title>Guidelines for the selection of quality management system consultants and use of their services - GB/T 19029-2009 - Chinese standardNet - bzxz.net
Home > GB > Guidelines for the selection of quality management system consultants and use of their services
Guidelines for the selection of quality management system consultants and use of their services

Basic Information

Standard ID: GB/T 19029-2009

Standard Name:Guidelines for the selection of quality management system consultants and use of their services

Chinese Name: 质量管理体系咨询师的选择及其服务使用的指南

Standard category:National Standard (GB)

state:in force

Date of Release2009-09-30

Date of Implementation:2009-12-01

standard classification number

Standard ICS number:Sociology, Services, Organization and management of companies (enterprises), Administration, Transport>>Quality>>03.120.10 Quality management and quality assurance

Standard Classification Number:General>>Standardization Management and General Regulations>>A00 Standardization, Quality Management

associated standards

Procurement status:IDT ISO 10019:2005

Publication information

publishing house:China Standards Press

Publication date:2009-12-01

other information

Release date:2009-09-30

drafter:Gu Yanjun, Li Jing, Zhang Zhiguo, Fu Ruiyun, Yan Jing

Drafting unit:China National Institute of Standardization

Focal point unit:National Technical Committee on Quality Management and Quality Assurance Standardization (SAC/TC 151)

Proposing unit:National Technical Committee on Quality Management and Quality Assurance Standardization (SAC/TC 151)

Publishing department:General Administration of Quality Supervision, Inspection and Quarantine of the People's Republic of China Standardization Administration of China

competent authority:National Technical Committee on Quality Management and Quality Assurance Standardization (SAC/TC 151)

Introduction to standards:

GB/T 19029-2009 Guidelines for the selection of quality management system consultants and the use of their services GB/T19029-2009 Standard download decompression password: www.bzxz.net
This standard provides guidance for the selection of quality management system consultants and the use of their services. This standard is intended to help organizations select quality management system consultants. This standard provides guidance for the competence evaluation process of quality management system consultants and provides confidence that the consultants' services meet the needs and expectations of the organization. ||
tt|| This standard is equivalent to ISO10019:2005 "Guidelines for the selection of quality management system consultants and the use of their services".
This standard is an integral part of the GB/T19000 family of standards and is consistent with it.
Appendix A and Appendix B of this standard are informative appendices.
This standard is proposed and managed by the National Technical Committee for Standardization of Quality Management and Quality Assurance (SAC/TC151).
This standard was drafted by the China National Institute of Standardization.
Participating drafting organizations of this standard: China National Certification and Accreditation Administration, China Certification and Accreditation Association, China National Accreditation Service for Conformity Assessment.
Main drafters of this standard: Gu Yanjun, Li Jing, Zhang Zhiguo, Fu Ruiyun, Yan Jingqing.

The following referenced documents are indispensable for the application of this standard. For dated referenced documents, only the version mentioned is cited. For undated referenced documents, the latest version (including any amendments) is cited.
GB/T19000-2008 Quality management systems, fundamentals and vocabulary (ISO9000:2005, IDT)

Foreword I
Introduction II
1 Scope 1
2 Normative references 1
3 Terms and definitions 1
4 Selection of quality management system consultants 1
4.1 Inputs to the selection process 1
4.2 Competence of consultants 2
4.3 Ethical behavior 5
5 Use of quality management system consultant services 5
5.1 Consultant services 5
5.2 Consultant service contract 5
5.3 Matters to be considered when using the services of consultants 6
Appendix A (Informative Appendix) Typical activities of quality management system consultants7
Appendix B (Informative Appendix) Evaluation of quality management system consultants10
References11

Some standard content:

ICS 03. 120. 10
National Standard of the People's Republic of China
GB/T19029--2009/IS010019:2005Guidelines for the selection of quality management system consultantsand use of their services
(ISO10019:2005,IDT)
Published on September 30, 2009
General Administration of Quality Supervision, Inspection and Quarantine of the People's Republic of ChinaDigital Anti-Counterfeiting
Standardization Administration of the People's Republic of China
Implementation on December 1, 2009
GB/T 19029—2009/ISO 10019:2005 Foreword
Normative referenced documents
Terms and definitions
4 Selection of quality management system consultants
4.1 Inputs to the selection process
4.2 Competence of consultants
4.3 Ethical behavior
5 Use of the services of quality management system consultants 5.1 Services of consultants
5.2 Consultant service contract
5.3 Matters to be considered when using the services of consultants
Appendix A (informative) Typical activities of quality management system consultants Appendix B (informative) Evaluation of quality management system consultants References
Content Partner Network httr
GB/T19029—2009/IS010019:2005 This standard is equivalent to ISO10019:2005 "Guidelines for the selection of quality management system consultants and the use of their services". This standard is a component of the GB/T19000 family of standards and is consistent with it. Appendix A and Appendix B of this standard are informative appendices. This standard was proposed and managed by the National Technical Committee for Standardization of Quality Management and Quality Assurance (SAC/TC151). This standard was drafted by the China National Institute of Standardization. The participating drafting units of this standard are: China National Certification and Accreditation Administration, China Certification and Accreditation Association, and China National Accreditation Service for Conformity Assessment.
The main drafters of this standard are: Gu Yanjun, Li Jing, Zhang Zhiguo, Fu Ruiyun, and Yan Jingqing.
httn
://wfoodm
GB/T19029—2009/ISO10019.2005 Introduction
In the process of implementing a quality management system, some organizations choose to rely on their own strength, while others rely on the services of external consultants. In order to ensure that the quality management system to be established achieves the goals planned by the organization in an effective and efficient manner, the selection of consultants is very important. In addition, in the process of using the services of quality management system consultants, the involvement and commitment of the organization's top management is also an important factor in ensuring the implementation of the quality management system.
This standard is intended to provide guidance on the factors that need to be considered when selecting quality management system consultants. Organizations can use this standard when selecting quality management system consultants who can meet their specific needs, expectations and goals in achieving quality management systems. In addition, this standard can also be used as:
a) a guide for quality management system consultants to provide quality management system consulting; b) a guide for consulting organizations to select quality management system consultants. I
ht
1 Scope
GB/T19029—2009/IS010019:2005 Guidelines for the selection of quality management system consultants and the use of their services
This standard provides guidance for the selection of quality management system consultants and the use of their services. This standard is intended to help organizations select quality management system consultants. This standard provides guidance for the competence evaluation process of quality management system consultants and provides confidence that the consultant's services meet the needs and expectations of the organization. Note 1: This standard is not intended for certification purposes. Note 2: This standard is used for the implementation of quality management systems, but it can also be used for the implementation of other management systems with appropriate modifications. 2 Normative references
The following referenced documents are indispensable for the application of this standard. For dated references, only the version mentioned is cited. For undated references, the latest version (including any modifications) is cited. GB/T19000—2008 Quality Management Systems: Fundamentals and Vocabulary (ISO9000:2005, IDT) 3 Terms and Definitions
The terms and definitions established in GB/T19000 and the following apply to this standard. 3.1
quality management system realization
quality management system realization The process of establishing, documenting, implementing, maintaining and continually improving a quality management system Note: Quality management system realization may include the following: a) Identifying the processes required for the quality management system and their application throughout the organization; b) Determining the sequence and interaction of these processes; ) Determining the criteria and methods needed to ensure the effective operation and effective control of these processes; d) Ensuring the availability of the necessary resources and information to support the operation and monitoring of these processes; e) Monitoring, measuring and analysing these processes; f) Taking the necessary actions to achieve the planned results of these processes and to continually improve these processes. 3.2
quality management system consultant qualitymanagementsystemconsultant A person who provides advice or information to an organization to help it achieve its quality management system realization Note: 1: Consultants may also provide assistance in the realization of parts of a quality management system. Note: 2: This standard provides guidance on identifying whether quality management system consultants have the competences required by an organization. 4 Selection of quality management system consultants
4.1 Inputs to the selection process
4.1.1 Needs and expectations of the organization
When selecting a quality management system consultant, the organization should identify its needs and expectations for the quality management system consultant based on the overall goal of achieving the quality management system. Top management should participate in the evaluation and selection process of the quality management system consultant. 4.1.2 Role of consultants
In the process of selecting consultants, the organization should consider the role of the quality management system consultant in the realization of the quality management system (see Appendix 1
htt
GB/T19029-2009/SO10019:2005 Record A). The role of a consultant usually includes: helping the organization to ensure that the quality management system established and implemented is suitable for the organization's culture, characteristics, education level and specific business environment; explaining the relevant concepts of quality management throughout the organization in a clear and easy-to-understand way, especially the understanding and application of quality management principles; communicating with all relevant personnel at all levels of the organization to encourage them to actively participate in the implementation of the quality management system; d) recommending and helping the organization to identify the appropriate processes required for the quality management system, clarifying the relative importance, sequence and interaction of these processes; helping the organization to identify the documents required to ensure that these processes are properly planned, operated and controlled; e) evaluating the effectiveness and efficiency of the quality management system processes to motivate the organization to seek opportunities for improvement; g) helping the organization to promote the application of the process approach and continuously improve its quality management system; helping the organization to identify training needs so that the organization can maintain its quality management system; when appropriate, helping the organization to identify the relationship between the quality management system and other related management systems (such as environmental or occupational health and safety management systems) and promote the integration of these systems. Evaluation of consultant competence
When evaluating the competence and suitability of consultants, the organization should consider: a) personal case (see 4.2.2);
relevant educational experience (see 4.2.3);
knowledge and skills required to meet the overall objectives of the organization's quality management system (see 4.2.3, 4.2.4 and 4.2.5); d) work experience (see 4.2.6):
ethical behavior (see 4.3).
4.2 Competence of consultants
4.2.1 General
When selecting a quality management system consultant, the organization should evaluate whether the consultant has the competence appropriate to the scope of consulting services provided.
The concept of competence of a quality management system consultant is shown in Figure 1. Note: Competence as defined in CB/T19000 refers to the demonstrated ability to apply knowledge and skills. Competence
4.2.4 Quality management specific knowledge and skills Personal quality 4.2.5 Organization specific knowledge and skills Maintaining and improving capabilities Figure 1 Concept of competence of quality management system consultant Work experience 4.2.2 Personal qualities GB/T19029-2009/IS010019:2005 Personal qualities have a great influence on the good performance of quality management system consultants. Quality management system consultants should normally be: a) Ethical: fair, honest, loyal, upright and prudent; b) Observant: able to keep abreast of the organization's culture and values, surroundings and activities; e) Perceptive: able to understand and appreciate the need for change and improvement; Adaptable: able to adapt to different environments and provide alternative and creative solutions; d) Perseverant: persistent in achieving goals; Judgmental: able to draw timely conclusions based on logical reasoning and analysis; f) Independent: able to work independently and function effectively in effective interaction with others; h) Good at communication: able to effectively engage with all levels of the organization, listen to their opinions, trust the organization's culture and remain sensitive; i) Experienced: have good time management experience that is practical and flexible; ji) Responsible: able to take responsibility for one's own behavior; k) Driven: able to provide assistance to the organization's managers and employees in the implementation of the quality management system from beginning to end. 4.2.3 Education, knowledge and skills
In order to acquire the knowledge and skills required to provide relevant consulting services, quality management system consultants should receive appropriate education. Typical examples are shown in Appendix B.
Note: The knowledge and skills in this standard are related to the level of education, such as language proficiency, and basic scientific and humanistic knowledge. 4.2.4 Specific knowledge and skills for quality management 4.2.4.1 Relevant standards
Quality management system consultants should be able to understand and apply relevant standards that have an impact on the organization, such as: GB/T19000 Quality Management System Fundamentals and Vocabulary; GB/T19001J
Quality Management System Requirements;
Guide to Performance Improvement of Quality Management Systems;
GB/T19004
GB/T19011 Guide to Auditing Quality and (or) Environmental Management Systems; Other relevant standards listed in a standard reference. In addition, consultants should also have knowledge of other standards required to provide consulting services. Note: Typical examples include:
a) Industry-specific standards:
b) Measurement and control system standards;
c) Accreditation standards;
d) Conformity assessment standards;
e) Product standards;
Reliability management standards;
g) Safety standards.
Quality management system consultants should also have knowledge of the relevant guidance documents in the ISO9000 family introduction and supporting document package. 4.2.4.2 National and international certification and accreditation systems Quality management system consultants should have basic knowledge of the following aspects: a) National and international standardization, certification and accreditation systems and the certification requirements of these systems (such as GB/T27021) b) National product, system and personnel certification processes and procedures. 4.2.4.3 Basic principles, methods and techniques of quality management Quality management system consultants should have and be able to apply knowledge of quality management principles, methods and techniques. It would be valuable for the consultant to have experience and competence in the following areas: a) Quality management principles;
btt
GB/T19029-2009/IS010019.2005 Tools and techniques for continuous improvement;
Appropriate statistical techniques:
Auditing methods and techniques;
Principles of quality economy;
Teamwork techniques;
PDCA method:
Case development method;
Process diagramming technique;
Problem solving techniques;
Methods for monitoring customer and employee satisfaction; Brainstorming.
4.2.5 Knowledge and skills specific to the organization 4.2.5.1 Legal and regulatory requirements
Knowledge of legal and regulatory requirements relevant to the organization's activities and the consultant's scope of work is important for quality management system consulting. However, the organization should not expect the quality management system consultant to have experience in applying this knowledge before commencing consulting services. Relevant knowledge in this area should include in particular the legal and regulatory requirements for the organization's products, such as those described in GB/T19001. 4.2.5.2 Requirements for products, processes and organizations Before commencing consulting services, the quality management system consultant should have appropriate knowledge of the organization's products, processes and customer expectations, and understand the key factors related to the products in the organization's operations. The quality management system consultant should be able to use this knowledge in the following aspects: a) Identify the key characteristics of the organization's processes and related products; b) Understand the sequence and interaction of the organization's processes and their impact on meeting product requirements; understand the terminology of the organization's industry: d) Understand the nature of the organization's structure, functions and relationships; e) Understand the strategic relationship between business objectives and the required capacity and resource requirements. 4.2.5.3 Management practices The quality management system consultant should have knowledge of relevant management practices in order to understand how the quality management system is compatible with and interacts with the organization's overall management system (including understanding the organization's human resources), and how the quality management system is deployed to ensure that the organization's goals and objectives are achieved.
In some cases, in order to meet the needs, expectations and overall objectives of the quality management system, consultants may be required to have other capabilities such as business and strategic planning, risk management, business improvement tools and techniques (see Appendix B). 4.2.6 Work experience
Quality management system consultants should have work experience in providing consulting services in management, professional and technical aspects. This work experience may include training in judgment, problem solving and communication with all interested parties (see Appendix B). Reference consultants' previous verifiable work experience and continuity are important to the organization and the organization should obtain evidence of these aspects. The consultant's relevant experience may include some or more of the following: a) practical work experience;
b) management experience;
quality management experience;
quality management system audit experience;
e) one or more of the following experience in implementing quality management systems: 1) providing consulting services;
2) acting as a management representative of the quality management system;4
bt
3) performing functions related to quality management. 4.2.7 Maintenance and improvement of competence
GE/T 19029--2009/HSO 10019:2005 Quality management system consultants should maintain and improve their competence through other work experience, audits, training, continuing education, self-study, teaching, participation in professional meetings, academic conferences and seminars or participation in other relevant activities. Continuous professional development should be based on the needs of the organization, the regulations, standards and other relevant requirements of quality management system consulting services. Note: Maintenance and improvement of competence can be achieved through membership of qualified relevant professional institutions, organizations or associations and proven personal continuous development. 4.3 Ethical behavior
When selecting a quality management system consultant, the organization should consider the following ethical behavior issues. Consultants should: avoid any conflict of interest or declaration that could affect the performance of their work; a
b) maintain confidentiality of information provided by or received from the organization; maintain independence from quality management system certification or accreditation bodies; c
maintain impartiality when the organization selects a certification body; d) provide a realistic cost assessment of consulting services; e) not create unnecessary reliance on consulting services; g) not provide services when they do not have the necessary capabilities. 5 Use of services of quality management system consultants 5.1
Services of consultants
The organization may use the services of consultants to assist it in carrying out one or more of the following activities in the implementation of the quality management system (see Annex A.2):
a) determination of objectives and requirements;
b) initial assessment;
planning;
design and development;
e) implementation;
evaluation;
g) ongoing training and maintenance;
h) improvement.
5.2 Contract for consultant services
The organization shall ensure that a contract is signed which clearly defines the scope of work (including outputs), achievable milestones and economically reasonable fees for the quality management system consultant (see Annex A.2).1). When signing the contract, the organization should consider the following activities (see Appendix A.2): a
Agree on the contract terms, which should be specific, measurable, achievable, realistic and time-bound; b)
Develop a detailed contract plan with agreed interim results and outputs; communicate the plan to all interested parties;
Identify the training needs for relevant personnel to enable them to evaluate, maintain and improve the quality management system; d)
Implementation plan:
Monitor and evaluate the effectiveness of the plan and take interim measures as appropriate; ensure that agreed milestones are achieved or re-specify; g)
h) Define the acceptance process for the contract results.
The organization should hold meetings to evaluate the progress of the implementation of the quality management system and the performance of the consultant. At each meeting, the organization should review the progress of the implementation of the quality management system based on the plan and budget for the quality management system's implementation activities, and should submit a written report on the progress review to the top management. 5
httr
wwfoon
GB/T19029—2009/ISO10019:20055.3 Matters to be considered when using consultant services In the process of accepting quality management system consulting services, the organization should consider the following aspects: the system formed should not generate unnecessary management and documentation; a
b) The success of the quality management system depends primarily on the participation and commitment of the top management, not just the consultant; designate a manager (usually the person responsible for maintaining the quality management system) to coordinate and supervise the consultant's activities :c)
d) In order to integrate the quality management system into the overall operations of the organization, employees at all levels must be involved; in order to evaluate the organization's processes, consultants should be allowed to communicate with the organization's management and employees at all levels;e)
Although quality management system consulting meets contractual or market requirements, the organization should seize the opportunity to use the implemented quality management system as an effective and efficient management tool; the quality management system has the potential to provide a basis for continual improvement of organizational performance;h)
Consulting services should be consistent with organizational culture, employee capabilities and existing processes and/or documents. 6
httn
A.1 Initial assessment and making recommendations
Appendix A
(Informative Appendix)
GB/T190292009/IS010019.2005
Typical activities of quality management system consultants
The initial assessment and contract signing should mainly include the following: A.11E
Identify the organizational needs, requirements and objectives proposed by the top management: a)
Review the identified organizational needs, requirements and objectives The initial assessment should consider: 1) relevant customer requirements;
comply with relevant standards;
comply with relevant laws and regulations;
propose management and operation methods,
5) identify the gap between the current situation of the organization and the objectives to be achieved in the contract; document the activities required to achieve a quality management system that meets the needs, requirements and objectives described in clauses a) and b) 4); c
prepare and submit to top management proposals to achieve the activities identified in clause c) as the basis for the contract. The contract should be clear in language and include the following terms: the scope of the quality management system consulting activities; planning of quality management system implementation activities; commitments, roles, responsibilities and results of the consultant and the organization; commitment of the organization to provide internal resources;
the use of resources to support the consultant's activities; monitoring methods;
terms for contract changes;
confidentiality;
applicable benchmarks;
milestones and completion times;
payment terms; www.bzxz.net
time schedule.
Examples of implementing a quality management system
Table A.1 gives the activities for implementing a quality management system; Table A.2 gives examples of supporting the implementation of a quality management system. Table A.1 Activities for implementing a quality management system
Description of activities
1. Provide top management with information on the main requirements of relevant quality management system standards, as well as the role of the organization and consultants in the design and development of the quality management system. httr
oodmatenet
GB/T19029--2009/ISO10019.2005Description of activities
2. Analyze the needs and expectations of customers and other interested parties. Note: The results of the initial assessment are usually used to: a) determine the strengths, weaknesses, opportunities and threats of the organization; b) understand and help determine the organization's policies and objectives; c) serve as the basis for planning the quality management system: Table A.1 (continued)
d) evaluate the availability of resources required to implement the quality management system; e) serve as the basis for the initial audit;
) establish measurable objectives.
3. Appoint management representatives to determine the quality policy, quality objectives and quality commitment. Communicate these objectives to the appropriate levels and functional departments within the organization. 4. Analyze the organizational structure, processes, communication channels and existing interfaces in depth. Identify the processes and responsibilities required to achieve the organizational objectives. Determine the sequence and interaction of these processes. 5. Develop a plan to determine the quality management system architecture and identify and develop the procedures required for the quality management system. At the same time, appropriate milestones should be specified in the plan to evaluate the progress and quality of the actions taken. This evaluation can be aimed at: a) the consistency between the prepared and carried out activities and the contract objectives b) the progress of the work;
c) the organization's satisfaction with the services provided by the quality management system consultant. 6. Review the completed analysis results and the pre-established plans. 7. Identify the internal resources required to achieve the quality objectives, 8. Train the person in charge of the development activities for the implementation of the quality management system and other personnel in the organization ("personnel who promote the implementation of the quality management system"). 9. Identify and determine the processes, the relationships between the processes, and establish necessary procedures, including record maintenance procedures.
10. Adjust the relevant processes and corresponding procedures to avoid any inconsistencies, gaps and overlaps.
11. Issue the final version of the quality manual.
12. Train all personnel involved in the quality management system. Implement the quality management system.
The organization's top management (consultants can help)The organization's top management (consultants can help)Management representatives and consultants, working with the heads of each function within the organization
Management representatives and consultants
The organization's top management and consultants
The organization's top management (consultants can help)Management representatives and consultants
Management representatives (consultants can help)Management representatives and consultants
Management representatives (consultants can help)Consultants and management representatives, or management representatives (consultants help). Training can also be carried out by other competent persons
Organization (consultants can help)
Note: At the arrow, the consultant's activities end. At the arrow, the organization begins to implement the quality management system. 8
htt3 Considerations when using the services of a consultant When receiving quality management system consulting services, the organization should consider the following: the resulting system should not generate unnecessary management and documentation; a
b) the success of the quality management system depends primarily on the involvement and commitment of top management, not just the consultant; designate a manager (usually the person responsible for maintaining the quality management system) to coordinate and supervise the consultant's activities: c)
d) in order to integrate the quality management system into the overall operation of the organization, all levels of employees must be involved; in order to evaluate the organization's processes, the consultant should be allowed to communicate with the organization's management and all levels of employees; e)
Although the quality management system consulting meets contractual or market requirements, the organization should seize the opportunity to use the implemented quality management system as an effective and efficient management tool; the quality management system has the potential to provide a basis for continual improvement of the organization's performance; h)
The consulting services should be consistent with the organizational culture, employee capabilities and existing processes and/or documents. 6
httn
A.1 Initial assessment and making recommendations
Appendix A
(Informative Appendix)
GB/T190292009/IS010019.2005
Typical activities of quality management system consultants
The initial assessment and contract signing should mainly include the following: A.11E
Identify the organizational needs, requirements and objectives proposed by the top management: a)
Review the identified organizational needs, requirements and objectives The initial assessment should consider: 1) relevant customer requirements;
comply with relevant standards;
comply with relevant laws and regulations;
propose management and operation methods,
5) identify the gap between the current situation of the organization and the objectives to be achieved in the contract; document the activities required to achieve a quality management system that meets the needs, requirements and objectives described in clauses a) and b) 4); c
prepare and submit to top management proposals to achieve the activities identified in clause c) as the basis for the contract. The contract should be clear in language and include the following terms: the scope of the quality management system consulting activities; planning of quality management system implementation activities; commitments, roles, responsibilities and results of the consultant and the organization; commitment of the organization to provide internal resources;
the use of resources to support the consultant's activities; monitoring methods;
terms for contract changes;
confidentiality;
applicable benchmarks;
milestones and completion times;
payment terms;
time schedule.
Examples of implementing a quality management system
Table A.1 gives the activities for implementing a quality management system; Table A.2 gives examples of supporting the implementation of a quality management system. Table A.1 Activities for implementing a quality management system
Description of activities
1. Provide top management with information on the main requirements of relevant quality management system standards, as well as the role of the organization and consultants in the design and development of the quality management system. httr
oodmatenet
GB/T19029--2009/ISO10019.2005Description of activities
2. Analyze the needs and expectations of customers and other interested parties. Note: The results of the initial assessment are usually used to: a) determine the strengths, weaknesses, opportunities and threats of the organization; b) understand and help determine the organization's policies and objectives; c) serve as the basis for planning the quality management system: Table A.1 (continued)
d) evaluate the availability of resources required to implement the quality management system; e) serve as the basis for the initial audit;
) establish measurable objectives.
3. Appoint management representatives to determine the quality policy, quality objectives and quality commitment. Communicate these objectives to the appropriate levels and functional departments within the organization. 4. Analyze the organizational structure, processes, communication channels and existing interfaces in depth. Identify the processes and responsibilities required to achieve the organizational objectives. Determine the sequence and interaction of these processes. 5. Develop a plan to determine the quality management system architecture and identify and develop the procedures required for the quality management system. At the same time, appropriate milestones should be specified in the plan to evaluate the progress and quality of the actions taken. This evaluation can be aimed at: a) the consistency between the prepared and carried out activities and the contract objectives b) the progress of the work;
c) the organization's satisfaction with the services provided by the quality management system consultant. 6. Review the completed analysis results and the pre-established plans. 7. Identify the internal resources required to achieve the quality objectives, 8. Train the person in charge of the development activities for the implementation of the quality management system and other personnel in the organization ("personnel who promote the implementation of the quality management system"). 9. Identify and determine the processes, the relationships between the processes, and establish necessary procedures, including record maintenance procedures.
10. Adjust the relevant processes and corresponding procedures to avoid any inconsistencies, gaps and overlaps.
11. Issue the final version of the quality manual.
12. Train all personnel involved in the quality management system. Implement the quality management system.
The organization's top management (consultants can help)The organization's top management (consultants can help)Management representatives and consultants, working with the heads of each function within the organization
Management representatives and consultants
The organization's top management and consultants
The organization's top management (consultants can help)Management representatives and consultants
Management representatives (consultants can help)Management representatives and consultants
Management representatives (consultants can help)Consultants and management representatives, or management representatives (consultants help). Training can also be carried out by other competent persons
Organization (consultants can help)
Note: At the arrow, the consultant's activities end. At the arrow, the organization begins to implement the quality management system. 8
htt3 Considerations when using the services of a consultant When receiving quality management system consulting services, the organization should consider the following: the resulting system should not generate unnecessary management and documentation; a
b) the success of the quality management system depends primarily on the involvement and commitment of top management, not just the consultant; designate a manager (usually the person responsible for maintaining the quality management system) to coordinate and supervise the consultant's activities: c)
d) in order to integrate the quality management system into the overall operation of the organization, all levels of employees must be involved; in order to evaluate the organization's processes, the consultant should be allowed to communicate with the organization's management and all levels of employees; e)
Although the quality management system consulting meets contractual or market requirements, the organization should seize the opportunity to use the implemented quality management system as an effective and efficient management tool; the quality management system has the potential to provide a basis for continual improvement of the organization's performance; h)
The consulting services should be consistent with the organizational culture, employee capabilities and existing processes and/or documents. 6
httn
A.1 Initial assessment and making recommendations
Appendix A
(Informative Appendix)
GB/T190292009/IS010019.2005
Typical activities of quality management system consultants
The initial assessment and contract signing should mainly include the following: A.11E
Identify the organizational needs, requirements and objectives proposed by the top management: a)
Review the identified organizational needs, requirements and objectives The initial assessment should consider: 1) relevant customer requirements;
comply with relevant standards;
comply with relevant laws and regulations;
propose management and operation methods,
5) identify the gap between the current situation of the organization and the objectives to be achieved in the contract; document the activities required to achieve a quality management system that meets the needs, requirements and objectives described in clauses a) and b) 4); c
prepare and submit to top management proposals to achieve the activities identified in clause c) as the basis for the contract. The contract should be clear in language and include the following terms: the scope of the quality management system consulting activities; planning of quality management system implementation activities; commitments, roles, responsibilities and results of the consultant and the organization; commitment of the organization to provide internal resources;
the use of resources to support the consultant's activities; monitoring methods;
terms for contract changes;
confidentiality;
applicable benchmarks;
milestones and completion times;
payment terms;
time schedule.
Examples of implementing a quality management system
Table A.1 gives the activities for implementing a quality management system; Table A.2 gives examples of supporting the implementation of a quality management system. Table A.1 Activities for implementing a quality management system
Description of activities
1. Provide top management with information on the main requirements of relevant quality management system standards, as well as the role of the organization and consultants in the design and development of the quality management system. httr
oodmatenet
GB/T19029--2009/ISO10019.2005Description of activities
2. Analyze the needs and expectations of customers and other interested parties. Note: The results of the initial assessment are usually used to: a) determine the strengths, weaknesses, opportunities and threats of the organization; b) understand and help determine the organization's policies and objectives; c) serve as the basis for planning the quality management system: Table A.1 (continued)
d) evaluate the availability of resources required to implement the quality management system; e) serve as the basis for the initial audit;
) establish measurable objectives.
3. Appoint management representatives to determine the quality policy, quality objectives and quality commitment. Communicate these objectives to the appropriate levels and functional departments within the organization. 4. Analyze the organizational structure, processes, communication channels and existing interfaces in depth. Identify the processes and responsibilities required to achieve the organizational objectives. Determine the sequence and interaction of these processes. 5. Develop a plan to determine the quality management system architecture and identify and develop the procedures required for the quality management system. At the same time, appropriate milestones should be specified in the plan to evaluate the progress and quality of the actions taken. This evaluation can be aimed at: a) the consistency between the prepared and carried out activities and the contract objectives b) the progress of the work;
c) the organization's satisfaction with the services provided by the quality management system consultant. 6. Review the completed analysis results and the pre-established plans. 7. Identify the internal resources required to achieve the quality objectives, 8. Train the person in charge of the development activities for the implementation of the quality management system and other personnel in the organization ("personnel who promote the implementation of the quality management system"). 9. Identify and determine the processes, the relationships between the processes, and establish necessary procedures, including record maintenance procedures.
10. Adjust the relevant processes and corresponding procedures to avoid any inconsistencies, gaps and overlaps.
11. Issue the final version of the quality manual.
12. Train all personnel involved in the quality management system. Implement the quality management system.
The organization's top management (consultants can help)The organization's top management (consultants can help)Management representatives and consultants, working with the heads of each function within the organization
Management representatives and consultants
The organization's top management and consultants
The organization's top management (consultants can help)Management representatives and consultants
Management representatives (consultants can help)Management representatives and consultants
Management representatives (consultants can help)Consultants and management representatives, or management representatives (consultants help). Training can also be carried out by other competent persons
Organization (consultants can help)
Note: At the arrow, the consultant's activities end. At the arrow, the organization begins to implement the quality management system. 8
httProvide top management with information on the main requirements of relevant quality management system standards and the roles of the organization and consultants in the design and development of the quality management system. httr
oodmatenet
GB/T19029--2009/ISO10019.2005 Description of activities
2. Analyze the needs and expectations of customers and other interested parties. Note: The results of the initial assessment are usually used to: a) determine the strengths, weaknesses, opportunities and threats of the organization; b) understand and help determine the organization's policies and objectives; c) serve as the basis for planning the quality management system: Table A.1 (continued)
d) evaluate the availability of resources required to implement the quality management system; e) serve as the basis for the initial audit;
) establish measurable objectives.
3. Appoint management representatives to determine the quality policy, quality objectives and quality commitment. Communicate these objectives to the appropriate levels and functional departments within the organization. 4. In-depth analysis of the organizational structure, processes, communication channels and existing interfaces. Identify the processes and responsibilities required to achieve the organization's objectives. Determine the sequence and interaction of these processes. 5. Develop a plan to determine the quality management system framework and identify and develop the procedures required for the quality management system. At the same time, in order to evaluate the progress and quality of the measures taken, appropriate milestones should be specified in the plan. This evaluation can be aimed at: a) the consistency between the prepared and carried out activities and the contract objectives b) the progress of the work;
c) the organization's satisfaction with the services provided by the quality management system consultant. 6. Review the completed analysis results and pre-established plans. 7. Identify the internal resources required to achieve the quality objectives, 8. Train the person in charge of the development activities for the implementation of the quality management system and other personnel in the organization ("personnel who promote the implementation of the quality management system"). 9. Identify and determine the processes, the relationships between the processes, and develop necessary procedures, including record maintenance procedures.
10. Adjust the relevant processes and corresponding procedures to avoid any inconsistencies, gaps and overlaps.
11. Issue the final version of the quality manual.
12. Train all personnel involved in the quality management system. Implement the quality management system.
The top management of the organization (consultants can help)The top management of the organization (consultants can help)Management representatives and consultants, in cooperation with the heads of each function within the organization
Management representatives and consultants
The top management of the organization and consultants
The top management of the organization (consultants can help)Management representatives and consultants
Management representatives (consultants can help)Management representatives and consultants
Management representatives (consultants can help)Consultants and management representatives, or management representatives (consultants help). Training can also be carried out by other competent personnel
Organization (consultants can help)
Note: At the arrow, the consultant's activities are declared over. At the arrow, the organization begins to implement the quality management system. 8
httProvide top management with information on the main requirements of relevant quality management system standards and the roles of the organization and consultants in the design and development of the quality management system. httr
oodmatenet
GB/T19029--2009/ISO10019.2005 Description of activities
2. Analyze the needs and expectations of customers and other interested parties. Note: The results of the initial assessment are usually used to: a) determine the strengths, weaknesses, opportunities and threats of the organization; b) understand and help determine the organization's policies and objectives; c) serve as the basis for planning the quality management system: Table A.1 (continued)
d) evaluate the availability of resources required to implement the quality management system; e) serve as the basis for the initial audit;
) establish measurable objectives.
3. Appoint management representatives to determine the quality policy, quality objectives and quality commitment. Communicate these objectives to the appropriate levels and functional departments within the organization. 4. In-depth analysis of the organizational structure, processes, communication channels and existing interfaces. Identify the processes and responsibilities required to achieve the organization's objectives. Determine the sequence and interaction of these processes. 5. Develop a plan to determine the quality management system framework and identify and develop the procedures required for the quality management system. At the same time, in order to evaluate the progress and quality of the measures taken, appropriate milestones should be specified in the plan. This evaluation can be aimed at: a) the consistency between the prepared and carried out activities and the contract objectives b) the progress of the work;
c) the organization's satisfaction with the services provided by the quality management system consultant. 6. Review the completed analysis results and pre-established plans. 7. Identify the internal resources required to achieve the quality objectives, 8. Train the person in charge of the development activities for the implementation of the quality management system and other personnel in the organization ("personnel who promote the implementation of the quality management system"). 9. Identify and determine the processes, the relationships between the processes, and develop necessary procedures, including record maintenance procedures.
10. Adjust the relevant processes and corresponding procedures to avoid any inconsistencies, gaps and overlaps.
11. Issue the final version of the quality manual.
12. Train all personnel involved in the quality management system. Implement the quality management system.
The top management of the organization (consultants can help)The top management of the organization (consultants can help)Management representatives and consultants, in cooperation with the heads of each function within the organization
Management representatives and consultants
The top management of the organization and consultants
The top management of the organization (consultants can help)Management representatives and consultants
Management representatives (consultants can help)Management representatives and consultants
Management representatives (consultants can help)Consultants and management representatives, or management representatives (consultants help). Training can also be carried out by other competent personnel
Organization (consultants can help)
Note: At the arrow, the consultant's activities are declared over. At the arrow, the organization begins to implement the quality management system. 8
htt
Tip: This standard content only shows part of the intercepted content of the complete standard. If you need the complete standard, please go to the top to download the complete standard document for free.