約翰.E.韋斯特+飯塚+摘要校譯

1、Quality Management PrinciplesRevision Initiatives in ISO/TC176ISO/TC176對質量管理原則的修訂 Jack West, USAYoshinori Iizuka, Japan約翰E.韋斯特（杰克韋斯特），美國 飯塚悅功， 日本 Abstract Now in ISO/TC176/SC2, Quality Management Principles (QMPs）is being revised. The current eight principles were developed in mid 1990s. Fifteen yea

2、rs after the issue, the need for the revision has been identified through the process of the revision of ISO 9001:2008 and ISO 9004:2009. Now, a new set of QMPs, which is a base for a future quality management system model, is discussed looking at the next version of ISO 9001 and ISO 9004. The leade

3、r of the task group having developed the current eight QMPs and the leader of the task group working for their revision will facilitate a workshop, addressing what QMPs are, how the QMPs were developed, significance of QMPs, background for the revision, the process of discussion, and a suggestion on

4、 the revision at this time. 摘要 ISO/TC176/SC2正在對質量管理原則進行修訂?，F(xiàn)有的八項原則是在20世紀90年代中期制定的，經(jīng)過了十五年應用，對其修訂的必要性，在ISO9001:2008和ISO9004:2009的修訂過程中，得到了確認?，F(xiàn)在，一個作為未來質量管理體系模式的基礎的新的質量管理原則，正在醞釀中，有望出現(xiàn)在下一版ISO9001和ISO9004中。 任務小組的負責人制定了現(xiàn)有的八項質量管理原則，為了對這些原則進行修訂，他將主持一個研討會，探討什么是質量管理原則，質量管理原則是如何制定的，修訂的背景，討論的過程，以及對此次修訂的建議。 23Prof

5、ile John E. (Jack) WestBusiness advisor: Jack is a business advisor who mentors business executives. He has over forty years of experience in a wide variety of industries including shipbuilding, packaging, automotive parts manufacturing, chemicals, energy, farm machinery and construction equipment.

6、Worldwide experience: His extensive international experience includes working with organizations around the world to implement effective ISO 9000 quality systems focused on lower costs and higher customer satisfaction. He is Chairman of INLAC USA.Standards: He is a fellow of ASQ. He served for four

7、years on the Board of Examiners for the Malcolm Baldrige National Quality Award. Jack has Chaired the US TAG to ISO TC 176 and the US national committee for quality management. He chaired the Working Group that developed the original eight QMPs. He has served as a member of the board of directors of

8、 the American National Accreditation Board (ANAB). He was the 2003 recipient of the ASQs Freund Marquardt Award for his work related to standards.Publications: Jack has authored many papers and articles. He is co-editor of six books published by ASQ. 34Dr. Yoshinori IIZUKA, Professor,School of Engin

9、eering, The University of TokyoHis major as a university student was statistical analysis.Now his research has been focusing on quality management, including TQM, ISO 9000, Structured Knowledge Engineering, Healthcare Social System Engineering, and Software Quality. President, Japanese Society for Q

10、uality Control (JSQC) for 2003-2005Vice President (Publication), International Academy for Quality (IAQ)Chair, Deming Application Prize Committee (TQM)Chair, the national committee for ISO/TC 176 (ISO 9000s)Chair, QMS Accreditation Committee, Japan Accreditation Board (JAB)A Board, Japanese Society

11、for Healthcare Quality and SafetyChair, Society of Embedded Software Skill Acquisition for Managers and Engineers (SESSAME)Chair, JUSE/SQiP (Software Quality Profession)Awarded Deming Prize for Individuals in 2006.Awarded Nikkei Quality Management Literature in 1996, 1998, 1999, 2002, 2003, 2006 and

12、 2009.Profile Yoshinori Iizuka4Jack West (20 min)What are the QMPs?How the QMPs were developed in mid 1990s?Significance of QMPsYoshinori Iizuka (20 min)Background for the revisionProcess of discussionSuggestion on the revision at this timeDiscussion (20 min)Agenda5History of the Original 8 QMPsStar

13、ted in 1993 as a project to define the basis of ISO 9001 and ISO 9004Took about six years to develop current QMP brochureUsed as input to development of ISO 9001:2000 and ISO 9004:2000Remain that basis of ISO 9000:2005 and ISO 9001:2008ISO 9004:2009 moves beyond the current eight QMPs6Quality Manage

14、ment Principles IntroductionThe eight quality management principles (QMPs) are derived from the collective experience, knowledge, and research of the international experts who participate in ISO Technical Committee ISO/TC 176, Quality management and quality assurance, responsible for developing and

15、maintaining the ISO 9000 family. The eight QMPs have two purposes:They were key inputs to the development of quality management system standards of the ISO 9000 series. They can be used by senior management as a framework to guide their organizations towards improved performance. ISO 9000:2005 gives

16、 the standardized descriptions of the principles7Quality Management Principles Introduction continuedThe ISO web site gives these standardized descriptions of the principles and also gives:Examples of the benefits derived from their use Examples of actions that managers typically take in applying th

17、e principles to improve their organizations performance8Principle: a basic truth, concept or idea that can be used to guide actionQuality Management Principles9Customer focusLeadershipInvolvement of peopleProcess approachSystem approach to managementContinual improvementFactual approach to decision

18、makingMutually beneficial supplier relationshipPrinciple 1: Customer focusOrganizations depend on their customers and therefore should understand current and future customer needs, should meet customer requirements and strive to exceed customer expectations. Key benefits: Increased revenue and marke

19、t share obtained through flexible and fast responses to market opportunities. Increased effectiveness in the use of the organizations resources to enhance customer satisfaction. Improved customer loyalty leading to repeat business. 10Principle 1: Customer focusApplying the principle of customer focu

20、s typically leads to: Researching and understanding customer needs and expectations. Ensuring that the objectives of the organization are linked to customer needs and expectations. Communicating customer needs and expectations throughout the organization. Measuring customer satisfaction and acting o

21、n the results. Systematically managing customer relationships. Ensuring a balanced approach between satisfying customers and other interested parties (such as owners, employees, suppliers, financiers, local communities and society as a whole).11Principle 2: LeadershipLeaders establish unity of purpo

22、se and direction of the organization. They should create and maintain the internal environment in which people can become fully involved in achieving the organizations objectives. Key benefits:People will understand and be motivated towards the organizations goals and objectives. Activities are eval

23、uated, aligned and implemented in a unified way. Miscommunication between levels of an organization will be minimized.12Principle 2: LeadershipApplying the principle of leadership typically leads to: Considering the needs of all interested parties including customers, owners, employees, suppliers, f

24、inanciers, local communities and society as a whole. Establishing a clear vision of the organizations future. Setting challenging goals and targets. Creating and sustaining shared values, fairness and ethical role models at all levels of the organization. Establishing trust and eliminating fear. Pro

25、viding people with the required resources, training and freedom to act with responsibility and accountability. Inspiring, encouraging and recognizing peoples contributions. 13Principle 3: Involvement of peoplePeople at all levels are the essence of an organization and their full involvement enables

26、their abilities to be used for the organizations benefit.Key benefits: Motivated, committed and involved people within the organization. Innovation and creativity in furthering the organizations objectives. People being accountable for their own performance. People eager to participate in and contri

27、bute to continual improvement.14Principle 3: Involvement of peopleApplying the principle of involvement of people typically leads to: People understanding the importance of their contribution and role in the organization. People identifying constraints to their performance. People accepting ownershi

28、p of problems and their responsibility for solving them. People evaluating their performance against their personal goals and objectives. People actively seeking opportunities to enhance their competence, knowledge and experience. People freely sharing knowledge and experience. People openly discuss

29、ing problems and issues. 15Principle 4: Process approachA desired result is achieved more efficiently when activities and related resources are managed as a process.Key benefits:Lower costs and shorter cycle times through effective use of resources. Improved, consistent and predictable results. Focu

30、sed and prioritized improvement opportunities. 16Principle 4: Process approachApplying the principle of process approach typically leads to:Systematically defining the activities necessary to obtain a desired result. Establishing clear responsibility and accountability for managing key activities. A

31、nalyzing and measuring of the capability of key activities. Identifying the interfaces of key activities within and between the functions of the organization. Focusing on the factors such as resources, methods, and materials that will improve key activities of the organization. Evaluating risks, con

32、sequences and impacts of activities on customers, suppliers and other interested parties.17Identifying, understanding and managing interrelated processes as a system contributes to the organizations effectiveness and efficiency in achieving its objectives. Key benefits: Integration and alignment of

33、the processes that will best achieve the desired results. Ability to focus effort on the key processes. Providing confidence to interested parties as to the consistency, effectiveness and efficiency of the organization. 18Principle 5: System approach to managementApplying the principle of system app

34、roach to management typically leads to:Structuring a system to achieve the organizations objectives in the most effective and efficient way. Understanding the interdependencies between the processes of the system. Structured approaches that harmonize and integrate processes. Providing a better under

35、standing of the roles and responsibilities necessary for achieving common objectives and thereby reducing cross-functional barriers. 19Principle 5: System approach to managementApplying the principle of system approach to management typically leads to (continued) :Understanding organizational capabi

36、lities and establishing resource constraints prior to action. Targeting and defining how specific activities within a system should operate. Continually improving the system through measurement and evaluation.20Principle 5: System approach to managementPrinciple 6: Continual improvement Continual im

37、provement of the organizations overall performance should be a permanent objective of the organization. Key benefits: Performance advantage through improved organizational capabilities. Alignment of improvement activities at all levels to an organizations strategic intent. Flexibility to react quick

38、ly to opportunities. 21Principle 6: Continual improvement Applying the principle of continual improvement typically leads to:Employing a consistent organization-wide approach to continual improvement of the organizations performance. Providing people with training in the methods and tools of continu

39、al improvement. Making continual improvement of products, processes and systems an objective for every individual in the organization. Establishing goals to guide, and measures to track, continual improvement. Recognizing and acknowledging improvements.22Principle 7: Factual approach to decision mak

40、ingEffective decisions are based on the analysis of data and information Key benefits: Informed decisions. An increased ability to demonstrate the effectiveness of past decisions through reference to factual records. Increased ability to review, challenge and change opinions and decisions. 23Princip

41、le 7: Factual approach to decision makingApplying the principle of factual approach to decision making typically leads to: Ensuring that data and information are sufficiently accurate and reliable. Making data accessible to those who need it. Analyzing data and information using valid methods. Makin

42、g decisions and taking action based on factual analysis, balanced with experience and intuition.24Principle 8: Mutually beneficial supplier relationshipsAn organization and its suppliers are interdependent and a mutually beneficial relationship enhances the ability of both to create value Key benefi

43、ts: Increased ability to create value for both parties. Flexibility and speed of joint responses to changing market or customer needs and expectations. Optimization of costs and resources. 25Principle 8: Mutually beneficial supplier relationshipsApplying the principles of mutually beneficial supplie

44、r relationships typically leads to: Establishing relationships that balance short-term gains with long-term considerations. Pooling of expertise and resources with partners. Identifying and selecting key suppliers. Clear and open communication. Sharing information and future plans. Establishing join

45、t development and improvement activities. Inspiring, encouraging and recognizing improvements and achievements by suppliers.26Summary of key pointsPrinciple: a basic truth, concept or idea that can be used to guide actionThe QMPs form a basis for ISO 9000 series standards.The QMPs are very useful to

46、 top managers in guiding their organizations quality improvement activities.The current eight QMPs have been around a long timeand it is time to update them!27Jack West (20 min)What are the QMPs?How the QMPs were developed in mid 1990s?Significance of QMPsYoshinori Iizuka (20 min)Background for the

47、revisionProcess of discussionSuggestion on the revision at this timeDiscussion (20 min)Agenda28Background for the revisionDiscussion about future ISO 9000 series standardsCore concept of ISO 9004:2009JIS Q 9005: Guidelines for Sustainable Growth“Fundamentals” part of ISO 9000Task Group for “future c

48、oncept” of ISO 9001SC2 Strategic PlanTC176 Strategic PlanISO 9001 User Survey SC2 resolution in Bogota 20102930SC2 Resolution in Bogota 2010Resolution No. 254Joint TC176/SC1 and SC2 TG Quality Management PrinciplesNoting the success of the Quality Management Principles as the basis for the products

49、of ISO/TC 176/SC2, and that SC2 needs to consider their role for the futureISO/TC 176/SC 2 resolves to:Establish a joint TG with ISO/TC 176/SC1 to:Review the established 8 Quality Management Principles (QMPs)Examine the need for revision or amendment to those QMPsExamine the need for new QMPsInvite

50、Dr. J Hooper (USA) to be the Convener of this TGInvite ISO/TC 176/SC3 to participate in this activitySet a target date for completion of this activity of mid 2011“Task Definition” starts with 1. Objectives of the TaskTo review the current eight Quality Management Principles (QMPs), to examine the ne

51、ed for revision or amendment to those QMPs, and to examine the need for new QMPs.To develop enhanced QMPs, if the need for revision, amendment, or new QMPs is recognized.2. Brief Description of the TaskIn ISO/TC 176/SC 2 meeting held in Bogota, Columbia in June 2010, the following resolution was app

52、roved.This Task Group is established according to this resolution, and the TG will plan and implement the tasks specified in the resolution.In addition, if the need for enhancement of the current eight QMPs is recognized, the TG will also develop revised QMPs. Those revised QMPs should be used for t

53、he next 10 years at the minimum.3132Objectives and Planned OutputsObjectivesExamine the need for revisionReview the current eight Quality Management Principles (QMPs)Examine the need for revision or amendment to those QMPsExamine the need for new QMPsDevelop enhanced QMPs, if the need for revision i

54、s recognizedDevelop the revised QMPs, if the need for enhancement is recognizedOutputsKey InputsDTR (Type 2): Quality Management PrinciplesTC176 Strategic PlanSC2 Strategic PlanTG Future 9001 Concept PapersISO 9001 User SurveyJIS Q 9005 - Twelve QMPsBooks, papers and articles on modern business mana

55、gement and quality management33Activities to Complete the TaskGet experts with sufficient knowledge and skills.Identify documents to be reviewed and studied.Review the relevant documents.Examine the need for revision or amendment to the current eight QMPs.Examine the need for new QMPs.Review and det

56、ermine relationships among general management, QMPs and QMS model of ISO 9001 and ISO 9004.(Define QMS as a MS model that realizes, materializes, reflects, incorporates, and applies QMPs)Finalize recommendations for the revision of the current QMPs.34Activities to Complete the TaskIf the revision is

57、 approved by SC2, determine a set of revised QMPs and its structure.Verify their adequacy.Draft text for each of revised QMPs.Finalize the proposed text for the new QMP Brochure.35Common Understanding“Principle” A fundamental truth, law, or assumptiona) A rule or standard, especially of good behavio

58、r b) The collectivity of moral or ethical standards or judgmentsQuality Management PrinciplesQuality management principles vs. Management principlesQMP may not be unique to quality - QMP may apply to generic managementFocus on QUALITY management principleHow many principles?Small number of principle

59、sWell structuredScope of TC176Discussion without constraints arising from the scope of TC17636Understanding of EnvironmentChanges in economy, society and business management Matured economic societyNeeds become more sophisticated, complex and diversified.Technologies become more advanced, compound a

60、nd gigantic.An organization as an entity living in social environmentRespect for people GlobalizationGlobalization of marketGlobalization of competitionGlobalization of alliance among organizations3738Quality-Related ConceptsUnderstanding concepts related to quality and quality managementQualityQual