W.

EDWARDS DEMING’S 14 POINTS FOR TOTAL QUALITY

MANAGEMENT
 Deming’s 14 Points on Quality Management, or the Deming Model
of Quality Management, a core concept on implementing total
quality management (TQM), is a set of management practices to
help companies increase their quality and productivity.
1.Create a constant purpose toward
improvement.
 Plan for quality in the long term.
 Resist reacting with short-term solutions.
 Don't just do the same things better : find better things
to do.
 Predict and prepare for future challenges, and always
have the goal of getting better.
2. Adopt the new philosophy.
 Embrace quality throughout the organization.
 Put your customers' needs first, rather than react to competitive
pressure and design products and services to meet those needs.
 Be prepared for a major change in the way business is done. It's
about leading, not simply managing.
 Create your quality vision, and implement it.
3. Stop depending on inspections.
 Inspections are costly and unreliable and they don't improve
quality, they merely find a lack of quality.
 Build quality into the process from start to finish.
 Don't just find what you did wrong – eliminate the "wrongs"
altogether.
 Use statistical control methods and not physical inspections
alone to prove that the process is working.
4. Use a single supplier for any one item.
 Quality relies on consistency – the less variation you have in the
input, the less variation you'll have in the output.
 Look at suppliers as your partners in quality. Encourage them to
spend time improving their own quality – they shouldn't compete for
your business based on price alone.
 Analyze the total cost to you, not just the initial cost of the product.
 Use quality statistics to ensure that suppliers meet your quality
standards.
5. Improve constantly and forever.
 Continuously improve your systems and processes. Deming
promoted the Plan-Do-Check-Act  approach to process analysis and
improvement.
 Emphasize training and education so everyone can do their jobs
better.
 Use some  model to reduce waste and to improve productivity,
effectiveness, and safety.
6. Use training on the job.
 Train for consistency to help reduce variation.
 Build a foundation of common knowledge.
 Allow workers to understand their roles in the "big picture."
 Encourage staff to learn from one another, and provide a culture and
environment for effective teamwork.
7. Implement leadership.
 Expect your supervisors and managers to understand their workers
and the processes they use.
 Don't simply supervise – provide support and resources so that each
staff member can do his or her best. Be a coach instead of a
policeman.
 Figure out what each person actually needs to do his or her best.
 Emphasize the importance of participative management and
transformational leadership.
 Find ways to reach full potential, and don't just focus on meeting
targets and quotas.
8. Eliminate fear.
 Allow people to perform their best by ensuring that they're not afraid to
express ideas or concerns.
 Let everyone know that the goal is to achieve high quality by doing more
things right – and that you're not interested in blaming people when
mistakes happen.
 Make workers feel valued, and encourage them to look for better ways to
do things.
 Ensure that your leaders are approachable and that they work with teams
to act in the company's best interests.
 Use open and honest communication to remove fear from the
organization.
9. Break down barriers between departments.
 Build the "internal customer" concept – recognize that each department or
function serves other departments that use their output.
 Build a shared vision.
 Use cross-functional teamwork to build understanding and reduce
adversarial relationships.
 Focus on collaboration and consensus instead of compromise.
10. Get rid of unclear slogans.
 Let people know exactly what you want and don't make them
guess. "Excellence in service" is short and memorable, but
what does it mean? How is it achieved? Don't let words and
nice-sounding phrases replace effective leadership. Outline
your expectations, and then praise people face-to-face for
doing good work.
11. Eliminate management by objectives.
 Look at how the process is carried out, not just numerical
targets. Deming said that production targets encourage high
output and low quality.
 Provide support and resources so that production levels and
quality are high and achievable.
 Measure the process rather than the people behind the
process.
12. Remove barriers to pride of workmanship.
 Allow everyone to take pride in their work without being rated
or compared.
 Treat workers the same, and don't make them compete with
other workers for monetary or other rewards. Over time, the
quality system will naturally raise the level of everyone's work
to an equally high level.
13. Implement education and self-improvement.
 Improve the current skills of workers.
 Encourage people to learn new skills to prepare for future
changes and challenges.
 Build skills to make your workforce more adaptable to change,
and better able to find and achieve improvements.
14. Make "transformation" everyone's job.
 Improve your overall organization by having each person take
a step toward quality.
 Analyze each small step, and understand how it fits into the
larger picture.
 Use effective change management principles to introduce the
new philosophy and ideas in Deming's 14 points.
 Crosby's philosophy
 Philip B. Crosby was an author and businessman who
contributed to management theory and quality
management practices.
 Crosby's principle, Doing It Right the First Time, was his
answer to the quality crisis. He defined quality as full
and perfect conformance to the customers'
requirements.  The essence of his philosophy is
expressed in what he called the Absolutes of Quality
Management and the Basic Elements of Improvement.
The Absolutes of Quality Management
Crosby defined Four Absolutes of Quality
Management, which are
 The First Absolute: The definition of quality is
conformance to requirements
 The Next Absolute: The system of quality is
prevention
 The Third Absolute: The performance standard
is zero defects
 The Final Absolute: The measurement of
quality is the price of non-conformance
Zero Defects

 Crosby's Zero Defects is a performance method and

standard that states that people should commit
themselves too closely monitoring details and avoid
errors. By doing this, they move closer to the zero
defects goal.
 According to Crosby, zero defects was not just a
manufacturing principle but was an all-pervading
philosophy that ought to influence every decision that
we make.
 Managerial notions of defects being unacceptable and
everyone doing ‘things right the first time’ are
reinforced.
The 14 Steps of Crosby
1. Commitment of Management
Management must be committed to improving the quality in a
company. This commitment must also be transparent to all
employees so that proper attitudes towards a Zero Defect product
or service line are modeled.
2. Formulate the Quality Improvement Team
Forming a quality improvement team is the second step to
achieving total quality management. Search for team members
who will model quality improvement commitment, and who are
not already over-committed to other projects. The quality
improvement team should be able to effectively commit
themselves to improvement of quality.
3. Measure for Quality in Current Practices
Before you can establish a plan for improving quality, you first have
to know exactly where your products and services lie when it
comes to conforming to requirements.

4. What Will the Cost of Quality Be?

How much is your cost of nonconformance to standards?
What is the cost for quality?
By answering these questions, you can demonstrate to all
company employees that there is a need for a quality
improvement system.
5. Quality Awareness is Central to Success
You will need to raise employee awareness to the importance of
quality management. By doing this, and making quality a central
concern to employees.
6. Remember the Quality Problems? Take Corrective Action
By now, you will have determined what your company’s quality
problems are. It is now time to take corrective action to eliminate
the defects that have been identified. Be sure that you install a
system, using causal analysis techniques, to ensure that these
problems don’t reoccur in the future.
7. Plan for Zero Defects
You need to create a committee to ensure that there are zero
defects in your products and services. For Crosby, it’s not enough,
remember to have “as few as possible” defects. Instead, you really
need to have this number at zero - establish a zero-defect
tolerance in your company.
8. Practice Effective Training for Supervisors
Ensure that your supervisors can carry out the tasks required
them for maintaining quality. By practicing supervisor training,
with quality in mind (and the four absolutes), then you will be
more likely to achieve zero-defect status.

9. Happy Zero Defects Day!

Hold a quality event, called a zero defects day, where all
employees are made aware of the change that has taken place.
By holding a zero defects day in your company when
implementing a total quality management project, you can be
sure that you are increasing awareness for quality in your
workplace.
10. Involve Everyone in Goal Setting
After implementing a change, you will need to ensure that you
involve everyone - both employees and supervisors - in the goal
setting process. By bringing everyone in the company in on
setting goals for improvement, you can ensure greater
commitment to achieving zero defects.

11. Eliminate Causes of Errors

Error-cause removal is necessary for the successful
implementation of any quality improvement effort. Encourage
your employees to come to management with any obstacles or
issues that arise in attempting to meet improvement goals. By
having employees communicate obstacles before they become
crises, you can avert many of the dampers for quality
improvement efforts.
12. Implement Recognition for Participants
The twelfth step of Crosby’s 14 Steps is the implementation of employee
recognition. By regularly recognizing those who participate in quality
improvement efforts, employees will be much more likely to continue to
participate.

13. Create Quality Councils

By bringing together specialists and employees, you can create a focused
effort towards creating lasting quality improvement implementations.
Make sure your quality councils meet on a regular basis.

14. Lather…Rinse…REPEAT!!!
Quality improvement doesn’t end because you have run out of the 14
Steps of Crosby! In order to really make improvements in the quality of
your products and services, you will need to do it over again…and again…
and again. Now go get started on your quality improvement projects!
Juran Philosophy

 Highlights the importance of a broad,

organizational-level approach to quality –
stating that total quality management begins
from the highest position in the management,
and continues all the way to the bottom.
 The Juran Quality Trilogy
One of the first to write about the cost of poor quality, Juran developed an
approach for cross-functional management that comprises three legislative
processes:
1. Quality Planning:
This is a process that involves creating awareness of the necessity to improve,
setting certain goals and planning ways to reach those goals. This process has its
roots in the management's commitment to planned change that requires trained
and qualified staff.
2. Quality Control:
This is a process to develop the methods to test the products for their quality.
Deviation from the standard will require change and improvement.
3. Quality Improvement:
This is a process that involves the constant drive to perfection. Quality
improvements need to be continuously introduced. Problems must be diagnosed
to the root causes to develop solutions. The Management must analyze the
processes and the systems and report back with recognition and praise when
things are done right.
Ten Steps to Quality

 Establish awareness for the need to improve and the

opportunities for improvement.
 Set goals for improvement.
 Organize to meet the goals that have been set.
 Provide training
 Implement projects aimed at solving problems.
 Report progress.
 Give recognition.
 Communicate results.
 Keep score.
 Maintain momentum by building improvement into the
company's regular systems.
Ishikawa Philosphy
 Ishikawa is best known for:

 Ishikawa Diagram - Also known as Cause-and-effect Diagram

or Fishbone Diagram.

 Seven Basic Quality Tools - Seven Basic Quality Tools were

first emphasized by Ishikawa.

 Quality Circles - Ishikawa introduced the concept of Quality

Circles. This is an essential part of Total Quality
Management (TQM).
Timeline
 1949 -  Developed and delivered the first basic quality
control course for the Union of Japanese Scientists
and Engineers (JUSE)

 1962 -  Credited with creating the Japanese quality

circle movement.

  1993 -  ASQ named a national medal after him,

recognizing him as a “distinguished pioneer in the
achievement of respect for humanity in the quality
disciplines.”
Ishikawa Diagram
 The Ishikawa Diagram is also called as the
Fishbone diagram and the Cause-and-Effect-
Analysis. This is the most commonly used to
analyze a problem and to find out the potential
causes creating the problem.
 Ishikawa Diagram is one of the Seven Basic
Quality Tools promoted by Ishikawa.
Seven Basic Quality Tools

 Flow charts
 Scatter diagrams
 Pareto Charts
 Histogram
 Check sheets
 Cause and Effect Diagram
 Control charts
Continued customer service
• Believed Quality improvement is a continuous process and can
always be taken one step further
• His notion of company-wide quality control called for continued
customer service
• This meant that a customer would continue receiving service
even after receiving the product
• Service would extend across the company itself in all levels of
management
• Beyond the company to the everyday lives of those involved
FISHBONE DIAGRAM

 The fishbone diagram identifies many possible

causes for an effect or problem. It can be used to
structure a brainstorming session.
 Fishbone diagram is commonly used in product
design and prevention of quality defects to reveal
the factors causing the overall effect.

When?
 While identifying possible causes for a problem
 When a team’s thinking tends to be dull and
unproductive
FISHBONE DIAGRAM PROCEDURE

 Agree on a problem statement (effect). Write it at the

center right of the flipchart or whiteboard. Draw a box
around it and draw a horizontal arrow running to it.
 Brainstorm the major categories of causes of the
problem. If this is difficult use generic headings:
▪ Methods
▪ Machines (equipment)
▪ People (manpower)
▪ Materials
▪ Measurement
▪ Environment
Continued..
 Write the categories of causes as branches from the main
arrow.
 Brainstorm all the possible causes of the problem. Ask
"Why does this happen?" As each idea is given, the
facilitator writes it as a branch from the appropriate
category. Causes can be written in several places if they
relate to several categories.
 Again ask "Why does this happen?" about each cause. Write
sub-causes branching off the causes. Continue to ask
"Why?" and generate deeper levels of causes. Layers of
branches indicate causal relationships.
 When the group runs out of ideas, focus attention to places
on the chart where ideas are few.
Quality Circles
Implementation of Quality Circles:
 A voluntary group of people who meet to identify,
analyze, and resolve work-related issues.
 Improvement in Occupational health and safety,
product design, manufacturing processes, and the
overall culture of the organization are the objectives
of a Quality Circle.
 Basically, Quality Circles are formal groups of people
trained by specialists in human factors and skills of
problem identification, data gathering, and analysis
and generation of solutions.
Internal customers
 Internal customers are people or departments who
work in the same organization as the service provider
• Increased employee satisfaction
• Lowered employee acquisition costs
• Increased employee productivity and performance

The term company-wide does not only

include a company’s activities focusing on internal
quality control, but also the quality of management,
human aspects, after sales service, and sensitive
customer care.
Feigenbaum's Philosophy on Total Quality Management

 He wrote a book entitled ‘Total Quality

Control’, in 1961.
 Awarded the 2008 National Medal of
Technology and Innovation, the highest
honour for technological achievement best
owned on America’s leading innovators.
The Quality of products and services is directly influenced by
‘Nine Ms’-
 Markets
 Money
 Management
 Men
 Motivation
 Materials
 Machines and Mechanization
 Modern information methods
 Mounting product requirements
According to Armand V. Feigenbaum
 Total quality control is an effective
system for integrating the quality
development, quality maintenance, and
quality improvement efforts of the various
groups in an organization so as to enable
production and service at the most economical
levels which allow full customer satisfaction.
Cost of quality (COQ)
Cost of quality (COQ) is defined as a methodology
that allows an organization to determine the
extent to which its resources are used for
activities that prevent poor quality, that appraise
the quality of the organization’s products or
services, and that result from internal and
external failures.
 Having such information allows an organization
to determine the potential savings to be gained
by implementing process improvements.
Cost of poor quality (COPQ)
 Cost of poor quality (COPQ) is defined as the
costs associated with providing poor quality
products or services.
 Internal failure costs are costs associated with
defects found before the customer receives
the product or service.
 External failure costs are costs associated with
defects found after the customer receives the
product or service.
Quality Costs
 PREVENTION COSTS
 APPRAISAL COSTS
 INTERNAL FAILURE COSTS
 EXTERNAL FAILURE COSTS
 PREVENTION COSTS

 Prevention costs are incurred to prevent or avoid quality problems.

These costs are associated with the design, implementation, and
maintenance of the quality management system. They are planned
and incurred before actual assembly of the product at the shop
floor.

 Product or service requirements: Establishment of specifications

for incoming materials, processes, finished products, and services
 Quality planning: Creation of plans for quality, reliability,
operations, production, and inspection
 Quality assurance: Creation and maintenance of the quality system
 Training: Development, preparation, and maintenance of programs
APPRAISAL COSTS

 Appraisal costs are a specific category of quality control costs.

Companies pay appraisal costs as part of the quality control
process to ensure that their products and services meet
customer expectations and regulatory requirements.
These costs could include expenses for field tests and
inspections.

 Verification: Checking of incoming material, process setup, and

products against agreed specifications
 Quality audits: Confirmation that the quality system is
functioning correctly
 Supplier rating: Assessment and approval of suppliers of
products and services
INTERNAL FAILURE COSTS

 Internal failure costs are incurred to remedy defects

discovered before the product or service is delivered to the
customer. These costs occur when the results of work fail to
reach design quality standards and are detected before they
are transferred to the customer.

 Waste: Performance of unnecessary work or holding of stock

as a result of errors, poor organization, or communication
 Scrap: Defective product or material that cannot be repaired,
used, or sold
 Rework or rectification: Correction of defective material or
errors
 Failure analysis: Activity required to establish the causes of
internal product or service failure
External failure costs
 External failure costs are incurred to remedy defects discovered
by customers. These costs occur when products or services that
fail to reach design quality standards are not detected until after
transfer to the customer. They could include:

 Repairs and servicing: Of both returned products and those in

the field
 Warranty claims: Failed products that are replaced or services
that are re-performed under a guarantee
 Complaints: All work and costs associated with handling and
servicing customers’ complaints
 Returns: Handling and investigation of rejected or recalled
products, including transport costs
 Feigenbaum’s Philosophy: Three Steps to Quality
(i) Quality Leadership:
 Management should take the lead in enforcing quality
efforts. It should be based on sound planning.
(ii) Management Quality Technology:
 The traditional quality programmes should be replaced by
the latest quality technology for satisfying the customers in
future.
(iii) Organisational Commitment:
 Motivation and continuous training of the total work force
tells about the organisational commitment towards the
improvement of the quality of the product and the services.
Elements of Total Quality to Enable a Total Customer Focus
 Quality is the customers perception.
 Quality and cost are the same not different.
 Quality is an individual and team commitment.
 Quality and innovation are interrelated and mutually
beneficial.
 Managing Quality is managing the business.
 Quality is a principal.
 Quality is not a temporary or quick fix.
 Productivity gained by cost effective demonstrably beneficial
Quality investment.
 Implement Quality by encompassing suppliers and customers
in the system.
MODELS OF TOTAL QUALITY
MANAGEMENT

 Deming Application Prize

 Malcolm Baldrige Criteria for Performance
Excellence
 European Foundation for Quality
Management, and
 ISO quality management standards
Deming Application Prize

 The Deming Application Prize is an annual award

presented to a company that has achieved
distinctive performance improvements through
the application of TQM.
 Regardless of the types of industries, any
organization can apply for the Prize, (public or
private, large or small, or domestic or overseas),
Provided that a division of a company manages
its business autonomously, the division may
apply for the Prize separately from the company.
Effects of the Deming Application Prize

1) Quality Stabilization and Improvement

Statistical quality control methods have been utilized and a

quality assurance system has been established along with an
enhanced quality consciousness, to provide customers with
quality products and services that are matched with
customer requirements and company policies and that have
been properly planned, developed, designed, produced and
installed.
This has led to reductions in development and design
troubles, parts defects, production defects, installation
defects, service defects and market claims and complaints.
(2) Productivity Improvement/Cost Reduction

 Significant effects have been achieved as a result of the following

improvements: reduced development and design troubles during the
new product development stage; decreased parts defects or reduced
process troubles due to the spread of TQM promotion with vendors;
lower manufacturing defects and reduction of rework and adjustment
work at the manufacturing stage; reduced installation defects at
construction companies; and increased customer satisfaction in service
industry companies.

 Furthermore, through a systematic approach to cost reduction during

new product development, competitive cost targets have been
achieved. Activities to improve production control systems and reduce
man-hour have also enhanced productivity
3) Expanded Sales

 In order to satisfy customers' requirements, or to develop

competitive new products Deming Prize-winning
companies have achieved improved customer satisfaction
and have been able to expand their sales.
 These efforts have contributed to capturing new
customers or markets and to preventing out-of-stock
problem situations, both of which have resulted in
increased sales.
4) Increased Profits

Expanded sales, and improved

productivity/reduced costs work together to
increase profits.
To promote TQM, some expenses are inevitable,
such as education and training, payroll for TQM
promotion staff and other activities and events.
5) Thorough Implementation of Management
Plans/Business Plans

To logically establish policies and objectives, it is

necessary first to understand and analyze historical
business performance. The next step is to deploy
them, implement them and evaluate the results
achieved. Policy Management, one of the TQM
management methods, has been widely introduced
and promoted.
6) Realization of Top Management's Dreams

Any company will have its traditions, organizational cultures,

customary business practices, the way of thinking, complex human
relations, etc.
However, by establishing the high goal of winning the Deming Prize
and by promoting TQM companies are able to improve their
organizational constitution.
As quality control/management is disseminated throughout the
entire company, and as top management's policies are promptly
communicated to all levels of the company and achieved, plant
managers, department heads, section chiefs as well as supervisors
improve their understanding of business management.
7) TQM by Total Participation and Improvement of the
Organizational Constitution

Executives and managers of Deming Prize-winning

companies emphasize on:
 improving product and service quality, and
strengthening of organizational constitution. These
efforts have contributed to breaking down sectionalism,
improving interdepartmental communications,
removing barriers between departments, cross-
functional management and instilling a sense of unity.
8) Heightened Motivation to Manage and
Improve as Well as to Promote Standardization

Situations where each employee has improved

his/her understanding of scientific management ;
ability to objectively understand the work
situation ; and to promote standardization that
produces good results.
9) Uniting Total Organizational Power and enhancing
morale

QC Circles are not just for a morale-boosting

movement. In companies that have active QC Circles,
first-line supervisors and employees have acquired
simple managerial and analytical skills, have become
more interested in their own work and have acquired
the ability to autonomously manage and improve their
day-to-day tasks in a logical manner.
10) Establishment of Various Management Systems and
the Total Management System

When scientific management activities through TQM

penetrate the entire company, the company's organizational
constitution is genuinely improved.
Quality assurance and other management systems for new
product development, profit, cost and vendor relations are
established along with many other cross-functional
management systems.
Thus, the organization improves its overall efficiency and
effectiveness
 Malcolm Baldrige Performance Excellence
Program

 The Malcolm Baldrige Performance Excellence Program’s

mission is to improve the competitiveness and
performance of U.S. organizations through
organizational assessment and development for the
benefit of all U.S. residents.
 This is customer-focused and develops and disseminates
evaluation criteria, manages the Malcolm Baldrige
National Quality Award, promotes performance
excellence and provides global leadership in the learning
and sharing of successful strategies and performance
practices, principles, and methodologies. 
 Baldrige assessment criteria

 Leadership—Examines how senior executives guide the organization and how the
organization addresses its responsibilities to the public and practices good citizenship.
 Strategic planning—Examines how the organization sets strategic directions and how it
determines key action plans.
 Customer focus—Examines how the organization determines requirements and expectations
of customers and markets; builds relationships with customers; and acquires, satisfies, and
retains customers.
 Measurement, analysis, and knowledge management—Examines the management,
effective use, analysis, and improvement of data and information to support key
organization processes and the organization’s performance management system.
 Workforce focus—Examines how the organization enables its workforce to develop its full
potential and how the workforce is aligned with the organization’s objectives.
 Process management—Examines aspects of how key production/delivery and support
processes are designed, managed, and improved.
 Results—Examines the organization’s performance and improvement in its key business
areas: customer satisfaction, financial and marketplace performance, human resources,
supplier and partner performance, operational performance, and governance and social
responsibility. The category also examines how the organization performs relative to
competitors.
European Foundation for Quality Management

 The EFQM Excellence Model was introduced at the beginning

of 1992 as the framework for assessing applications for The
European Quality Award. It is a widely used organisational
framework in Europe and has become the basis for a series of
national and regional Quality Awards.
 The EFQM model's is used as a management system that
encourages the discipline of organisational self-assessment. This
model is a practical tool to help organisations to do this by
measuring where they are on the path to Excellence; helping
them understand the gaps; and stimulating solutions.
 It is applicable to organisation irrespective of size and structure,
and sector. Self-assessment has wide applicability and the
outputs from self-assessment can be used as part of the business
planning process and the model itself can be used as a basis for
 Current indicative concepts
 Results Orientation - Excellence is achieving results that impress all the
organisation's stakeholders.
 Customer Focus - Excellence is creating sustainable customer value.
 Leadership & Constancy of Purpose - Excellence is visionary and inspirational
leadership, coupled with purpose.
 Management by Processes & Facts - Excellence is managing the organisation
through a set of interdependent and interrelated systems, processes and facts.
 People Development & Involvement - Excellence is maximising the
contribution of employees through their development and involvement.
 Continuous Learning, Innovation & Improvement - Excellence is challenging
the status quo and effecting change by using learning to create innovation and
improvement opportunities.
 Partnership Development - Excellence is developing and maintaining value-
adding partnerships.
 Corporate Social Responsibility - Excellence is exceeding the minimum
regulatory framework in which the organisation operates and to strive to
understand and respond to the expectations of their stakeholders in society
 ISO quality management standard

 ISO 9001 is defined as the international standard that specifies

requirements for a quality management system (QMS).
 Organizations use the standard to demonstrate the ability to
consistently provide products and services that meet
customer and regulatory requirements.
 It is the most popular standard in the ISO 9000 series and the
only standard in the series to which organizations can certify.
 ISO 9001 was first published in 1987 by the International
Organization for Standardization (ISO), an international agency
composed of the national standards bodies of more than 160
countries. The current version of ISO 9001 was released in
September 2015.
ISO 9001 :2015 is based on the plan-do-check-act methodology and
provides a process-oriented approach to documenting and
reviewing the structure, responsibilities, and procedures required
to achieve effective quality management in an organization.
Specific sections of the standard contain information on :
 Requirements for a QMS, including documented information,
planning and determining process interactions
 Responsibilities of management
 Management of resources, including human resources and an
organization’s work environment
 Product realization, including the steps from design to delivery
 Measurement, analysis, and improvement of the QMS through
activities like internal audits and corrective and preventive action
Key updates in ISO 9001:2015
This was to ensure that ISO 9001 continues to
adapt to the changing environments in which
organizations operate.
Some of the key updates in ISO 9001:2015 include:
 The introduction of new terminology
 Restructuring some of the information
 An emphasis on risk-based thinking to enhance
the application of the process approach
 Improved applicability for services
 Increased leadership requirements
 BENEFITS OF ISO 9001?

 ISO 9001 helps organizations ensure their customers

consistently receive high quality products and services,
which in turn brings many benefits, including satisfied
customers, management, and employees.
As it specifies the requirements for an effective quality
management system, organizations find that using the
standard helps them:
 Organize a QMS
 Create satisfied customers, management, and employees
 Continually improve their processes
 Save costs
 ISO 9001 CERTIFICATION

 ISO 9001 is the only standard in the ISO 9000 series to which organizations
can certify.
Achieving ISO 9001:2015 certification means that an organization has
demonstrated the following:
 Follows the guidelines of the ISO 9001 standard
 Fulfills its own requirements
 Meets customer requirements and statutory and regulatory requirements
 Maintains documentation
 Certification to the ISO 9001 standard can enhance an organization’s
credibility by showing customers that its products and services meet
expectations. As the certification is required or legally mandated,
certification process includes implementing the requirements of ISO
9001:2015 and then completing a successful registrar’s audit confirming
the organization meets those requirements.
Organizations should consider the following when
preparing for an ISO 9001 quality management system
certification:
 Registrar’s costs for ISO 9001 registration,
surveillance, and recertification audits
 Current level of conformance with ISO 9001
requirements
 Amount of resources that the company will dedicate
to this project for development and implementation
 Amount of support that will be required from a
consultant and the associated costs