisation are major points which are to
be considered by the management system of the organisation.

2.3. Quality management principles

The standard specifies 7 management principles: Customer focus, Leadership, Engagement of

people, Process approach, Improvement, Evidence-based decision making and lastly
Relationship management. Each of these principles has a statement, a rationale, its key benefits
and possible actions for undertaking the principle.

Figure 1: ISO 9000 Quality Management Principles (Source: ISO 9000,

https://asq.org/quality-resources/iso-9000)

The table below summarises these aspects an organisation should adopt for a sustained quality
management.

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 SUMMARY OF ISO 9000
Table 1: Summary of quality management principles for an organisation (Source: ISO 9000)

Principle Statement Rationale Key benefits Possible actions

Increased customer value Recognize direct and indirect
customers
Increased customer Understand customers’ current and
satisfaction future needs and expectations
Improved customer loyalty Link the organization’s objectives
to customer needs and expectations
Enhanced repeat business Communicate customer needs and
expectations throughout the
organization
Meet customer Attract and retain Enhanced reputation of the Plan, design, develop, produce,
requirements and the confidence of organization deliver and support products and
Customer
to strive to customers services to meet customer needs
focus and expectations
exceed customer and other relevant
expectations interested parties. Expanded customer base Measure and monitor customer
satisfaction and take appropriate
actions
Increased revenue and market Determine and take action on
share relevant interested parties’ needs
and appropriate expectations that
can affect customer satisfaction
Actively manage relationships with
customers to achieve sustained
success
Increased effectiveness and Communicate the organization’s
efficiency in meeting the mission, vision, strategy, policies
organization’s quality and processes throughout the
objectives organisation
Better coordination of the Create and sustain shared values,
organization’s processes fairness and ethical models for
Creation of unity of behaviour at all levels of the
Leaders at all organisation
purpose and the
levels establish Improved communication Establish a culture of trust and
direction and
unity of purpose between levels and functions integrity
engagement of
and direction and of the organization
people enable an
create conditions Development and Encourage an organization-wide
Leadership organization to improvement of the capability commitment to quality
in which people
align its strategies, of the organization and its
are engaged in
policies, processes people to deliver desired
achieving the
and resources to results
organization’s
achieve its Ensure that leaders at all levels are
quality objectives
objectives positive examples to people in the
organization;
Provide people with the required
resources, training and authority to
act with accountability
Inspire, encourage and recognize
the contribution of people.
Improved understanding of the communicate with people to
Competent, In order to manage
organization’s quality promote understanding of the
empowered and an organization objectives by people in the importance of their individual
engaged people at effectively and organization and increased contribution
all levels efficiently, it is motivation to achieve them
throughout the important to respect Enhanced involvement of Promote collaboration throughout
Engagement organization are and involve all people in improvement the organization
of people essential to people at all levels. activities
enhance the Recognition, Enhanced personal Facilitate open discussion and
organization’s empowerment and development, initiatives and sharing of knowledge and
capability to enhancement of creativity experience
Enhanced people satisfaction Empower people to determine
create and deliver competence
constraints to performance and to
value facilitate the take initiatives without fear

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 SUMMARY OF ISO 9000
engagement of Enhanced trust and Recognize and acknowledge
people in achieving collaboration throughout the people’s contribution, learning and
the organization’s organization improvement
quality objectives Increased attention to shared Enable self-evaluation of
values and culture throughout performance against personal
the organization objectives
Conduct surveys to assess people’s
satisfaction, communicate the
results and take appropriate actions
Consistent and Enhanced ability to focus Define objectives of the system and
predictable effort on key processes and processes necessary to achieve
The QMS consists opportunities for improvement them
results are
of interrelated Consistent and predictable Establish authority, responsibility
achieved more
processes. outcomes through a system of and accountability for managing
effectively and
Understanding how aligned processes processes
efficiently when Optimized performance Understand the organization’s
Process results are produced
activities are through effective process capabilities and determine resource
approach by this system
understood and management, efficient use of constraints prior to action
enables an
managed as resources and reduced cross
organization to
interrelated functional barriers
optimize the system
processes that
and its performance
function as a
coherent system
Improved process Promote establishment of
performance, organizational improvement objectives at all
capability and customer levels of the organization
satisfaction
Enhanced focus on root cause Educate and train people at all
Improvement is investigation and levels on how to apply basic tools
essential for an determination, followed by and methodologies to achieve
organization to prevention and corrective improvement objectives
Successful maintain current actions
Enhanced ability to anticipate Ensure people are competent to
organisations levels of
and react to internal and successfully promote and complete
Improvement have an ongoing performance, to external risks and improvement projects
focus on react to changes in opportunities;
improvement its internal and Enhanced consideration of Develop and deploy processes to
external conditions both incremental and implement improvement projects
and to create new breakthrough improvement; throughout the organization
opportunities Improved use of learning for Track, review and audit the
improvement; planning, implementation,
completion and results of
improvement projects
Enhanced drive for innovation Recognize and acknowledge
improvement
Improved decision-making Determine, measure and monitor
processes key indicators to demonstrate the
organization’s performance;
Understand cause
Improved assessment of Make all data needed available to
and effect process performance and the relevant people;
Decisions based relationships and ability to achieve objectives
on the analysis potential Improved operational Ensure that data and information
Evidence- and evaluation of unintended effectiveness and efficiency are sufficiently accurate, reliable
based data and consequences. and secure;
decision information are Facts, Increased ability to review, Analyse and evaluate data and
making more likely to evidence and data challenge and change opinions information using suitable
produce desired analysis lead to and decisions methods;
results greater objectivity Increased ability to Ensure people are competent to
demonstrate the effectiveness analyse and evaluate data as
and confidence in
of past decisions needed;
decision making Make decisions and take actions
based on evidence, balanced with
experience and intuition
Common understanding of Determine and prioritize interested
Relationship For sustained Sustained success is
objectives and values among party relationships that need to be
management success, more likely to be interested parties managed

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 SUMMARY OF ISO 9000
organisations achieved when the A well-managed supply chain Establish relationships that balance
manage their organization that provides a stable flow of short-term gains with long-term
relationships with manages products and services considerations
relevant relationships with Gather and share information,
expertise and resources with
interested parties, all of its interested
relevant interested parties
such as providers parties to optimize Encourage and recognize
their impact on its improvements and achievements by
performance providers and partners
Establish collaborative
development and improvement
activities with providers, partners
and other interested parties

2.4. Developing the QMS using fundamental concepts and

principles

1) QMS model
Organisations share many characteristics with humans as a living and learning social organism.
Both are adaptive and comprise interacting systems, processes and activities. In order to adapt
to their varying context, each needs the ability to change. Organisations often innovate to
achieve breakthrough improvements. An organization’s QMS model recognizes that not all
systems, processes and activities can be predetermined; therefore, it needs to be flexible and
adaptable within the complexities of the organizational context.
Organisations seek to understand the internal and external context to identify the needs and
expectations of relevant interested parties. This information is used in the development of the
QMS to achieve organizational sustainability. The outputs from one process can be the inputs
into other processes and are interlinked into the overall network. Although often appearing to
be comprised of similar processes, each organization and its QMS is unique.
2) Development of a QMS
A QMS is a dynamic system that evolves over time through periods of improvement. Every
organization has quality management activities, whether they have been formally planned or
not. ISO 9000 provides guidance on how to develop a formal system to manage these activities.
It is necessary to determine activities which already exist in the organisation and their suitability
regarding the context of the organisation. The Standard, along with ISO 9004 and ISO 9001,
can then be used to assist the organization to develop a cohesive QMS.
A formal QMS provides a framework for planning, executing, monitoring and improving the
performance of quality management activities. The QMS does not need to be complicated;
rather it needs to accurately reflect the needs of the organization. In developing the QMS, the
fundamental concepts and principles given in this International Standard can provide valuable
guidance.
QMS planning is not a singular event, rather it is an ongoing process. Plans evolve as the
organization learns and circumstances change. A plan takes into account all quality activities
of the organization and ensures that it covers all guidance of this International Standard and
requirements of ISO 9001. The plan is implemented upon approval.

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It is important for an organization to regularly monitor and evaluate both the implementation
of the plan and the performance of the QMS. Carefully considered indicators facilitate these
monitoring and evaluation activities.
Auditing is a means of evaluating the effectiveness of the QMS, in order to identify risks and
to determine the fulfilment of requirements. In order for audits to be effective, tangible and
intangible evidence needs to be collected. Actions are taken for correction and improvement
based upon analysis of the evidence gathered. The knowledge gained could lead to innovation,
taking QMS performance to higher levels.
3) QMS standards, other management systems and excellence models
The approaches to a QMS described in QMS standards developed by ISO/TC 176, in other
management system standards and in organizational excellence models are based on common
principles. They all enable an organization to identify risks and opportunities and contain
guidance for improvement. In the current context, many issues such as innovation, ethics, trust
and reputation could be regarded as parameters within the QMS. Standards related to quality
management (e.g. ISO 9001), environmental management (e.g. ISO 14001) and energy
management (e.g. ISO 50001), as well as other management standards and organizational
excellence models, have addressed this.
The QMS standards developed by ISO/TC 176 provide a comprehensive set of requirements
and guidelines for a QMS. ISO 9001 specifies requirements for a QMS. ISO 9004 provides
guidance on a wide range of objectives of a QMS for sustainable success and improved
performance. Guidelines for components of a QMS include ISO 10001, ISO 10002, ISO 10003,
ISO 10004, ISO 10008, ISO 10012 and ISO 19011. Guidelines for technical subjects in support
of a QMS include ISO 10005, ISO 10006, ISO 10007, ISO 10014, ISO 10015, ISO 10018 and
ISO 10019. Technical reports in support of a QMS include ISO/TR 10013 and ISO/TR 10017.
Requirements for a QMS are also provided in sector-specific standards, such as ISO/TS 16949.
The various parts of an organization’s management system, including its QMS, can be
integrated as a single management system. The objectives, processes and resources related to
quality, growth, funding, profitability, environment, occupational health and safety, energy,
security and other aspects of the organization can be more effectively and efficiently achieved
and used when the QMS is integrated with other management systems. The organization can
perform an integrated audit of its management system against the requirements of multiple
International Standards, such as ISO 9001, ISO 14001, ISO/IEC 27001 and ISO 50001.

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 SUMMARY OF ISO 9000

3. TERMS AND DEFINITIONS

The different terms mentioned in the standard are related to:

(i) Person or people ;
(ii) Organization;
(iii) Activity;
(iv) Process;
(v) System;
(vi) Requirement;
(vii) Result;
(viii) Data, information and document;
(ix) Customer;
(x) Characteristic;
(xi) Determination;
(xii) Action;
(xiii) Audit
The detailed definitions of the different definitions entering in each point above are given in the
standard ISO 9000 referenced below.
The Standard is made up of various appendixes which carry on:
Annex A (Informative): Concept relationships and their graphical representation which
emphasizes on the relationships between concepts are based on the hierarchical formation of
the characteristics of a species so that the most economical description of a concept is formed
by naming its species and describing the characteristics that distinguish it from its parent or
sibling concepts.

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 SUMMARY OF ISO 9000

CONCLUSION
To conclude this summary, ISO 9000 family of quality management systems (QMS) is a set of
standards that helps organisations ensure they meet customer and other stakeholder needs
within statutory and regulatory requirements related to a product or service. ISO 9000 deals
with fundamentals of QMS, including the seven quality management principles that underline
the family of standards. ISO 90001 deals with the requirements that organisations wishing to
meet the standard must fulfil.

REFERENCES
[1] BS EN ISO 9000:2015, Quality management systems – Fundamentals and vocabulary.

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