ISO 9001

Done by:

Abdulrahman A. Al-HussainI.D. 200503970

Done for:

Prof. Abdulaziz Bubshait

Term 082 – June 2009

King Fahd University of Petroleum and MineralsCollege of Environmental Design

Construction Engineering and Management

From a Quality Management System to a Business Model

Introduction

The ISO 9000 Family is a series of documents that define requirements for the Quality Management System Standard.

ISO 9001:2008 contains the actual requirements an organization must comply with to become ISO 9001 Registered.

People often say "ISO 9000" certified, but what they mean is they have met the requirements of the ISO 9001 standard.

Contents of the Standard

Section 1: Scope Talks about the standard and how it applies to

organizations Section 2: Normative Reference References another document that should be used

along with the standard, Quality Management Systems-Fundamentals and Vocabulary

Section 3: Terms and Definitions Gives definitions used in the standard Section 4: General Requirements Gives requirements for the overall Quality Management

System

Contents of the Standard

Section 5: Management Responsibility Gives requirements for Management and their role in the

Quality Management System Section 6: Resource Management Gives requirements for resources including personnel,

training, the facility and work environment Section 7: Product Realization Gives requirements for the production of the product or

service, including things like planning, customer related processes, design, purchasing and process control

Section 8: Measurement, Analysis and Improvement

Gives requirements on monitoring processes and improving those processes.

Who is it relevant to?

ISO 9001 is suitable for any organization looking to improve the way it is operated and managed, regardless of size or sector.

However, the best returns on investment come from those companies that are prepared to implement it throughout their organization rather than at particular sites, departments or divisions.

What are the key benefits

Proves your commitment to quality and customer satisfaction.

Ensures your products and services effectively meet customer and applicable statutory and regulatory requirements.

Allows you to measure your progress towards continual improvement of business performance creating a benchmark.

Helps improve your organizational performance.

It is not a documentation Nightmare!!

Misconception about ISO 9001. The common belief seems to be that

implementing ISO 9001 can create a bureaucratic documentation nightmare with volumes of complicated procedures that require heavy oversight and manpower to create and maintain.

It is not a documentation Nightmare!!

Implementing ISO 9001 can actually streamline and simplify your documentation/record creation and management.

ISO 9001 can help simplify and improve the documentation and records.

ISO 9001 does not have complex or complicated documentation requirements.

It is not a documentation Nightmare!!

They are simple; there are only six required procedures for the ISO 9001 QMS. They are:

1. Document Control (per ISO 9001 clause 4.2.3)2. Record Control (per ISO 9001 clause 4.2.4) 3. Internal Audit (per ISO 9001 clause 8.2.2) 4. Control of Non-Conformities (per ISO 9001

clause 8.3) 5. Corrective Action (per ISO 9001 clause 8.5.2)6. Preventive Action (per ISO 9001 clause 8.5.3)

Conclusion

Many researches and studies were conducted to survey the implementation results and to come up wit appropriate recommendations.

Conclusion

In conclusion:1. positive attitude towards the standard.2. Approach of applying it widely as a

management tool in companies.3. It measures effectiveness and efficiency

of business processes.4. It affects business decisions of top

managers regarding continuous improvements

Conclusion

5. Managers must consider certain strategical guidelines for the introduction, maintenance and improvement of the quality system.

6. Success of the introduction of the quality system - and further activities in this area - depends on the initial phase of the project.

7. Managers must reward employees who make considerable efforts to achieve better quality.

Conclusion

8. Managers must serve as role models.9. there is NO “best model” fit for each and

every organization, but the model should be adapted to the specific organization, its culture, its market, its technology.

Thanks

Abdulrahman A. Al-Hussain I.D. 200503970