ISO 9001 Standard - ISO 9001 Standards

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Software Development in an ISO 9000 company

ISO 9001:2008 standard defines requirements for a process-oriented Quality Management System. This means that desired results are achieved more efficiently when the related resources and activities, together with encompassing customer needs and satisfaction, are managed as a process. Quality Management System is specified in a Quality Manual document featuring a three-tier structure, which consists of Quality Processes (including Quality Policies), Quality Procedures and Work Instructions.

The problem is that Work Instructions are sometimes too bureaucratic. A good example of that approach is Tricker’s book on ISO 9000. According to it, a Work Instruction takes about 16 pages. Half of them contains purely administrative data (document data sheet, distribution list, amendments, list of annexes etc.). That makes the whole Quality Management System documentation superfluously thick.

Another drawback of Tricker’s approach is form-orientation: Work Instructions focus on how to fill-in the forms used by the Quality Procedures. What we propose is to make Work Instructions shorter (some elements can be omitted, some, e.g. terminology, can be put together and placed in one section). Moreover, Work Instructions should describe practices specific for a given methodology of

software development.

In our opinion, quality organization needs two things: general Quality Management System operating on a high abstraction level and a Thesaurus (knowledge database), which should materialize company’s knowledge. In the thesaurus templates of e.g. Quality Plans, historical data concerning past projects etc can be deposited. This information will be indispensable during planning and improving software processes.

The clauses of ISO 9001:2008 can be split into two parts. One part describes the general Quality Management System (chapters 4, 5, and 6) while the other part specifies requirements for a methodology to be adopted by an ISO-9000 company (chapters 7 and 8 of ISO 9001:2008). In the remaining part of the paper we will focus on requirements imposed by chapters 7 and 8 of the ISO 9001:2008.

ISO 9001:2008 standard defines requirements for a process-oriented Quality Management System. This means that desired results are achieved more efficiently when the related resources and activities, together with encompassing customer needs and satisfaction, are managed as a process. Quality Management System isspecified in a Quality Manual document featuring a three-tier structure, which consists of Quality Processes (including Quality Policies), Quality Proceduresand Work Instructions. The problem is that Work Instructions are sometimes too bureaucratic. A good example of that approach is Tricker’s book on ISO 9000. According to it, a Work Instruction takes about 16 pages. Half of them contains purelyadministrative data (document data sheet, distribution list, amendments, list of annexes etc.). That makes the whole Quality Management System documentation superfluously thick.

Another drawback of Tricker’s approach is form-orientation: Work Instructions focus on how to fill-in the forms used by the Quality Procedures. What we propose is to make Work Instructions shorter (some elements can be omitted,some, e.g. terminology, can be put together and placed in one section). Moreover,Work Instructions should describe practices specific for a given methodology ofsoftware development.In our opinion, quality organization needs two things: general Quality Management System operating on a high abstraction level and a Thesaurus (knowledgedatabase), which should materialize company’s knowledge. In the thesaurustemplates of e.g. Quality Plans, historical data concerning past projects etc can be deposited. This information will be indispensable during planning and improving software processes. The clauses of ISO 9001:2008 can be split into two parts. One part describes the general Quality Management System (chapters 4, 5, and 6) while the other part specifies requirements for a methodology to be adopted by an ISO-9000 company (chapters 7 and 8 of ISO 9001:2008). In the remaining part of the paper we will focus on requirements imposed by chapters 7 and 8 of the ISO9001:2008.

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Why Implement ISO 14001 Environmental Management System?

All business, regardless of size and activity, has some impact on the environment. An Environment Management System (EMS) is a tool that allows a company identify and address their particular environmental impacts.

Environmental issues should not be considered in isolation to other management issues. By adopting an EMS a company is making a commitment to incorporate environmental issues into existing management systems.

Environmental management is based on the concept of continuous improvement in environmental performance over time. An EMS will continuously change as a company changes, for example as a business expands and takes on new staff. The EMS must also take account of external factors, such as changes in environmental legislation, technology, and market competition.

Ultimately the aim of the environmental management approach adopted by a company is to prevent or minimise the environmental impacts of operations, while retaining competitiveness. Environmental management is more than simply managing environmental impacts after they are created. Effective environmental management should aim to prevent or minimise the environmental impacts in the first place.

All companies are under increasing pressure to ensure the proper management of the environmental impacts of their activities. Small businesses are subject to increasingly stringent environmental legislation, reflecting the increasing importance of environmental issues in political debate. Customers, suppliers, staff and the general public increasingly demand a commitment from business to better manage the environmental impacts of their activities.

Benefits of an EMS include:

- Cost savings from reduced raw material and resource consumption, e.g. better management of your energy and water needs and consumption.

- Reduced waste collection, treatment and disposal costs.

- Compliance with legal obligations.

- Reduced risk and liability associated with poor environmental performance.

- Improved relationships with key stake holders e.g. customers, suppliers, staff, regulatory authorities and local communities.

Third Party Certification of ISO 14001 Standards

A recognised international accredited EMS standard such as ISO 14001 is a positive message that can be easily conveyed and recognised by customers, suppliers, staff, investors, local authorities and other regulators.

However a company does not necessarily require third part certification for its EMS. A company EMS is a system designed to best meet the specific requirements of that particular company.

Third party certification does provide a useful support or framework within which to develop an EMS. By achieving an internationally recognised EMS standard, a company demonstrates an ongoing commitment to external stakeholders to manage its environmental impacts in a responsible manner. If a company decides not to develop an EMS that meets an accredited standard, the framework provided by these standards may still be useful as a starting point to developing an effective EMS tailored to the specific requirements of a company.

The International Standards Organisation (ISO) international accredited standard for environmental management, the ISO

14001, is the most widely used and accepted EMS standard. This standard is voluntary, certifiable and is accepted by

stakeholders across the world as the preferred model for environmental management.

The European Union recognises ISO 14001 which is considered a stepping stone for the EU Eco-Management and Audit Scheme (EMAS). EMAS is a management tool for companies to evaluate, report and improve their environmental performance, incorporating the ISO14001 environmental management system. Participation in EMAS is voluntary.

Basic Steps in Environmental Management System

Basic Steps in Environmental Management System

1. Preparation

- Consult and involve all staff at an early stage. This may include discussion and training sessions on environmental issues to encourage involvement and better awareness and understanding.

- Identify staff with knowledge/expertise/understanding of environmental issues within the company.

- Assign responsibility to one member of staff or a team.

- Identify external expertise and support e.g. Enterprise Ireland provide funding towards meeting the costs of hiring an external consultant to assist in the installation of an EMS.

- Identify environmental objectives to be achieved.

- Develop an environmental action plan to achieve these environmental objectives.

2. Identifying the Environmental Impacts

Before a company can begin to better manage its environmental impacts it must first identify and quantify the issues. An environmental audit will help identify the key environmental impacts of company activities. This may include:

- Raw materials used, e.g. use of nonrenewable resources and hazardous chemicals.

- The production process, e.g. waste generated, air, noise and water emissions.

- Distribution of goods e.g. fossil fuels used in transport of raw materials and final product.

- Use of final products, e.g. what packaging is necessary.

- End of life, e.g. collection, recycling and disposal.

As you undertake your environmental audit you should also consider:

- Your environmental legal obligations

- Market and financial pressures for improving environmental performance, e.g. have any of your competitors achieved certification to the international EMS standard ISO 14001?

3. Opportunities to prevent and minimise environmental impacts

Set realistic objectives and targets for improving your environmental performance as part of an action plan.

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Implementing ISO 9001 Standards

Implementing ISO 9001 standards

If you have your own business and now you are looking for ISO 9001 certification for quality standards for business to make your business products more reliable to the customers. To be in the market for any business, it needs quality and for quality any business needs to follow quality standards, so ISO 9001 Standards developed many quality standards as per different -different business areas.

ISO 9001 Standards is a generic quality standard and can be applied to any organization but before applying it, a process starts with pre-assessment audits and passes through on-going maintenance. The process of implementing ISO 9001 includes identifying, collecting and organizing the information required for certification.

For implementing ISO 9001 standards, any organization needs to hire a consultant because detailed knowledge of ISO standards is essential before successfully applying it. A consultant will analyze your organization structure, your products and their standards and will make a complete plan as per ISO standards for your organization.To hire a consultant is easiest way because they have complete knowledge of ISO standards and they perform various activities like provides class room training to your business employee about ISO 9000 standards

An ISO consultant performs the various activities and explains the course objectives :

• understand the purpose of ISO 9000: 2005, ISO 9001: 2008, ISO 9004: 2000, ISO 19011: 2002 etc. standards and their interrelationship

• describe the purpose of Quality Management Systems and 8 Quality Management Principles

• Interpret the ISO 9001: 2008 in the context of audit

•Plan and conduct an audit in accordance with guidelines as per ISO 19011: 2002, gather objective evidence via various methods and determine conformity to the requirements of Quality Management Systems

• Develop understanding of Roles & Responsibilities of Lead Auditors

Hiring a Consultant is a better and easiest way to implement ISO in your organization.

How To Meet Quality Standards With ISO 9001 Standards

In today’s hectic business environment, it is vital that we are all on the same page, right? But how do we know if we meet those standards? Business owners and executives can avoid the uncertainty, and that’s where ISO 9001 certification comes in.

Standardizing Quality Systems

The ISO, or International Organization for Standardization, was established in 1947 to develop international standards for
everything from electronics to management systems. Having over 13,000 standards currently in place, ISO has created the auditing and certification process known as ISO 9001. This began the drive toward quality standards.

Improving Customer Satisfaction

Companies choose to implement ISO 9001 and get certified because many customers and industries require it. By keeping customers happy, they can increase sales and profitability for their business. And if an area of the company’s program appears to be too bureaucratic and non-value-adding, then it might also be an area for continuous improvement efforts.

Enhancing Company Performance

Both customers and industries alike use ISO certification as a way to evaluate and audit their suppliers and products. Through an independent verification process, customers can gain assurance of their suppliers’ products. And as a supplier becomes certified, the testing requirement is waved, which saves the company both
time and money.

Developing Best Practices

Employed as a “Best Practices” model, ISO 9001 utilizes the philosophy of the “Plan-Do-Check-Act” continuous improvement cycle to achieve requirements. This process approach centers around eight quality management principles used by management as a guide toward improving performance and identifying the main elements
needed in a good quality system:

1. Customer Focus
2. Leadership
3. Involvement of People
4. Process Approach
5. Systems Approach to Management
6. Continuous improvement
7. Factual Approach to Decision-Making
8. Mutually Beneficial Supplier Relationship

Building Stable Processes

ISO 9001 policies, procedures and forms can provide employers, managers and employees with a systematic and consistent approach to implementing policies, plans, procedures and work routines. Instead of building their own policies and procedures from scratch, some companies prefer to hire professional writers that have already prepared a set of written policies and procedures to help on the way to certification.

Auditing a Company System

In the certification process, an independent registrar will perform an on-site audit of a company’s operations to verify that it complies with the ISO standard. If the business complies, then that company will be registered as ISO 9001 compliant.

Meeting Company and Customer Needs

On the way to certification, a business can meet its ISO needs by:

= Using well-defined processes and procedures to build stable processes
= Training in the audit and certification process
= Continuously improving with ISO 9001 standards

Noticing the Difference

With complete procedures manuals for ISO 9001 Quality Management System, required HR procedures, and an ISO training class, a template like an ISO 9001 Quality Manager Procedures Manual Series can help a business on its way to ISO 9001 certification.
Sometimes the effort can be very great, but companies typically notice a remarkable difference in efficiency and effectiveness after the first year.