Some standard content:
GB/T19004-2000
This standard is equivalent to ISO9004:2000 "Guide to Performance Improvement of Quality Management Systems". This standard is one of the GB/T19000 family of standards. The "shal1" in the standard indicates a requirement, and "should" only serves as a guide. This standard has made technical revisions to GB/T19004.1-1994, so when this standard is released, it replaces GB/T19004.1-1994. Appendix A and the appendix of this standard are prompts. This standard was proposed and coordinated by the National Technical Committee for Standardization of Quality Management and Quality Assurance (CSBTS/TC151). This standard is under the responsibility of the China Standards Research Center. Drafting units of this standard: China Standards Research Center, China Academy of Mechanical Science, Shanghai Quality Management Science Research Institute, Shenzhen Kangdaxin Quality Certification Consulting Center, China Association for Standardization, China Quality Management Association, Dongfeng Motor Automobile Co., Ltd., Tsingtao Brewery Group. The main drafters of this standard: Gu Yanjun, Li Tienan, Xiong Datian, Zhao Yizheng, Wu Xinghui, Zhang Wei, Pu Lunchang, Zhu Xiaoli, Qiao Xianghong. 50
GB/T19004—2000
ISOForeword
The International Organization for Standardization (ISO) is a worldwide federation composed of national standardization bodies (ISO member bodies). The work of formulating international standards is usually done by ISO's technical committees. If each member body is interested in a project determined by a technical committee, it has the right to participate in the work of the committee. International organizations (official or unofficial) that maintain contact with ISO may also participate in the relevant work. ISO and the International Electrotechnical Commission The ISO/IEC Technical Committee maintains a close cooperative relationship in the standardization of electrical technology. International standards are drafted in accordance with the rules of Part 3 of the ISO/IEC Directives. The draft international standard adopted by the technical committee is submitted to the member groups for voting. It must be agreed by at least 75% of the member groups participating in the vote before it can be officially published as an international standard. Some of the contents of this standard may involve some patent issues, and attention should be paid to this. ISO is not responsible for identifying any such patent issues.
International Standard ISO9004 was developed by the Quality System Subcommittee of the ISO/IC176/SC2 Quality Management and Quality Assurance Technical Committee. This standard replaces 1SO9004-1:1994 (due to the It has been technically revised). The title of this standard has been modified to reflect the connotation of quality management system. Since the clauses of many existing standards in the ISO9000 family are included in this standard, these standards will also be reviewed to decide whether to withdraw them or reissue them as technical reports. Compared with previous versions, ISO9001 and ISO9004 are now a pair of coordinated standards in terms of quality management. ISO9001 aims to provide product quality assurance and enhance customer satisfaction, while ISO9004 provides guidance for performance improvement by using a broader quality management perspective.
Appendix A and Appendix B of this standard are only Appendix 51 of Tier
GB/T 19004—2000
0. 1 General
The adoption of a quality management system should be a strategic decision of the top management of an organization. The design and implementation of an organization's quality management system is affected by various needs, specific goals, products provided, processes used, and the size and structure of the organization. This standard is based on eight quality management principles. It is not the purpose of this standard to unify the structure or documents of the quality management system. The purpose of the organization is to: identify and meet the needs and expectations of its customers and other interested parties (people within the organization, suppliers, owners, society) to obtain competitive benefits and achieve them in an effective and efficient manner: achieve. Maintain and improve the overall performance and capabilities of the organization. The application of quality management principles can not only bring direct benefits to the organization, but also play an important role in the management of costs and risks. Consideration of benefits, cost and risk management is important to the organization, its customers and other interested parties. These considerations on the overall performance of the organization can affect: Customer loyalty:
Retention and expansion of business:
Operating results, such as revenue and market share; Flexibility and rapid response to market opportunities;
- cost and cycle time (achieved through effective and efficient use of resources): Integration of a pair of processes to best achieve the desired results; Competitive advantage gained through improved organizational capabilities; Employees understand and drive the achievement of the organization's goals and participate in continual improvement; Stakeholder confidence in the effectiveness and efficiency of the organization, which can be demonstrated by the economic and social benefits generated by the organization's performance, product life cycle and reputation;
The ability to create value for the organization and its suppliers by optimizing costs and resources and by adapting flexibly and quickly to market changes. 0.2 Process approach
This International Standard encourages the use of a process approach when establishing, implementing, and improving the effectiveness and efficiency of a quality management system. By meeting the requirements of interested parties, the satisfaction of interested parties is enhanced.
In order for an organization to operate effectively and efficiently, it is necessary to identify and manage a number of interrelated activities. The activities that transform inputs into outputs through the use of resources and management can be considered processes. Usually, the output of one process directly forms the input to the next process. The application of a system of processes within an organization, together with the identification and interaction of these processes and their management, can be referred to as a "process approach". The advantage of the process approach is the continuous control of the links between individual processes in the system of processes and the combination and interaction of processes.
When the process approach is applied in a quality management system, it emphasizes the importance of the following aspects: a) understanding and meeting requirements;
1h) the need to consider the process from the perspective of added value; c) obtaining results that reflect performance and effectiveness; d) continuously improving the process based on objective measurement. The process-based quality management system model shown in Figure 1 shows the process connections proposed in Chapters 4 to 8. This display reflects that the interested parties play an important role in specifying input requirements; monitoring of interested party satisfaction requires evaluating the information of interested parties on whether the organization has met their requirements. The model in Figure 1 does not reflect the various processes in detail. The continuous improvement of the quality management system is a management position. Source management
Value-added activities
Information flow
Measurement,
Analysis and progress
Figure 1 Process-based quality management system model 0.3 Relationship with GB/T19001
Stakeholders
GB/T19001 and GB/T19004 have been developed as a pair of coordinated quality management system standards. They complement each other but can also be used separately. Although the two standards have different scopes, they have similar structures to help them work as a coordinated and consistent Application of benchmarking.
GB/T19001 specifies the requirements for quality management systems, which can be used internally by organizations, or for certification or contractual purposes. In terms of meeting customer requirements, GB/T19001 focuses on the effectiveness of the quality management system. Compared with GB/T19001, GB/T19004 provides guidance for a wider range of quality management system standards. In addition to effectiveness, the standard also pays special attention to continuously improving the overall performance and efficiency of the organization, which is very important for top managers who want to achieve continuous performance and exceed GB/T GB/T 19004 recommends guidelines for those organizations that do not meet the requirements of GB/T 19001. However, for certification and individual compliance, GB/T 10004 is not applicable.
To further facilitate use, this standard places the basic content of GB/T 19001 requirements in a box and attaches it after the corresponding clauses. The "Notes" provide guidance for understanding and interpreting this standard. 0.4 Compatibility with other management systems
This standard does not include guidance for other management systems, such as guidance specific to environmental management, occupational health and safety management, financial management or risk management. However, this standard enables organizations to combine or integrate their own quality management system with related management systems. Organizations may change their existing management systems in order to establish a quality-based management system that follows the guidance of this standard. 53
1 Scope
National Standard of the People's Republic of China
Guidelines for performance improvement of quality management systems
Quality management systems
Guidelines for performance improvement of quality management systems improvementsGB/T19004-2000
idt 1So 9004.2000
replaces GB/T 19004.1—1994
This standard provides guidance beyond the requirements of GB/T 19001 in order to consider improving the effectiveness and efficiency of the quality management system and then consider the potential for improving the performance of the organization: Compared with GB/T 1900, this standard expands the goals of customer satisfaction and product quality to include the satisfaction of interested parties and the performance of the organization.
This standard applies to each process of the organization, so the quality management principles based on this standard can also be applied throughout the organization. This standard emphasizes the achievement of continuous improvement, which can be measured by the satisfaction of customers and other interested parties. This standard includes guidance and recommendations, and is neither intended for certification, regulatory or contractual purposes, nor is it a guide for the implementation of GB/T 19001. 2 Referenced standards
The provisions contained in the following standards constitute the provisions of this standard through reference in this standard. When this standard was published, the versions shown were valid. All standards will be revised, and parties using this standard should explore the possibility of using the latest versions of the following standards. GB/T19000—2000 Quality Management System Fundamentals and Vocabulary (idtISQ9000:2000) 3 Terms and Definitions
This standard adopts the terms and definitions in GB/T19000. The following terms used in this standard to describe the supply chain have been changed to reflect the current usage: Supplier → Organization - Customer (interested party) The term "product" that appears in this standard may also refer to "service". 4 Quality Management System
4.1 Management of Systems and Processes
Successfully leading and operating an organization requires managing it in a systematic and transparent manner. Implementing and maintaining a management system that continuously improves the effectiveness and efficiency of the organization's performance by considering the needs of interested parties can make the organization successful. Quality management is one of the various management contents of the organization.
Top management should establish a customer-oriented organization by: a) determining systems and processes that are accurately understood and effectively and efficiently managed and improved; b) ensuring that processes are operated and controlled effectively and efficiently, and ensuring that there are measurement methods and data to determine the good performance of the organization. The activities required to establish a customer-oriented organization may include: determining and promoting processes that can lead to improved organizational performance; continuously collecting and using process data and information; guiding the organization to make continuous improvements;
Approved by the State Administration of Quality and Technical Supervision on 2000-12-28.54
Implementation on 2001-06-01
GB/T19004—2000
Use appropriate methods to evaluate process improvements, such as self-assessment and management review. Appendix A and Appendix B respectively give examples of self-assessment and continuous improvement processes GB/T1900+-2000 Quality Management System Requirements Quality Management System
4.1 General Requirements
The organization shall establish, document, implement and maintain a quality management system in accordance with the requirements of this standard, and continuously monitor its effectiveness.
The organization shall:
a) Identify the processes required for the quality management system and their application in the organization; b) Determine the sequence and interaction of these processes; c) Determine the principles and methods required to ensure the effective operation and control of these processes; d) Ensure that the necessary resources and information are available to support the operation of these processes and the monitoring of these processes; e) Monitor, test and analyze these processes; f) Implement necessary measures to achieve the results of planning these processes and continuous improvement of these processes. The organization shall manage these processes in accordance with the requirements of this standard. For any outsourced processes that affect product conformity selected by the organization, the organization shall ensure that they are controlled. Controls on such outsourced processes should be identified in the quality supervision system. NOTE The processes required for the quality management system mentioned above should include processes related to quality management activities, provision of resources, product realization and measurement. 4.2 Documents Management shall specify the documents required to establish, implement and maintain the quality management system and to support the effective and efficient operation of the organization's processes, including relevant records. The nature and scope of the documents shall meet contractual, legal and regulatory requirements and the needs and expectations of customers and other interested parties, and be appropriate to the organization. Documents may take any form or media that is appropriate to the needs of the organization. In order for documents to meet the needs and expectations of interested parties, managers shall consider the contractual requirements of customers and other interested parties; the international, national, regional and industry standards adopted; relevant legal and regulatory requirements; decisions of the organization; external sources of information related to the development of the organization's capabilities; and information related to the needs and expectations of interested parties. Management should evaluate the effectiveness and efficiency of the organization's development, use and control of documents against the following criteria: - functionality (such as processing speed);
ease of use;
resources required;
policies and objectives;
current and future requirements related to management knowledge; the level of the document system compared;
interfaces used by the organization's customers, suppliers and other interested parties. Management should ensure that appropriate documents are available to personnel within the organization and other interested parties in accordance with the organization's principles of communication. 55
GB/T 19004—2000
GB/T 19001—2000
Quality management system requirements
4.2 Document requirements
4.2.1 General
The quality management system documents shall include:
a) documented quality policy and quality objectives; b) quality manual;
c) documented procedures required by this standard; d) documents required by the organization to ensure the effective planning, operation and control of its processes; e) records required by this standard.
Note 1: Where this standard mentions "documented procedures", it requires the establishment, documentation, implementation and maintenance of such procedures. 2: The amount and level of detail of the organization's quality management system documentation will depend on: (a) the scope of the quality management system, including the details and justification of any exclusions; (b) documented procedures established for the quality management system or references to them; and (c) a description of the interactions between the quality management system processes. 4.2.3 Document control Documents required by the quality management system shall be controlled. Quality records are a special type of document and shall be controlled in accordance with the requirements of 4.2.4.
A documented procedure should be established to specify the control required for: a) Approval of documents before they are issued to ensure that they are adequate and appropriate; b) Review and update of documents and re-approval when necessary; c) Ensure that changes to documents and the current revision status are identified; d) Ensure that relevant versions of applicable documents are available at the point of use; c) Ensure that documents remain clear and easily identifiable; [) Ensure that external documents are identified and their distribution is controlled; ]) Prevent the unintended use of obsolete documents. If obsolete documents are retained for any reason, they should be appropriately marked.
4.2.4 Record Control
Records should be established and maintained to provide evidence of conformity to requirements and the effective operation of the quality management system. Records should be kept clear, easily identifiable and retrievable. A documented procedure should be established to specify the control required for the identification, storage, protection, retrieval, retention period and disposal of records.
4.3 Application of quality management principles
Successfully leading and operating an organization requires managing it in a systematic and transparent manner. The management guidelines provided in this standard are based on eight quality management principles.
These principles are formulated for top management to enable top management to lead the organization to improve performance. These quality management principles have been integrated into this standard, which are;
a) Customer focus
GB/T19004—2000
Organizations depend on customers, so organizations should understand customers' current and future needs, meet customer requirements and strive to exceed customer expectations, b) Leadership
Leaders establish the purpose and direction of the organization. They should create and maintain an internal environment that enables employees to fully participate in achieving organizational goals.
) Employee participation
Employees at all levels are the foundation of the organization. Only with their full participation can their talents bring benefits to the organization. d) Through the use of the method
managing activities and related resources as processes can achieve the desired results more efficiently. e) The system approach to management
identifying, understanding and managing interrelated processes as a system helps the organization improve the effectiveness and efficiency of achieving its goals. f) Continuous improvement
continuous improvement of overall performance should meet the organization's permanent goal. ) Fact-based decision-making method
effective decision-making is based on the analysis of data and information. h) Mutually beneficial relationship with suppliers
organizations and suppliers are interdependent, and mutually beneficial relationships can enhance the ability of both parties to create value. The successful application of the eight management principles by the organization will benefit the stakeholders, such as: improved return on investment, value creation and increased stability. 5 Management responsibilities
5.1 General guidance
5.1.1 Introduction
The leadership, commitment and active participation of top management are essential to establish and maintain an effective and efficient quality management system to benefit all stakeholders. To benefit the organization and interested parties, it is necessary to establish, maintain and improve customer satisfaction. Top management should consider the following activities:
Establish vision, policies and strategic objectives that are consistent with the purpose of the organization: Guide the organization by example: To promote mutual trust among its personnel; Communicate the organization's attitudes and values regarding quality and the quality management system; Participate in improvement projects, seek new methods, solutions to problems and develop new products; Receive feedback on the effectiveness and efficiency of the quality management system; Identify product realization processes that can add value to the organization; Identify supporting processes that affect the effectiveness and efficiency of product realization processes; Create an environment that encourages the participation and development of people within the organization: Provide the structure and resources necessary to support the implementation of the organization's strategic plans. Top management should also define how the organization's performance is measured to determine whether the company's goals are being achieved. These methods include:
Financial measurement:
Continuous measurement of the performance of the entire organization's processes;
External measurement, such as horizontal comparison and third-party evaluation; Assessment of the satisfaction of customers, personnel within the organization and other stakeholders; Assessment of the perception of customers and other interested parties on product performance; Measurement of other success factors identified by management. The information obtained from these measurements and assessments should be used as input to management review to ensure that the improvement of the organization's performance is driven by continual improvement of the quality management system.
5.1.2 Matters to be considered
GB/T 19004—2000
When establishing, implementing and managing the organization's quality management system, management should consider the quality management principles outlined in Clause 4.3. Based on these principles, top management should demonstrate leadership and commitment to the following activities: understand the current and future needs and expectations of customers in addition to their requirements; ... communicate policies and objectives to increase awareness, motivation and participation of people within the organization; ... make continual improvement a goal for the organization's processes; plan for the organization's future and manage change;
determine a framework to satisfy interested parties and communicate it. In addition to incremental or continuous improvement, top management should consider disruptive changes to processes as a means of continuous improvement of the organization. During the change period, management should take measures to ensure that the resources and communication required to maintain the functionality of the quality management system are provided.
Top management should identify the organization's product realization processes that are directly related to the success of the organization. Top management should also identify support processes that affect the effectiveness and efficiency of product realization processes or affect the needs and expectations of interested parties. Management should ensure that processes are operated in an effective and efficient network. Management should also analyze and optimize the interactions of processes (including product realization processes and support processes). Management should consider:
Ensure that the sequence and interaction of processes are designed to achieve the intended results effectively and efficiently; Ensure that process inputs, activities and outputs are clearly defined and controlled: - Monitor inputs and outputs to verify that processes are interconnected and operate effectively and efficiently, - Identify and manage risks and seize opportunities for performance improvement; Analyze data to promote continual improvement of processes; Identify process owners and give them sufficient responsibilities and authority; Manage each process to achieve program objectives: the needs and expectations of stakeholders.
GB/T19001—2000 Quality Management System Requirements Management responsibilities,
5.1 Management commitment
Top management should provide evidence of its commitment to establish, implement and continually improve the effectiveness of the quality management system through the following activities:
a) Communicate to the organization the importance of meeting customer and legal and regulatory requirements;
b) Establish a quality policy;wwW.bzxz.Net
c) Ensure the establishment of quality objectives;
d) Conduct management reviews;
e) Ensure the availability of resources.
5.2 Needs and expectations of interested parties
5.2.1 General
Each organization has interested parties, and each interested party has its own needs and expectations. The interested parties of an organization include: customers, users, personnel within the organization, owners and (or) investors (such as shareholders, individuals or groups, including the public sector, who have a stake in the organization); 58
suppliers and authors;
GB/T 19004—2000
society, that is, groups and the public affected by the organization or its products. 5.2.2 Needs and expectations
The success of an organization depends on whether it can understand and meet the current and future needs and expectations of existing and potential customers and end users, as well as whether it can understand and consider the current and future needs and expectations of other interested parties. In order to understand and meet the needs and expectations of interested parties, the organization should: identify interested parties and always take their needs and expectations into account: one by one, transform the identified needs and expectations into requirements; communicate these requirements throughout the organization;
focus on process improvement to ensure that value is created for the identified interested parties. In order to meet the needs and expectations of customers and end users, the management of the organization should: understand the needs and expectations of customers, including those of potential customers; determine the key characteristics of products for customers and end users, identify and assess the organization's competitive capabilities in the market, identify market opportunities, disadvantages and future competitive advantages. The needs and expectations of customers and end users related to the organization's products may include: - Conformity;
Reliability:
Availability:
Delivery capability;
Activities after product realization:
Price and life cycle costs:
Product safety
Product responsibility:
Environmental impact.
The organization should identify the needs and expectations of its personnel in terms of recognition, job satisfaction and personal development. Such concern for them helps to ensure that the participation and motivation of its personnel are mobilized to the greatest extent. The organization should stipulate the financial and other results that meet the needs and expectations of all identified suppliers and investors. The management of the organization should consider the potential benefits of establishing a cooperative relationship with its suppliers in order to create value for both parties. Partnerships should be based on common strategies, shared knowledge and profits, and shared losses. When establishing partnerships, organizations should: identify key suppliers and other organizations that could be potential partners; reach a clear and consistent understanding of customer needs and expectations; reach a clear and consistent understanding of partner needs and expectations; and establish goals to ensure continued opportunities for partnership. When considering relationships with society, organizations should: demonstrate responsibility for health and safety; consider the impact on the environment, including energy conservation and conservation of natural resources; identify applicable legal and regulatory requirements; and identify the actual and potential impacts of their products, processes and activities on society, especially the community. 59
GB/T 19004—2000
GB/T19001--2000 Quality Management System Requirements 5.2 Customer Focus
Top management should ensure that customer requirements are determined and met with the goal of enhancing customer satisfaction. 5.2.3 Legal and Regulatory Requirements
Management should ensure that the organization has knowledge of the legal and regulatory requirements applicable to its products, processes and activities, and should take these requirements as one of the elements of the quality management system. Management should also consider: promoting effective and efficient compliance with current and expected requirements under the norms of professional ethics; - The benefits to stakeholders that exceed legal and regulatory requirements; - The role of the organization in protecting the interests of the community. 5.3 Quality Policy
Top management should use the quality policy as a means of leading the organization to achieve performance goals. The organization's quality policy should be an integral part of its overall policy and strategy and be consistent with it. When formulating the quality policy, top management should consider: the extent and type of improvements that will be needed for the organization to be successful; the expected or desired level of customer satisfaction; the development of people within the organization; the needs and expectations of other interested parties; the resources needed to exceed the requirements of GB/T 19001; the potential contribution of suppliers and partners, and the available resources. The quality policy should: be consistent with top management's vision and strategy for the organization's future; ensure that quality objectives are understood and implemented throughout the organization; demonstrate top management's commitment to quality and to providing adequate resources to achieve the objectives; under the clear leadership of top management, help promote the organization's commitment to quality, including continual improvement related to the satisfaction of customers and other interested parties' needs and expectations; be expressed in an effective manner and communicated in an efficient manner. The quality policy should be reviewed regularly like other business policies. GB/T 19001-2000 Quality Management System Requirements 5.3 Quality Policy
Top management should ensure that the quality policy:
A) is consistent with the organization's objectives;
b) includes a commitment to meet requirements and continually improve the effectiveness of the quality management system;
e) provides a framework for setting and reviewing quality objectives;
d) is communicated and understood within the organization;
e) is reviewed for continued suitability.
5.4 Planning
5.4.1 Quality Objectives
GB/T 19004-2000
The organization's strategic planning and quality policy provide a framework for establishing quality objectives. Top management should establish objectives that can lead to organizational change. These objectives should be measurable so that management can review them effectively and efficiently. When establishing these objectives, managers should also consider:
Current and future needs of the organization and its markets; relevant results of management evaluation;
…existing product performance and process performance; satisfaction of interested parties;
: self-assessment results;
level comparison, analysis of competition, and opportunities for political advancement; resources required to achieve the objectives.
Quality objectives should be communicated in a way that everyone in the organization can contribute to their achievement: the responsibilities for the implementation of quality policy objectives should be defined. Objectives should be systematically evaluated and revised as necessary. GB/T19001-2000 Quality Management System Requirements 5.4 Planning
5.4.1 Quality Objectives
Top management should ensure that quality objectives are established at relevant functions and levels of the organization. Quality objectives include the content of the content required to meet product requirements. Quality objectives should be measurable and consistent with the quality policy. 5.4.2 Quality Planning
Management shall be responsible for the quality planning of the organization. Such planning shall focus on defining the processes required to effectively and efficiently achieve the quality objectives and requirements consistent with the organization's strategy. Inputs to effective and efficient planning include:
- The organization's strategy
- Identified organizational objectives;
Identified needs and expectations of customers and other relevant forces: Evaluation of legal and regulatory requirements;
Evaluation of product performance data;
Evaluation of process performance data:
Lessons learned from the past;
Important opportunities for improvement:
Assessment of relevant risks and data on mitigation. The output of the organization's quality planning should determine the required product implementation and supporting processes based on the following aspects: the skills and knowledge required by the organization; the responsibilities and authorities for implementing process improvement plans; the resources required, such as funding and infrastructure; indicators for evaluating the results of organizational performance improvements; requirements for improvements, including the need for improved methods and tools; and documentation requirements, including the need for records. Management should conduct a systematic review of the output of quality planning to ensure the effectiveness and efficiency of the organization's processes.3 Quality Policy
Top management should use the quality policy as a means of leading the organization to achieve performance improvement. The organization's quality policy should be an integral part of its overall policy and strategy and be consistent with it. When formulating the quality policy, top management should consider: the extent and type of improvements that will be required for the organization to succeed; the expected or desired customer satisfaction; the development of people within the organization; the needs and expectations of other interested parties; the resources required to exceed the requirements of GB/T19001; the potential contribution of suppliers and partners, and the quality policy that can be discussed should: be consistent with the top management's vision and strategy for the future of the organization; make the quality vision objectives understood and implemented throughout the organization; demonstrate the top management's commitment to quality and to providing adequate resources to achieve the goals; help promote the entire organization's commitment to quality, including continuous improvement related to the satisfaction of customers and other interested parties, under the clear leadership of top management; express it in an effective way and communicate it in an efficient way. The quality policy should be reviewed regularly like other business policies. GB/T 19001-2000 Quality Management System Requirements 5.3 Quality Policy
Top management should ensure that the quality policy:
A) is consistent with the organization's objectives;
b) includes a commitment to meet requirements and continually improve the effectiveness of the quality management system;
e) provides a framework for setting and reviewing quality objectives;
d) is communicated and understood within the organization;
e) is reviewed for continued suitability.
5.4 Planning
5.4.1 Quality Objectives
GB/T 19004-2000
The organization's strategic planning and quality policy provide a framework for establishing quality objectives. Top management should establish objectives that can lead to organizational change. These objectives should be measurable so that management can review them effectively and efficiently. When establishing these objectives, managers should also consider:
Current and future needs of the organization and its markets; relevant results of management evaluation;
…existing product performance and process performance; satisfaction of interested parties;
: self-assessment results;
level comparison, analysis of competition, and opportunities for political advancement; resources required to achieve the objectives.
Quality objectives should be communicated in a way that everyone in the organization can contribute to their achievement: the responsibilities for the implementation of quality policy objectives should be defined. Objectives should be systematically evaluated and revised as necessary. GB/T19001-2000 Quality Management System Requirements 5.4 Planning
5.4.1 Quality Objectives
Top management should ensure that quality objectives are established at relevant functions and levels of the organization. Quality objectives include the content of the content required to meet product requirements. Quality objectives should be measurable and consistent with the quality policy. 5.4.2 Quality Planning
Management shall be responsible for the quality planning of the organization. Such planning shall focus on defining the processes required to effectively and efficiently achieve the quality objectives and requirements consistent with the organization's strategy. Inputs to effective and efficient planning include:
- The organization's strategy
- Identified organizational objectives;
Identified needs and expectations of customers and other relevant forces: Evaluation of legal and regulatory requirements;
Evaluation of product performance data;
Evaluation of process performance data:
Lessons learned from the past;
Important opportunities for improvement:
Assessment of relevant risks and data on mitigation. The output of the organization's quality planning should determine the required product implementation and supporting processes based on the following aspects: the skills and knowledge required by the organization; the responsibilities and authorities for implementing process improvement plans; the resources required, such as funding and infrastructure; indicators for evaluating the results of organizational performance improvements; requirements for improvements, including the need for improved methods and tools; and documentation requirements, including the need for records. Management should conduct a systematic review of the output of quality planning to ensure the effectiveness and efficiency of the organization's processes.3 Quality Policy
Top management should use the quality policy as a means of leading the organization to achieve performance improvement. The organization's quality policy should be an integral part of its overall policy and strategy and be consistent with it. When formulating the quality policy, top management should consider: the extent and type of improvements that will be required for the organization to succeed; the expected or desired customer satisfaction; the development of people within the organization; the needs and expectations of other interested parties; the resources required to exceed the requirements of GB/T19001; the potential contribution of suppliers and partners, and the quality policy that can be discussed should: be consistent with the top management's vision and strategy for the future of the organization; make the quality vision objectives understood and implemented throughout the organization; demonstrate the top management's commitment to quality and to providing adequate resources to achieve the goals; help promote the entire organization's commitment to quality, including continuous improvement related to the satisfaction of customers and other interested parties, under the clear leadership of top management; express it in an effective way and communicate it in an efficient way. The quality policy should be reviewed regularly like other business policies. GB/T 19001-2000 Quality Management System Requirements 5.3 Quality Policy
Top management should ensure that the quality policy:
A) is consistent with the organization's objectives;
b) includes a commitment to meet requirements and continually improve the effectiveness of the quality management system;
e) provides a framework for setting and reviewing quality objectives;
d) is communicated and understood within the organization;
e) is reviewed for continued suitability.
5.4 Planning
5.4.1 Quality Objectives
GB/T 19004-2000
The organization's strategic planning and quality policy provide a framework for establishing quality objectives. Top management should establish objectives that can lead to organizational change. These objectives should be measurable so that management can review them effectively and efficiently. When establishing these objectives, managers should also consider:
Current and future needs of the organization and its markets; relevant results of management evaluation;
…existing product performance and process performance; satisfaction of interested parties;
: self-assessment results;
level comparison, analysis of competition, and opportunities for political advancement; resources required to achieve the objectives.
Quality objectives should be communicated in a way that everyone in the organization can contribute to their achievement: the responsibilities for the implementation of quality policy objectives should be defined. Objectives should be systematically evaluated and revised as necessary. GB/T19001-2000 Quality Management System Requirements 5.4 Planning
5.4.1 Quality Objectives
Top management should ensure that quality objectives are established at relevant functions and levels of the organization. Quality objectives include the content of the content required to meet product requirements. Quality objectives should be measurable and consistent with the quality policy. 5.4.2 Quality Planning
Management shall be responsible for the quality planning of the organization. Such planning shall focus on defining the processes required to effectively and efficiently achieve the quality objectives and requirements consistent with the organization's strategy. Inputs to effective and efficient planning include:
- The organization's strategy
- Identified organizational objectives;
Identified needs and expectations of customers and other relevant forces: Evaluation of legal and regulatory requirements;
Evaluation of product performance data;
Evaluation of process performance data:
Lessons learned from the past;
Important opportunities for improvement:
Assessment of relevant risks and data on mitigation. The output of the organization's quality planning should determine the required product implementation and supporting processes based on the following aspects: the skills and knowledge required by the organization; the responsibilities and authorities for implementing process improvement plans; the resources required, such as funding and infrastructure; indicators for evaluating the results of organizational performance improvements; requirements for improvements, including the need for improved methods and tools; and documentation requirements, including the need for records. Management should conduct a systematic review of the output of quality planning to ensure the effectiveness and efficiency of the organization's processes.
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