GB/T 19004-2020.Quality management-Quality of an organization-Guidance to achieve sustained success.
1 Scope
GB/T 19004 provides guidance for organizations to enhance their ability to achieve sustained success. This standard is consistent with the quality management principles set out in GB/T 19000-2016.
GB/T 19004 provides self-assessment tools to review the extent to which an organization has adopted the concepts in this standard.
GB/T 19004 is applicable to any organization of any size, type and activity.
2 Normative references
The following documents are indispensable for the application of this document. For any dated referenced document, only the dated version applies to this document. For any undated referenced document, the latest version (including all amendments) applies to this document.
GB/T 19000-2016 Quality management systems, fundamentals and vocabulary (ISO 9000: 2015, IDT)
3 Terms and definitions
The terms and definitions defined in GB/T 19000-2016 apply to this document.
4 Quality of the organization and sustained success
4.1 Quality of the organization
The quality of an organization is the degree to which the inherent characteristics of the organization meet the needs and expectations of its customers and other interested parties in order to achieve sustained success. It is up to the organization to decide which factors are relevant to achieving sustained success.
Note 1: "The quality of an organization" is derived from the definition of "quality" in 3.6.2 of GB/T 19000-2016 ("the degree to which a set of inherent characteristics of an object meets requirements") and
and the definition of "requirements" in 3.6.4 of GB/T 19000-2016 ("needs or expectations stated, generally implied or required to be fulfilled"). Different from the purpose of CB/T 19001, GB/T 19001 focuses on the quality of products and services, thereby building confidence in the organization's ability to provide qualified products and services and enhancing customer satisfaction.
Note 2: The "demands and expectations" mentioned in this standard refer to "relevant needs and expectations".
Note 3: The "interested parties" mentioned in this standard refer to "relevant interested parties".
Note 4: The "interested parties" mentioned in this standard include customers.
This standard provides guidance for organizations to enhance their ability to achieve sustained success. This standard is consistent with the quality management principles described in GB/T 19000-2016. This standard provides a self-assessment tool to review the extent to which an organization adopts the concepts in this standard. This standard is applicable to any organization of all sizes, types and activities.

1CS 03.120.10
National Standard of the People's Republic of China
GB/T19004—2020/IS09004:2018 replaces GB/T190042011
Quality management
Quality of an organization-Guidance to achieve sustained success,
Quality management---Quality of an organization-Guidance to achieve sustained success(ISO 9004:2018, IDT)
2020-11-19 Issued
State Administration for Market Regulation
National Standards Administration Committee
Issued
2021-06-01 Implementation
Foreword
1 Scope
Normative references
Terms and definitions
Quality and sustained success of an organization
Quality of an organization
4.2 Managing the sustained success of an organization
The organization’s environment
General
5.2 Relevant interested parties
External and internal factors
6 Characteristics of an organization
General
Mission, vision, values Values ??and Culture
Leadership
General
Policy and Strategy
Objectives
Communication
Process Management
General
Determination of Processeswww.bzxz.net
Responsibilities and Authorities for Processes
Management of Processes
9 Resource Management
9.1 General
9.2 People
9.2.1 General
9.2.2 Active Participation of People
9.2.3 Empowerment and Motivation of People
9.2.4 Competence of People
9.3 Knowledge of the Organization
GB/T19004--2020/IS0900 4:201810
GB/T19004—2020/ISO9004:20189.4
Technology
Infrastructure and working environment
9.5.1 General
9.5.2 Infrastructure
Working environment
9.5.3
9.6 Externally provided resources
9.7 Natural resources
10 Analysis and evaluation of organizational performance
10.1
10.2
10.3
10.4
10.5
10.6
10.7
Total contribution||tt ||Performance indicators
Performance analysis
Performance evaluation
Internal audit
Self-evaluation
Review
11 Improvement, learning and innovation
11.1
11.2
11.3
General
Improvement
Learning
11.4 Innovation
11.4.1
11.4.2
General
Application
11.4.3 Timing and risk
Appendix A (informative)
Zero-examination literature
Self-evaluation tools
This standard is one of the core standards of the GB/T 19000 family. This standard was drafted in accordance with the rules given in GB/T1.12009. GB/T 19004-2020/ISO 9004:2018 This standard replaces GB/T19004-2011 "Quality management methods for the continued success of organizations". Compared with GB/T19004-2011, this standard has the following major technical changes, except for editorial changes: - The concepts and terminology of GB/T 19000--2016 and GB/T 19001-2016 are consistent; - The concept of "focusing on the quality of the organization"; - The concept of "focusing on the characteristics of the organization".
This standard uses the translation method equivalent to ISO9001:2018 "Guidelines for the continued success of quality management organizations". This standard is proposed by the National Technical Committee on Standardization of Quality Management and Quality Assurance (SA/T151) and is under the jurisdiction of the following drafting organizations: China National Institute of Standardization, China Quality Association, Civil Aviation University of China, Shanghai Institute of Quality Management Science, Naval Equipment Department Test Supervision Bureau, Fuhai Group New Energy Holdings Co., Ltd., Shandong Jingyanggang Winery Co., Ltd., Infinitus (China) Co., Ltd., Jiangsu Xugong Engineering Machinery Research Institute Co., Ltd., Huaxia Certification Center Co., Ltd., Beijing Junyou Integrity Testing and Certification Co., Ltd., Yike Testing and Certification Co., Ltd., Hisense Group Co., Ltd., Changfei Optical Fiber and Cable Co., Ltd., Weihua Group Co., Ltd., Nanjing Kerida Electronic Equipment Co., Ltd. Ren Company, Shanghai Jianke Engineering Consulting Co., Ltd., Hongdou Group Co., Ltd., Shandong Jingzhi Wine Co., Ltd., Beijing Daoxiangcun Food Co., Ltd., Inner Mongolia Yili Industrial Group Co., Ltd., Shanghai Electric Nuclear Power Equipment Co., Ltd., China North Rare Earth (Group) High-tech Co., Ltd., Daye Special Steel Co., Ltd., Suzhou Lane Precision Alloy Co., Ltd., China Building Materials Inspection and Certification Group Co., Ltd., Hebei Hongzhida Testing Technology Service Co., Ltd., Beijing Qingzhong Enterprise Management Consulting Office Co., Ltd., Shanghai Haili (Group) Co., Ltd., China Shipbuilding Industry Corporation 722 Institute, Jiangsu Binxin Steel Group Co., Ltd.
The main drafters of this standard are Gu Yanjun, Li Jing, Zhang Jingmei, Duan Yi, Wang Yonggang, Wang Jinde, Dong Shuanlao, Xia Fang, Wu Guiling, Zhu Yunlong, Yu Youfei, Yu Jie, Peng Jie, Zhao Chuanxin, Liu Weide, Sun Zhihui, Xia Ming, Shao Guoping, Zhang Bing, Lu Rongxin, Yang Youtao, Zhao Deyi, Ge Dongying, Guo Yaping, Wang Chen, Zhou Lixin, Lu Dongqing, Qiao Huifang, He Xiangdong, Han Ronghuiyun, Zheng Jiandong, Liu Wei and Lin Zhiwang. The previous versions of the standards replaced by this standard are as follows: GB/T 10300.5—1988;
-GB/T19004.1—1992.GB/T19004,1—1994;-GB/T 19004—2000,GB/T 19004—2011.GB/T 19004—2020/ISO 9004:20 18 Introduction
This standard is based on the quality management principles described in GB/T19000-2016, providing organizations with guidance on achieving sustained success in a complex, severe and changing environment. The comprehensive application of these quality management principles can provide a systematic foundation for the values ??and strategies of an organization.
GB/T19001-2016 focuses on providing confidence in the products and services of an organization, while this standard focuses on providing confidence in the ability of an organization to achieve sustained success.
The top management's focus on the organization's ability to meet the needs and expectations of customers and other relevant stakeholders will enhance the confidence of the organization in achieving sustained success. This standard describes the systematic improvement of the overall performance of the organization, including the planning, implementation, analysis, evaluation and improvement of an effective and efficient management system.
Over the years, factors that affect the success of an organization have continued to emerge, evolve, increase or decrease, and adapting to these changes is important for sustained success. These factors include social responsibility, environmental and cultural factors, as well as factors that may have been considered before, such as efficiency, quality and agility. In summary, these factors are all part of the organizational environment. The ability to achieve sustained success is enhanced by managers at all levels learning and understanding the organization's changing environment. Improvement and innovation also support sustained success.
This standard promotes self-assessment and provides a self-assessment tool for reviewing the extent to which an organization has adopted the concepts in this standard (see Appendix A).
The structure of this standard is shown in Figure 1, which includes the necessary elements of the organization to achieve sustained success covered by this standard, the organization's environment (Section 5 Chapter)
Internal and external factors
Organizational characteristics
(Chapter 6)
Mission
Customer and other
Stakeholder requirements
Expectations
Overview
Process management
(Chapter 8)
Resource management
(Chapter 9)
Leadership
Values ??
(Chapter 1)
Daily objectives

Culture
The organization has satisfied customers and other
policies
Performance analysis
and evaluation
(Chapter 10)
Improvement, learning
and innovation
(Chapter 11)
1Schematic diagram of the structure of this standard
Confidence in the ability of relevant interested parties to bring
sum period
1Scope
GB/T 19004—2020/ISO 9004:2018 Quality management
Quality of the organization
Guide to achieving sustained success
This standard provides guidance for organizations to enhance their ability to achieve sustained success. This standard is consistent with the quality management principles set out in GB/T 19000-2016.
This standard provides a self-assessment tool to review the extent to which an organization has adopted the concepts in this standard. This standard is applicable to any organization of any size, type and activity. 2 Normative references
The following documents are essential for the application of this document. For dated references, only the dated version applies to this document. For undated references, the latest version (including all amendments) applies to this document. GB/T19000·2016 Quality Management System Fundamentals and Vocabulary (ISO9000:2015, IDT) 3 Terms and definitions
The terms and definitions defined in GB/T19000-2016 apply to this document. 4 Quality and sustained success of the organization
4.1 Quality of the organization
The quality of an organization refers to the extent to which the inherent characteristics of the organization meet the needs and expectations of its customers and other interested parties in order to achieve sustained success. Which factors are related to achieving sustained success is determined by the organization. Note 1: The "quality of the organization" comes from the definition of "quality" in 3.6.2* of GB/T 19000-2016 ("the degree to which a set of inherent characteristics of an object meets requirements"), and the definition of "requirements" in 3.6.4 of GB/T190002016 ("needs or expectations that are stated, usually implied or must be fulfilled"). Different from the purpose of GI/T19001, GB/T19001 focuses on the quality of products and services, thereby building confidence in the organization's ability to provide qualified products and services and enhancing customer satisfaction.
Note 2: The "needs and expectations" mentioned in this standard refer to "relevant needs and expectations". Note 3: The "interested parties" mentioned in this standard refer to "relevant interested parties". Note 4: The "interested parties" mentioned in this standard include customers. The organization should exceed the quality of its products and services and the needs and expectations of its customers. In order to achieve sustained success, the organization should focus on predicting and meeting the needs and expectations of interested parties, thereby enhancing the satisfaction and overall experience of interested parties. The organization should apply all the principles of quality management (see GB/T19000-2016) to achieve sustained success. In particular, attention should be paid to the principles of "customer focus" and "relationship management" to meet the different needs and expectations of interested parties. The needs and expectations of various interested parties may be different, consistent or conflicting, or change rapidly. Therefore, a variety of forms can be used to express and meet the needs and expectations of interested parties, such as cooperation, negotiation, outsourcing or termination of activities; in responding to the needs of interested parties, When developing and evaluating the needs and expectations of interested parties, the organization should also consider the relationships between them. 1
GB/T19004-—2020/IS09004:2018 The composition of interested parties may vary significantly over time and between different organizations, industries, cultures and countries; Figure 2 gives an example of interested parties and their needs and expectations. Interested parties
Needs and expectations
Ongoing
Partnership
4.2 Management of the organization's continued success
Environmental protection and
Social responsibility
Quality of working life
Ongoing growth and
Profitability
Figure 2 Examples of interested parties and their needs and expectations Product and service
Quality
Appropriate industry
Or other interested parties| |tt||4.2.1 The quality of the organization can be improved and sustained success can be achieved by continuously meeting the needs and expectations of interested parties in the long term. Short-term and medium-term goals should support long-term strategies.
The environment of the organization is constantly changing. In order to achieve sustained success, the top management should a) regularly monitor, analyze, evaluate and review the environment of the organization to identify all interested parties, determine their needs and expectations and their respective potential impact on the organization's performance;
Determine, implement and communicate the organization's mission, vision and values, and promote the formation of a cohesive culture; b)
Identify short-term and long-term risks and opportunities: d)
Determine, implement and communicate the organization's policies, strategies and standards; e
Determine relevant processes and manage them so that they operate in a coordinated system: f
Manage the organization resources to enable processes to achieve their intended results; monitor, analyze, evaluate and review the organization's performance; g)
h)
establish processes for improvement, learning and innovation to support the organization's ability to respond to changes in the environment. 4.2.2 Considering the needs and expectations of interested parties enables the organization to: a) achieve its objectives effectively and efficiently; b) eliminate conflicting responsibilities and relationships; c) coordinate and optimize practices; d) promote consistency; e) improve communication; f) promote training, learning and personal development; promote focus on its most important characteristics; g) manage risks and opportunities to its brand or reputation; h) obtain and share knowledge.
5 The organization's environment
5.1 General
Understanding the organization's environment is the process of determining the factors that influence the organization's ability to achieve sustained success. When determining the environment of an organization, the following key factors need to be considered:
a) interested parties;
b) external factors;
c) internal factors.
5.2 About interested parties
GB/T19004—2020/IS09004:2018 Stakeholders are individuals or organizations that can influence, be affected by, or perceive themselves to be affected by decisions or activities of an organization. The organization shall determine which stakeholders are relevant to it. These stakeholders can be from both outside and inside the organization (including customers) and can have an impact on the organization's ability to achieve sustained success. The organization shall determine:
a) which stakeholders' relevant needs and expectations, if not met, will bring risks to the organization's sustained success; b) which stakeholders can provide opportunities to promote the organization's sustained success. Once these stakeholders are identified, the organization shall: identify their relevant needs and expectations, and determine the needs and expectations that need to be addressed; --- establish the necessary processes to meet the needs and expectations of these stakeholders. The organization shall consider how to establish ongoing relationships with stakeholders in order to gain benefits such as improved performance, consensus on goals and values, and enhanced stability.
5.3 External and internal factors
5.3.1 External factors are factors that exist outside the organization and may have an impact on the organization's ability to achieve sustained success, such as: a) legal and regulatory requirements; b) industry-specific requirements and agreements; c) competition; d) globalization; e) social, economic, political and cultural factors; [) technological innovation and progress; g) natural environment.
5.3.2 Internal factors Factors that exist within the organization and may have an impact on the organization's ability to achieve sustained success, such as: 8) size and complexity; b) activities and related processes; c) strategy; d) product and service types; e) performance; f) resources; g) level of employee capabilities and organizational knowledge; h) maturity; i) innovation.
5,3.3 When considering external and internal factors, the organization should consider relevant information from the past, current situation and its strategic direction. The organization should determine which external and internal factors can pose risks to its continued success, or increase opportunities for its continued success. Based on the determination of these factors, top management should decide which risks and opportunities need to be addressed and proceed to establish, implement and maintain the necessary processes.
The organization should consider how to establish, implement and maintain processes for monitoring, review and evaluation of external and internal factors, and consider any results of the proposed actions (see 7.2).
GB/T19004—2020/ISO 9004.20186 Characteristics of the organization
6.1 General
The organization is defined by its characteristics and environment. The characteristics of the organization are determined by its characteristics based on its mission, vision, values ??and culture. Mission, vision, values ??and culture are interdependent and the relationship between them is dynamic. 6.2 Mission, Vision, Values ??and Culture
The identity of an organization includes its:
Mission: the purpose of the organization's existence;
b) Vision: what the organization hopes to achieve;
Values: principles and/or dimensions that play a role in forming the organization's culture and determining what is important to the organization. Values ??support the organization's mission and vision;
d) Culture: beliefs, history, ethics, and behaviors and attitudes that are followed that are related to the organization's identity. It is important that the organization's culture is consistent with its mission, vision and values. When determining the organization's mission, vision and values, top management should ensure that the organization's context is taken into account. This includes understanding the organization's current culture and evaluating the need to change the culture. The organization's strategic direction and its policies should be consistent with these identity elements. Top management should review its mission, vision, values ??and culture at planned intervals and when the organization's environment changes. This review should consider external and internal factors that can affect the organization's ability to achieve sustained success. When any of the identity elements change, they should be communicated within the organization and to relevant parties as appropriate. Leadership Role
7.1 General
7.1.1 Top management should play a leadership role in the following aspects: a) Promoting the identification of the organization's mission, vision, values ??and culture in a concise and understandable manner to achieve unity of purpose; b) Creating an internal environment in which employees are actively involved and committed to achieving the organization's goals; Encouraging and supporting managers at appropriate levels to promote and maintain the unity of purpose and direction established by top management. c
7.1.2 To achieve sustained success, top management shall demonstrate its leadership and commitment within the organization through the following activities: establish the organization's characteristics (see Chapter 6): b) guide a culture of trust and integrity; c) build and maintain teamwork; provide employees with the resources, training and authority necessary to perform their duties; d) guide shared values, fairness and ethical behavior so that they are maintained at all levels of the organization; where applicable, establish and maintain an organizational structure designed to enhance competitiveness to reinforce the organization's values ??individually and collectively; g) communicate achievements within and outside the organization, where appropriate; establish a basis for effective communication with people within the organization to discuss issues with universal impact, including financial impact, where applicable; i) support the development of leadership capabilities at all levels of the organization. 7.2 Policy and strategy
Top management should express the purpose and direction of the organization in the form of an organizational policy to address issues such as compliance, quality, environment, energy, employment, occupational health and safety, quality of work life, innovation, security, privacy, data protection and customer experience. The statement of policy should include a commitment to meeting the needs and expectations of interested parties and promoting improvement. In formulating strategy, top management should use a model that is recognized and appropriate in the market, or design or apply a customized model for the organization. Once a model is selected, it becomes a solid foundation and reference for managing the organization, and it is particularly important to maintain its stability. Strategy should reflect the organization's characteristics, environment and long-term perspective. All short-term and medium-term objectives should be consistent with it (see 7.3). Top management should make strategic decisions on competitive factors (see Table 1). The organization should review the continued suitability of policy and strategic decisions. Any changes in external and internal factors of the organization, or any new risks and opportunities that arise, should be addressed. The organization's policies and strategies are the basis for process management (see Chapter 8). Table 1 Examples of measures that can be considered when dealing with competitive factors Competitive factors
A Products and services
B People
C Organizational knowledge and technology
D Partners
E Process
F Location
G Pricing
Measures to consider
Focus on products and services, existing and potential customers, and potential markets Offer standard products and services or design for customer requirements Understand the advantages of being first to market or being a follower - expand one-off production to series production when appropriate Manage quality requirements for short innovation cycles or long-term stable customer needs
Recognize the development of demographic characteristics and changing values ??Consider diversity
Build an attractive employer image
Determine the skills and experience required for potential employees Consider appropriate recruitment, skills development, retention and turnover management methods Address production capacity flexibility by considering long-term and fixed-term contracts Consider full-time and part-time or temporary employment, and the balance between each Apply existing available knowledge and technology to new opportunities -.- Identify the need for new knowledge and technologies Determine when to acquire them and how to apply them within the organization Determine whether they should be developed internally or acquired externally Identify potential partners Promote joint development of technologies with external suppliers and competitors Co-develop customized products and services with customers Collaborate with local communities, academia, public institutions and associations Determine whether process management should adopt a centralized, decentralized, integrated, non-integrated or integrated approach to process identification, establishment, maintenance, control and improvement, including the allocation of roles and responsibilities Determine the necessary information and communication technology (ICT) infrastructure (e.g., proprietary, customized or standardized solutions) Consider local, regional and global physical presence Consider virtual presence and use of social media Consider the use of virtual decentralized project teams Establish price positioning (e.g., low price or high price strategy) Use auction/tendering to determine price GB/T 19004—2020/IS0 9004:20187.3 Objectives
Top management shall demonstrate its leadership within the organization by establishing and maintaining the organization's objectives based on the policy and strategy and by deploying these objectives across relevant functions, levels and processes. Short-term and long-term objectives shall be established and clearly understood and, where possible, quantifiable. In establishing objectives, top management shall consider:
a) the extent to which the organization aims to gain recognition from interested parties that it: 1) is a leader in competitive factors (see 7.2); 2) has a positive impact on the surrounding economic, environmental and social conditions; b) the extent to which the organization and its people participate in social matters beyond the existing business subject (e.g. national and international organizations such as public administration, associations and standards bodies).
When deploying objectives, top management shall encourage discussion of alignment between the different functions and levels of the organization. 7.4 Communication
Effective communication of the policy and strategy and related objectives is necessary to support the sustained success of the organization. These communications should be meaningful, timely and ongoing, should include feedback mechanisms, and should include provisions for proactively responding to changes in the organization's environment.
The organization's communication processes should include both vertical and horizontal communication and should be tailored to the different needs of the communication targets. For example, the same information may be different when communicated to the organization's personnel and when communicated to interested parties. 8 Process Management
8.1 General
The organization should provide value through activities that are linked together in a network of processes. Processes typically cross functional boundaries within an organization. When a network of processes functions as a coordinated system, consistent and intended results can be achieved more effectively and efficiently. Processes are specific to an organization and vary with the type, size and maturity level of the organization. The activities of each process are determined and modified based on the size and significant characteristics of the organization. In order to achieve the organization's objectives, the organization should ensure that all processes, including those provided externally, are proactively managed to ensure they are effective and efficient. It is important to optimize the balance of different and specific objectives of the processes and to align them with the organization's objectives. This can be done by adopting a "process approach", including the identification of processes, interdependencies between processes, constraints and shared resources. Note: For more information on the "process approach", see the relevant quality management principles in GB/T19000-2016 and the relevant documents in the "IS09001:2015 Application Guide", URL: https://committee.iso.org/tc176sc2. 8.2 Determination of processes
8.2.1 In order to continuously provide outputs that meet the needs and expectations of interested parties, the organization shall determine the necessary processes and their interactions. Figure 3 shows a process diagram.
Input source
Previous process
For example, internal or external||t t
Process
Input
Material
Energy
Information
; such as in the form of materials, resources, etc.
Starting point
Activity
End point
Possible controls and checkpoints for monitoring and measuring efficiency
GB/T19004—2020/1SO9004:2018Output
Material
Energy
1Information
For example, in the form of products
! Services or decisions
Figure 3 Schematic diagram of single process elements
Processes and their interactions should be determined according to the organization's policies, strategies and objectives, and should address the following aspects: a) Operations related to products and services;
b) Meeting the needs and expectations of interested parties;
c) Providing resources;
d) Management activities, including monitoring, measurement, analysis, review, improvement, learning and innovation. 8.2.2 When determining processes and their interactions, the organization should consider, as appropriate: a) The purpose of the process;
b) The objectives and performance indicators to be achieved; The outputs to be provided;
d) The needs and expectations of interested parties and their changes: e
Operational, market and technological changes:
The impact of processes;| |tt||g) required inputs, resources, information and their availability; the activities to be performed and the methods that can be used; h)
constraints of the process;
risks and opportunities.
8.3 Responsibility and authority for processes
Recipients of outputs
Subsequent processes
For example, internal or external
customers or other
interested parties
[Process
For each process, the organization shall designate a person or a team (often called the "process owner"), depending on the nature of the process and the organizational culture, to define, maintain, control and improve the process and its interactions with other processes affected by and that have an impact on it, with defined responsibilities and authorities. The organization shall ensure that the responsibilities, authorities and roles of the process owners are recognized throughout the organization and that the persons involved in each process have the necessary competence to perform the corresponding tasks and activities. 8.4 Management of processes
8.4.1 In order to manage processes effectively and efficiently, the organization shall: a) manage the processes and their interactions, including externally provided processes, as a system to enhance the coherence/linkages between processes;2018 Output
Material
Energy
1 Information
For example, in the form of products
! Services or decisions
Figure 3 Schematic diagram of single process elements
Processes and their interactions should be determined according to the organization's policies, strategies and objectives, and should involve the following aspects: a) Operations related to products and services;
b) Meeting the needs and expectations of interested parties;
c) Providing resources;
d) Management activities, including monitoring, measurement, analysis, review, improvement, learning and innovation. 8.2.2 When determining processes and their interactions, the organization shall consider, as appropriate: a) the purpose of the process; b) the objectives to be achieved and relevant performance indicators; the outputs to be provided; d) the needs and expectations of interested parties and their changes; e) operational, market and technological changes; the impact of processes; g) the required inputs, resources, information and their availability; the activities to be implemented and the methods that can be used; h) constraints on the process; and risks and opportunities.
8.3 Responsibility and authority for processes
Recipients of outputs
Subsequent processes
For example, internal or external
customers or other
relevant interested parties
[Process
For each process, the organization shall designate a person or a team (often referred to as the "process owner"), depending on the nature of the process and the organizational culture, to define, maintain, control and improve the process and its interactions with other processes affected by and that have an impact on it, with defined responsibilities and authorities. The organization shall ensure that the responsibilities, authorities and roles of the process owners are recognized throughout the organization and that those involved in each process have the necessary competence to carry out the corresponding tasks and activities. 8.4 Management of processes
8.4.1 In order to manage processes effectively and efficiently, the organization shall: a) manage processes and their interactions, including externally provided processes, as a system to enhance the coherence/linkages between processes;2018 Output
Material
Energy
1 Information
For example, in the form of products
! Services or decisions
Figure 3 Schematic diagram of single process elements
Processes and their interactions should be determined according to the organization's policies, strategies and objectives, and should involve the following aspects: a) Operations related to products and services;
b) Meeting the needs and expectations of interested parties;
c) Providing resources;
d) Management activities, including monitoring, measurement, analysis, review, improvement, learning and innovation. 8.2.2 When determining processes and their interactions, the organization shall consider, as appropriate: a) the purpose of the process; b) the objectives to be achieved and relevant performance indicators; the outputs to be provided; d) the needs and expectations of interested parties and their changes; e) operational, market and technological changes; the impact of processes; g) the required inputs, resources, information and their availability; the activities to be implemented and the methods that can be used; h) constraints on the process; and risks and opportunities.
8.3 Responsibility and authority for processes
Recipients of outputs
Subsequent processes
For example, internal or external
customers or other
relevant interested parties
[Process
For each process, the organization shall designate a person or a team (often referred to as the "process owner"), depending on the nature of the process and the organizational culture, to define, maintain, control and improve the process and its interactions with other processes affected by and that have an impact on it, with defined responsibilities and authorities. The organization shall ensure that the responsibilities, authorities and roles of the process owners are recognized throughout the organization and that those involved in each process have the necessary competence to carry out the corresponding tasks and activities. 8.4 Management of processes
8.4.1 In order to manage processes effectively and efficiently, the organization shall: a) manage processes and their interactions, including externally provided processes, as a system to enhance the coherence/linkages between processes;
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