Implementing ISO 9001:2015, Gillett J., Simpson P., Clarke S., 2015

Implementing ISO 9001:2015, Gillett J., Simpson P., Clarke S., 2015.

   The purpose of our book is to help readers understand the key aspects of the revised ISO 9001:2015 standard, and to appreciate how this approach can help in improving as well as assessing or auditing their organisation to the new Standard. In Chapters 1 to 6 we have included the clause numbering and structure from ISO 9001 with a summary of what the standard requires organisations to do to implement them. The words of the standards are not used for two reasons: standard text is copyright to ISO and national standards bodies, and standard wording is occasionally archaic and terms are selected to be as unambiguous as possible in all languages used by the 160 participating organisations. The wording used in this book should be more accessible for readers of this book as a consequence.

Implementing ISO 9001:2015, Gillett J., Simpson P., Clarke S., 2015

Think about your attitude to standards and audits.
At first sight it may appear strange to assert that a new Standard could stimulate transformation in how organisations are run. After all, management system standards like ISO 9001 are never at the cutting edge of their topic - in this case quality management. All they can do is reflect good practice, based as they are on the consensus view of technical subject matter experts. In the case of TC 176 (the committee that drew up the changes) there are 160 participating countries represented and they bring their own views and experience to the table. Consensus is never easy and when a standard is updated there are groups pushing for dramatic change and others resisting any stretch that might affect their interests.

However, this perceived weakness also provides the Standards strength. A huge number of well-informed people across the globe have outlined good practice while allowing users to satisfy the requirements through any means they choose. Several aspects of the revised standard are actually very different in emphasis to what has come before - as a result of a great deal of experience of poor practice by the committee members, and we describe these differences later. They are seeking to move on, to get beyond the depressing ‘conformance’ or box-ticking approach to registration that has been prevalent in all too many organisations, and stimulate leadership, integration, continual improvement and proper handling of risks and opportunities.

1. Where are you now?.
2. Summarise your system, decide on priorities.
3. A pilot process: learn how to standardise.
4. Develop step change and standardise.
5. Managing ongoing operations.
6. Dealing with problems.
7. Optimising the whole system.
Appendix: PDSA? Deming Cycle? PDCA?.
Questions for discussion.
About the authors.
About PMI.
Further reading.

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