Basic Induction of ISO 9001 2008 QMS Standards and Documenta

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    ISS Integrated Facility Services Pvt. Ltd.

    Basic Introduction of ISO 9001:2008 QMS Prepared by Rajesh R. Mohite

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    Integrated Facility Services

    Security

    ServicesCleaning Office

    Support Property

    Services

    Catering

    Services

    ISS Service Pillars

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    Quality Support System (QSS) is a supportdepartment to operations by controlling the qualityof the product (i.e. services) and the functioning(System & Process) of the organization throughaudit process.QSS Department plays a vital role in maintaininghigh goodwill, which is one of the sensitive assetof an organization.

    Loss in Capital Assets and Fixed Assets isrecoverable as company invest funds for riskcoverage. But, loss of Goodwill in market cannotbe recovered.

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    1 2 3

    4 5 6

    7 8 9

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    Is need driven

    Has optionsHas expectations

    Has portable loyalty

    And yet often doesnot know what he

    exactly wants!

    Customer

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    An Iceberg

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    90%

    10%

    Iceberg

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    Customer

    Iceberg & Customer

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    Our core values

    Honesty

    we respect Entrepreneurshipwe act

    Responsibility

    we care Qualitywe deliver

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    HIT POINTS: Competitive business conditions

    Focus.

    Distance (winning is running

    with a distance from other).Perform and continue toperform.

    Stretched goals.

    Enthusiasm

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    Content

    Cook

    Recipe

    Preparation

    Garnishing

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    Cook

    Housemen &Chambermaids

    Content

    Cleaning tools,Equipments

    and CleaningChemicals

    Preparation Work

    Schedules

    Garnishing Supervisor, FE,FM and Back

    Office Support

    RecipeSLA, SOW,

    and SOP/WI

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    THE SECRET BEHIND SUCCESS

    Involvement

    Team work

    KEY TOSUCCESS

    REQUIRED A CHANGE IN:

    MINDSETCULTURE

    THINKING

    ATTITUDE

    BEHAVIOUR

    ESTABLISHED PRACTICES

    - FOR TRANSFORMATION

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    HISTORY

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    World War - I

    In UK Bombs Manufactured were of poor quality, asthey get fused by the time they reach to the front.

    UK Defense Minister prepared procedures formanufacturing of Bombs and circulated in allFactories.

    He commanded, to manufacturers that the bombmust be produced as per the written procedure.

    Team of Government Inspector was formed to crosscheck on the manufacturing process of Bombs infactories.

    http://search.live.com/images/results.aspx?q=World+war+1+photos%20|%20id:B021D9E7D04EF55EAAD5DDFC6F0635679AF0E548&form=IGRE3&p1=OneRow
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    By end of World War - I

    Bombs manufactured were of superior quality.

    But by that time World War -I came to end.

    Give rise to the idea of Writing Procedures

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    Condition of Japan Products was, as China Products as of now.

    Attractive

    Multiple FunctionsNot expensive, so affordable for common class of people

    Easily available

    POOR IN QUALITYBut, still people buy all over the world .. ?

    On the other handProduct of USA and Germany were of Superior Quality

    Domination as Made in Germany and Made in USA

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    World War II

    The atomic bombings of Hiroshima andNagasaki near the end of World war IIagainst the Empire of Japan by theUnited States (U.S.)

    http://images.google.com/imgres?imgurl=http://asnic.utexas.edu/asnic/image/Japan.GIF&imgrefurl=http://grou.ps/cloggers/blogs/2710&usg=__xUTCmmmPfhTrMYGgliuBbFE7uxo=&h=310&w=440&sz=24&hl=en&start=13&tbnid=WKSjtr1KBXZCLM:&tbnh=89&tbnw=127&prev=/images%3Fq%3DJapan%2B%252B%2BPost%2BWorld%2Bwar%2BII%26gbv%3D2%26hl%3Den%26sa%3DGhttp://en.wikipedia.org/wiki/File:Atomic_cloud_over_Hiroshima.jpghttp://en.wikipedia.org/wiki/File:Nagasakibomb.jpg
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    World War - II

    Market in Japanwas totallydestroyed

    http://images.google.com/imgres?imgurl=http://asnic.utexas.edu/asnic/image/Japan.GIF&imgrefurl=http://grou.ps/cloggers/blogs/2710&usg=__xUTCmmmPfhTrMYGgliuBbFE7uxo=&h=310&w=440&sz=24&hl=en&start=13&tbnid=WKSjtr1KBXZCLM:&tbnh=89&tbnw=127&prev=/images%3Fq%3DJapan%2B%252B%2BPost%2BWorld%2Bwar%2BII%26gbv%3D2%26hl%3Den%26sa%3DGhttp://www6.dw-world.de/en/slideshow_45.php',%20436,%20479,%2010,%2010,%20'1',%20'0',%20'0',%20'0http://en.wikipedia.org/wiki/File:Tokyo_kushu_1945-3.jpg
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    People who use to Speak and Write on Quality Improvement.

    But, there thoughts having no value in US.

    Japan invited there people for United States (US)

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    Dr. Edward W. Deming

    (Management Philosophy andsystems)

    Dr. Joseph M. Juran(Quality Trilogy)

    Dr. Philip Crosby(Zero Defects and Cost

    of Quality)

    Dr. Kaoru Ishikawa(Simple Tools, QCC, Company-

    wide Quality)

    Dr. Shigeo Shingo(Fool-proofing)

    Dr. Yoshio Kondo(four steps for making

    creative and quality work

    Quality Guru

    Prof. Juran Trilogy

    Kondo's Message

    Dr. Daniel TsePresident, Hong Kong

    Baptist University.

    http://www.hkbu.edu.hk/~samho/tqm/tse.htmhttp://www.hkbu.edu.hk/~samho/tqm/tqmex/ish.htm
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    Fitness for use Juran

    Conformance to requirement. Crosby

    Aim at the need of the customer - present and future.. Edward Deming

    Quality means

    QUALITY ALSO MEANS :

    Value for money

    Customer Satisfaction

    Customer Delight

    Subjective

    Relative

    Habit

    QUALITY IS :

    Edward Deming the Quality Guru, has said Everyonein the organization is responsible for Quality, andUltimate responsibility is of the top management

    http://images.google.com/imgres?imgurl=http://108quality.com/wp-content/uploads/2009/05/philipcrosby.jpg&imgrefurl=http://108quality.com/2009/05/who-is-philip-b-crosby/&usg=__P56sAUYaeoYs89Mli6Cok3653nE=&h=352&w=250&sz=52&hl=en&start=4&itbs=1&tbnid=-DZ5uDl9M4-KfM:&tbnh=120&tbnw=85&prev=/images%3Fq%3DDr.%2BPhilip%2BCrosby%26gbv%3D2%26ndsp%3D18%26hl%3Den%26sa%3DNhttp://images.google.com/imgres?imgurl=http://1.bp.blogspot.com/_pGGEroZ5ckE/R-bFOlqGTyI/AAAAAAAAAao/p_hiytQ8-kw/s320/juran-announcement.jpg&imgrefurl=http://qualityandprocess.blogspot.com/2008/03/joseph-m-juran-1904-2008.html&usg=__UXMigX21Z4Ds0y1mBlS9VmPZPvA=&h=152&w=138&sz=5&hl=en&start=6&itbs=1&tbnid=Nn5eMle2wEz-tM:&tbnh=96&tbnw=87&prev=/images%3Fq%3DDr.%2BJoseph%2BM.%2BJuran%26gbv%3D2%26hl%3Den%26sa%3DGhttp://images.google.com/imgres?imgurl=http://totalqualitymanagement.files.wordpress.com/2008/12/edward-deming3.jpg&imgrefurl=http://totalqualitymanagement.wordpress.com/2008/12/19/quality-gurus/&usg=__RnRU2mrmuglAZiYvL20bZvHbwz0=&h=363&w=240&sz=11&hl=en&start=8&itbs=1&tbnid=kfMtXsGiCqB2rM:&tbnh=121&tbnw=80&prev=/images%3Fq%3DDr.%2BEdward%2BW.%2BDeming%26gbv%3D2%26hl%3Den%26sa%3DGhttp://images.google.com/imgres?imgurl=http://108quality.com/wp-content/uploads/2009/05/philipcrosby.jpg&imgrefurl=http://108quality.com/2009/05/who-is-philip-b-crosby/&usg=__P56sAUYaeoYs89Mli6Cok3653nE=&h=352&w=250&sz=52&hl=en&start=4&itbs=1&tbnid=-DZ5uDl9M4-KfM:&tbnh=120&tbnw=85&prev=/images%3Fq%3DDr.%2BPhilip%2BCrosby%26gbv%3D2%26ndsp%3D18%26hl%3Den%26sa%3DN
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    Quality Objectives should be SMART

    S Specific

    M Measurable

    A AchievableR Realistic

    T Time Bound

    QUALITY OBJECTIVES

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    What is business?

    Businesses exist to create and deliver value satisfaction at a profit.

    - Harvard School of Business Administration

    Value Satisfaction = ------------------ = Profit Quality

    Cost

    http://images.google.com/imgres?imgurl=http://en.wikivisual.com/images/e/e4/Harvard_shield-Business.png&imgrefurl=http://en.wikivisual.com/index.php/Harvard_Business_School&usg=__yTFuB62rZdASNAhWICO8lP91c88=&h=1222&w=1000&sz=26&hl=en&start=1&tbnid=_C5HIgVzUujtlM:&tbnh=150&tbnw=123&prev=/images%3Fq%3DHarvard%2BSchool%2Bof%2BBusiness%2BAdministration%26gbv%3D2%26hl%3Den%26sa%3DG
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    InputsIn Put Out Put

    PROCESS APPROCH

    TransformationQualityControl

    Man

    Machine

    MoneyMaterial

    Methods

    Quality Assurance

    Quality Control is at the end of the production. (It s a post -mortem), And controlling theseprocesses to achieve customer satisfaction of the next process owner, is Quality Assurance .

    Leads to final output i.e. Zero Defect.

    Leads output withZero Defect RIGHT FIRST TIME, RIGHT EVERY TIME

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    Discover ISOISO's nameBecause "International Organization for Standardization" would have differentacronyms in different languages ("IOS" in English, "OIN" in French forOrganization international de normalization ), its founders decided to give it alsoa short, all-purpose name. They chose "ISO" , derived from the Greek i s o s ,meaning "equal" . Whatever the country, whatever the language, the short formof the organization's name is always ISO.

    BASIC INTRODUCTION TO ISO 9001

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    ISO is the world largest standardsdeveloping organization. Between 1947and the present day, ISO has published

    more than 16 500 International Standards

    Founding

    ISO was born from the union of twoorganizations - the ISA (InternationalFederation of the National Standardizing

    Associations),. established in New York in1926, and the UNSCC (United NationsStandards Coordinating Committee),established in 1944.

    In October 1946, delegates from 25countries, meeting at the Institute of CivilEngineers in London , decided to create anew international organization, of whichthe object would be "to facilitate theinternational coordination and unificationof industrial standards". The neworganization, ISO, officially beganoperations on 23 February 1947 .

    Geneva H. Q. (representation

    147 countries)

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    HOW DID ISO GET STARTED ?

    1906 International Electro Technical Commission

    1926 International Federation of the National Standardizing Associations

    (ISA)1946 London delegates from 25 countries decided to create a newinternational organization the object of which would be to facilitate theinternational co ordination and unification of industrial standards.

    1947 ISO began to officially operation function.

    1951 The First ISO Standard was Published

    1987 Standards are Created

    1.To eliminate country to country differences

    2.To eliminate terminology confusion

    3.To increase quality awareness

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    Quality Management Systems (QMS) =

    Level 1 : Quality Manual (QM)

    +

    Level 2: Quality System Procedure (QSP)

    +Level 3: Forms , Formats, Work Instructions and Records

    Quality Policy

    Quality Objectives

    ISO 9001:2008 QMS

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    ISO 9000:1987 Focus on QA (i.e. Quality Assurance ) but the principles weredifferent for Production and Service Industry.

    ISO 9000:1994 Focus on QA, it was generic (means it was applicable for alltype of Industries.)

    ISO 9001:2000 As the competition increase in the year 2000, it was need togive more preference to the customer needs. This standard was not only basedon QA but all give more preference to Customer Satisfaction andStandardization .

    ISO 9001:2008 besides QA, Customer Satisfaction and Standardization - hasidentified / talks about the requirements of : 1) Customer Requirements; 2)System Requirements (ERP); 3)Legal Requirements (Statutory Compliances),and 4) Training Competency.

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    ISO 9000 Family of Standards

    ISO 8402 - QA and Quality management vocabulary

    ISO 9000-2 - Generic guidelines for applying ISO 9001, ISO 9002, and ISO 9003ISO 9000-3 - Guidelines for applying ISO 9001 to the development, supply, andmaintenance of software

    ISO 9000-4 Application for dependability management

    ISO 9004-2 Guidelines for services

    ISO 9004-3 Guidelines for processed material

    ISO 9004-4 Guidelines for quality improvement

    ISO 9004-5 Guidelines for quality plans

    ISO 9004-6 Guidelines for configuration management

    ISO 14000 Environmental Management System

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    ISO 9000:2000 Consists of 3 Areas

    ISO 9000:2008 Quality Management Systems: fundamentals andvocabulary

    ISO 9001:2008 Quality Management Systems Requirements For theStandards (required for certification)

    1.Documentation

    2.Management responsibility3.Resource management4.Product/service realization5.Measurement, analysis, improvement

    ISO 9004-2008 Quality Management Systems Guidelines for performanceimprovement

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    Changes in Version 2008 of IS0 9001 QMS Standard

    ISO 9001:2008 QMS (Fourth Edition) cancels and replaces the third edition ISO9001:2000 QMS (Expired on 14 th November 2009)

    International standards are drafted in accordance with the rules given in ISO/ IEC (InternationalElectrotechnical Commission) Directors, Part 2

    Change in Grammatical English Language Organization shall be/ Organization should be

    Has identified / talks about the requirements of : Customer Requirements;

    System Requirements (ERP);

    Legal Requirements (Statutory Compliances) : Will be part of ISO audit. It will also include controlover Outsourcing (Vendors / Agencies) Services for instance Vendor Selection, Vendor Analysis andVendor Matrix

    Training Competency : HR has to play a major role in training competency (ISO 9001-2008 QMSStandard also talks about mapping of the training for each employee).

    Version 2008 include small contents of the ISO 14001:2004 EHS Standard e.g. Control on Carbon FootPrints means amount of carbon dioxide gas realized in atmosphere.

    In QMS 2008 ERP will be the part of infrastructure & will be audited . (IT Department):Software maintenance;

    Software up-gradation;

    Password Control

    Password tracker;

    Password security;

    Q li M P i i l

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    Customer focus

    Leadership

    Involvement of people

    Process approach

    System approach to management

    Continual improvement

    Factual approach to decision making

    Mutually beneficial supplier relationships

    Refer 0.2 Quality Management Principles (page no. V) ofISO 9001:2000 manual

    Quality Management Principles

    CUSTOMER FOCUS

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    Organization depend on Customer.

    Must understand current and feature customer needs.

    Must exceed customer expectations

    CUSTOMER FOCUS

    USTOMERA customer is the most importantvisitor on our Premises. He is notdependent on us. We aredependent on him. He is not aninterruption on work, he is thepurpose of it. He is not an outsideron our business, but he is a part ofit. We are not doing him a favour

    by serving him, he is doing afavour by giving us an opportunityto do so.

    - Mah a tma G an d h i

    LEADERSHIP

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    LEADERSHIP

    Leader establish unity of purpose and direction of the organization.

    Maintain healthy environment in an Organization, in which people canbecome fully involved in achieving the organization s objectives.

    INVOLMENT OF PEOPLE

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    People at all levels are theessence of organization.

    Peoples full enrolment enables toachieve the objectives oforganization.

    INVOLMENT OF PEOPLE

    PROCESS APPROCH TO MANAGEMENT

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    A desired result isachieved more efficientlywhen related resources(Men / Machines /Materials / Money /Methods) and activitiesare managed as aprocess.

    PROCESS APPROCH TO MANAGEMENT

    R E C R U I T M E N T P

    R O C E S S

    SYSTEM APPROCH TO MANAGEMENT

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    Identifying, Understanding and

    Managing the inter-relatedprocesses as a system,improves the organization seffectiveness and efficiency.

    SYSTEM APPROCH TO MANAGEMENT

    CONTINUAL IMPROVEMENT

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    Continual improvement should be a permanent objective of the organization.

    CONTINUAL IMPROVEMENT

    FACTUAL APPROCH TO DECISION MAKING

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    Effective decisions must be based on the analysis of the data and information

    FACTUAL APPROCH TO DECISION MAKING

    MUTUALLY BENEFICIAL SUPPLIER

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    An organization and its suppliers

    are interdependent.Mutually beneficial relationshipwith the suppliers enhances theability of both to create value.

    MUTUALLY BENEFICIAL SUPPLIERRELATIONSHIPS

    PDCA Cycle

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    PDCA Cycle

    By Edward Deming

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    Five Steps in ISO

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    Five Steps in ISO

    Say what you do.

    Identify Customer needs.

    Do what you say

    Improve it

    Prove it

    2

    1

    3

    4

    5

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    Quality Control Quality Management

    Past Future Detect faults Prevent errors Look for guilty persons Look for defaults in the processes Accuse Help, Moderate, Facilitate Punish Motivate Micro-management Systematic and systemic management

    Transition Towards TQM

    ISO Organization

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    ISO Organization

    GeneralAssembly

    CouncilTechnical

    Management Board

    Technical AdvisoryGroups

    Technical Committees

    Policy

    DevelopmentCommittees

    Technical CommitteesTechnical Committees

    Technical Committees

    Clause 1 0

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    Clause 1.0

    General

    Standard is generic means applicable to all types of Organization, regardingof type, size and product provided.

    Enhance in meets customer needs and regulatory requirements .

    Aims to enhance customer satisfaction through effective application ofsystem and processes for continual improvement.

    Application : Exclusions are made limited to requirements within clause 7, and such exclusions do not affect the organization s ability, or responsibility.

    e.g. Clause 7.3 Design and Development is applicable for production industry and notapplicable for Service Industry. Clause 7.6 Control of monitoring and measuringequipments

    Clause 2 0

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    Clause 2.0

    Normative references

    The following referenced documents are indispensible (essential) for theapplication of this document. For dated references, only the edition citedapplies. For undated references, the latest edition of the referencesdocument (including any amendments) applies .

    ISO 9001:2005, Quality management systems Fundamentals and vocabulary

    Clause 3 0

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    Clause 3.0

    Terms and Definitions:

    Speaks about different terms and definitions used in ISO 9001 QMS Standard:

    Conformity

    Non-Conformity

    Defect

    Preventive action

    Corrective action

    Document

    Record

    Quality Manual

    Quality plan

    Objective evidence

    Inspection

    Verification

    Review

    Audit

    Audit findings

    Audit conclusions

    Auditee

    Auditor

    Audit Team

    Continuous

    Continual

    Measurement

    Analyses

    Clause 4 0

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    Clause 4.0

    Quality management system:

    General Requirement:

    The organization shall-

    Determine the processes needed for the quality management system and their applicationthroughout the organization.

    Determine the sequence and interaction of these processes.Determine criteria and method needed to ensure that both the operation and control of theseprocesses are effective.

    Ensure the availability of resources and information necessary to support the operation andmonitoring of these processes.

    Monitor, measure where applicable, and analysis these processes, and

    Implement actions necessary to achieve planned results and continual improvement of theseprocesses.

    Clause 4 0

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    Clause 4.0

    Quality management system:

    Documentation Requirement:

    General:

    The quality management system documentation shall include

    Documented statement of a quality policy and quality objectives.

    A quality manual

    Documented procedures and records required by the international standard, and

    Documents, including records, determined by the organization to be necessary to ensure theeffective planning, operation and control of its processes.

    Quality Manual

    Controls of document

    Control of records

    Clause 5 0

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    Clause 5.0

    Management responsibilities:

    Communicating to the organization the importance of meeting customer as well as statutory andregulatory requirements, with the aim of enhancing customer satisfaction.

    Establishing the quality policy.

    Ensuring that the quality objectives are established.Conducting management reviews, and

    Ensuring the availability of resources.

    Top management shall provide evidence of its commitment to the development andimplementation of the quality management system and continually improving itseffectiveness by -

    Management Review

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    Management Review

    Review input:

    Result of audits.

    Customer feedback

    Process performance and productconformity

    Status of preventive and correctiveactions.

    Follow-up actions from previousmanagement reviews.

    Changes that could affect the qualitymanagement system.

    Recommendations for improvement

    Review output:

    Improvement of the effectiveness ofthe quality management system andits processes.

    Improvement of product related tocustomer requirements.

    Resource needs.

    Clause 6 0

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    Clause 6.0

    Resource managementThe organization shall determine and provide the resources needed:

    Human Resource - Competency, education, training, awareness, skills and experience

    Infrastructure: includes -

    Building, workspace and associated utilities.

    Process equipments (both hardware and software), and

    Support services (such as transport, communication or information system).Work environment:

    Conditions under which work is performed including physical environment and other factors(such as noise, temperature, humidity, lighting or weather).

    Clause 7.0

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    Clause 7.0

    Product RealizationPlanning of Product realization

    Customer Related Processes

    Design and Development

    Purchasing

    Production and Service Provisions

    Control of monitoring and measurement equipments

    Clause 8.0

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    Clause 8.0

    Measurement, analysis and improvement

    Monitoring and MeasurementCustomer Satisfaction

    Internal Audit

    Processes

    Product

    Control of Non Confirmative

    Analyses of Data

    Corrective Action

    Preventive Action

    Improvements

    Continual Improvement of the quality management system

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    Continual Improvement of the quality management system

    Customers(and otherinterestedparties)

    Requirements

    Customers(and otherinterestedparties)

    Satisfaction

    Product

    realization

    Resourcemanagement

    Measurement,analysis andimprovement

    Managementresponsibility

    ProductInput Output

    KeyValue adding activitiesInformation flow

    Six mandatory procedures

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    Six mandatory procedures

    Control of documents

    Control of records

    Internal Quality Audit

    Control of non-conforming products

    Corrective actionPreventive action

    Quality Policy

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    Q y y

    It is the Vision andPurpose/Objective of theOrganization

    These objectives are laid downby the Top Management.

    Why adopt ISO 9000?

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    y p

    To comply with customers who require ISO 9000

    To improve the quality system

    To minimize repetitive auditing by similar and differentcustomers

    To improve subcontractors performance

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    Documentation requirements

    DOCUMENT , RECORD AND DOCUMENTATION

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    ,

    Any blank format is a document

    When a document is filled-in for a certain period of time becomes record for that period

    Storing or Saving or Filling of Record is Documentation

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    DOCUMENT CONTROL

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    Reference No.

    Approved By Date of Approval

    Authorized By Date of Authorization

    Record

    Date of Record

    DOCUMENTED PROCEDURE FOR DOCUMENT

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    AN DOCUMENT

    Designed by

    Approved by

    Authorized by

    Life of the Document

    Method of Distribution

    Who will convert asrecord

    Method of destruction

    Shredding

    Burn

    Stamping asDiscarded

    Revised by

    Revised byApproved by

    Authorized byMethod of Storage

    DOCUMENTED PROCEDURE FOR RECORD

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    AN RECORD

    Who will prepare therecords

    Method of Storage

    Life of the Record

    Method of Destruction

    Shredding

    Burn

    Stamping asDiscarded

    Analyses of Record

    Documentation requirements

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    System / Process

    Follow of

    System/Process

    Evidence ofSystem/ Process

    follow

    Analyses System / Process followImprovementsSystem /

    Process

    ContinualImprovementresulting in

    quality

    F ll f

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    System / Process

    Follow ofSystem/Process

    Evidence of System/Process follow

    Analyses System /Process follow

    ImprovementsSystem / Process

    Quality

    Log Book

    Check list

    Service LevelAgreement(SLA)

    StandardOperatingProcedures(SOP)

    Scope of Work(SOW)

    WorkInstructions(WI)

    WorkSchedule (WS)

    ServiceProvider

    ServiceTaker

    ServiceProvider ServiceTaker

    InternalAudit

    CustomerFeedback

    CustomerSatisfaction

    Survey

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    Scope ofWork

    Log Book

    Checklist&Work

    Schedule

    In Short :

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    WorkSchedule

    TYPES :

    Daily Work Schedules: Activities which are carried out on daily bases.

    Weekly / Fortnight / Monthly / Bimonthly/ Quarterly / Half Yearly / Yearly

    Work Schedule: Activities which cannot be carried out on daily bases need to bedistributed in Weekly, Fortnight, Monthly.bases.

    Work Schedule can be defined as Time andMotion study of the Task to be performed.

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    Log Book

    IT INCLUDES :

    1. Activities carried out as per Daily Cleaning Schedule.

    2. Activities carried out as per the observation recorded in Daily Checklist.(Corrective Action under Clause 8.5.2)

    3. Activities carried out as per Weekly / Monthly / Fortnightly CleaningSchedule.

    4. Points discussed in Briefing/ Debriefing/ Training at site (Preventive Actionunder Clause 8.5.3)

    5. Lost and Found (if Any)

    6. Messages or Information from the client.

    7. Any undue incident at site (if Any)

    For a normal layman it is a Message Book.

    For ISO it is follow-up of System.

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    Check List

    Acts as an evidence for System follow as it is being signed by two partiesi.e. Service Provider (Site FM/ FE/ Supervisor) and Service Taker (Client).

    When a paper is signed by two parties it acts as an evidence.

    Is an erTo be

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    Product

    Identifythat theProduct isdelivered

    in thespecified

    Area

    Is an veryimportantColumn

    where theSupervisorrecords hisobservationduring hisMorningRound

    filled in bySite

    Supervisor before

    09:00 AMbyMorning

    Shift

    Observationrecorded in

    RemarkColumn of

    Checklist are ve need to

    converted into+ve by

    showingCorrective

    Action in LogBook

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    Question &

    Answers