GB/T 19004-2011 Quality management approach to the sustained success of an organization GB/T19004-2011 Standard download decompression password: www.bzxz.net
This standard provides guidance for organizations to achieve sustained success through the use of quality management methods. This standard is applicable to any organization of all types, sizes and activities. This standard is not intended for certification, legal or contractual purposes.
This standard was drafted in accordance with the rules given in GB/T1.1-2009. This standard
uses the translation method equivalent to ISO9004:2009 "Quality management approach to the sustained success of an organization" (English version).
This standard replaces GB/T19004-2000 "Guide to improving the performance of quality management systems". This standard has undergone major changes compared with GB/T19004-2000. The title, content and structure of the standard are completely updated, providing users with a holistic view of the quality management system to guide organizations to achieve sustained success.
The Chinese document that has a consistent correspondence with the international documents normatively referenced in this standard is:
GB/T19000—2008 Quality Management System Fundamentals and Vocabulary (ISO9000:2005, IDT)
This standard is proposed and managed by the National Technical Committee for Standardization of Quality Management and Quality Assurance (SAC/TC151).
The drafting units of this standard are: China National Institute of Standardization, China National Accreditation Service for Conformity Assessment, China Certification and Accreditation Association, School of Economics and Management of China Institute of Metrology, Shanghai Institute of Quality Management Science, Shenzhen Institute of Excellence in Quality Management, China Aerospace Standardization and Product Assurance Research Institute, China Building Materials Inspection and Certification Center, Beijing Chuangyuan Xincheng Management System Certification Co., Ltd., China Quality Association, Shanghai Tobacco Group Co., Ltd., Shanghai Mitsubishi Elevator Co., Ltd., Qingdao Haier Group.
The main drafters of this standard are: Gu Yanjun, Li Jing, Li Qiang, Liang Xiaowen, Wang Xiaosheng, Song Mingshun, Wang Jinde, Shen Bin, Jiang Yuanying, Shi Xinyong, Gao Qiang, Wang Jun, Li Huaqiang, Yu Minjun.
The previous versions of the standards replaced by this standard are:
———GB/T10300.5—1988, GB/T19004.1—1992, GB/T19004.1—1994, GB/T19004—2000.
The following documents are indispensable for the application of this document. For any dated referenced document, only the dated version applies to this document. For any undated referenced document, the latest version (including all amendments) applies to this document.
ISO9000 Quality management system—Fundamentals and vocabulary (Quality management system—Fundamentals and vocabulary)
Foreword III
Introduction IV
1 Scope1
2 Normative references1
3 Terms and definitions1
4 Managing the sustained success of the organization1
4.1 General1
4.2 Sustained success1
4.3 The organization’s environment2
4.4 Interested parties and their needs and expectations2
5 Strategy and policy3
5.1 General3
5.2 Development of strategy and policy3
5.3 Development of strategy and policy3
5.4 Communication of strategy and policy4
6 8 Monitoring, measurement, analysis and review9 || tt || 8.1
General9||tt || 8.2
Monitoring9 || tt || 8.3 Measurement9 || tt || 8.4 Analysis 11 8.5 Review of information obtained from monitoring, measurement and analysis 12 9 Improvement, innovation and learning 12 9.1 General 12 9.2 Improvement 12 9.3 Innovation 13 9.4 Learning 13 Appendix A (Informative) Self-assessment tool 15 Appendix B (Informative) Quality management principles 27 Appendix C (Informative) Comparison between GB/T19004-2011 and GB/T19001-2008 31 References 33

ICS 03.120.10
National Standard of the People's Republic of China
GB/T19004—2011/ISO9004:2009 replaces GB/T19004—2000
Managing for the sustained success of an organization-A quality management approach(ISO 9004:2009.IDT)
2011-12-30 Issued
General Administration of Quality Supervision, Inspection and Quarantine of the People's Republic of China Standardization Administration of the People's Republic of China
Digital Anti-Counterfeiting
2012-02-01 Implementation
2 Normative References
1 Scope
Normative References
Terms and Definitions
Management for the Sustained Success of an Organization
4.2 Sustained Success
4.3 The organization's environment
Interested parties and their needs and expectations
5Strategy and policy
Strategy and policy formulation
Strategy and policy development
Communication of strategy and policy
6Resource management
Financial resources
The organization's employees
Suppliers and partners
Infrastructure
Work environment
Knowledge, information and technology,
Natural resources
Process management
Process planning and control
Process responsibilities and authorities
8 Monitoring, measurement, analysis and review
8.3 Measurement
Review of information obtained from monitoring, measurement and analysis8.5
9 Improvement, innovation and learning
9.1 General -
GB/T19004—2011/IS09004:2009.............
.........
GB/T19004—-20 11/ISO9004:20099.2
Innovation·
Appendix A (Informative Appendix)
Appendix B (Informative Appendix)
Appendix C (Informative Appendix)
References
Self-assessment tool
Quality management principle
Comparison between GB/T19004--2011 and GB/T19001-200812
This standard was drafted in accordance with the rules given in GB/T1.1-2009. GB/T19004-2011/ISO9004:2009 This standard uses the translation method to adopt ISO9004:2009 "Quality management method for the sustained success of an organization" (English version). This standard replaces GB/T19004--2000 "Guide to improving the performance of quality management systems". This standard has undergone significant changes compared to GB/T19004-2000. The title, content and structure of the standard have been completely updated, providing users with a holistic view of the quality management system to guide organizations to achieve sustained success.
The Chinese document that has a consistent correspondence with the international documents normatively referenced in this standard is: GB/T19000-2008 Quality Management System Fundamentals and Vocabulary (ISO9000:2005, IDT) This standard is proposed and managed by the National Technical Committee for Standardization of Quality Management and Quality Assurance (SAC/TC151). The drafting units of this standard are: China National Institute of Standardization, China National Accreditation Service for Conformity Assessment, China Certification and Accreditation Association, School of Economics and Management, China Institute of Metrology, Shanghai Institute of Quality Management Science, Shenzhen Institute of Excellence Quality Management, China Aerospace Standardization and Product Assurance Research Institute, China Building Materials Inspection and Certification Center, Beijing Chuangyuan Xincheng Management System Certification Co., Ltd., China Quality Association, Shanghai Tobacco Group Co., Ltd., Shanghai Mitsubishi Elevator Co., Ltd., Qingdao Haier Group. The main drafters of this standard are: Gu Yanjun, Li Jing, Li Qiang, Liang Xiaowen, Wang Xiaosheng, Song Mingshun, Wang Jinde, Shen Bin, Jiang Yuanying, Shi Xinyong, Qiang, Wang Jun, Li Huaqiang, Yu Minjun.
The previous versions of the standards replaced by this standard are: GB/T10300.5—1988. GB/T19004.1—-1992, GB/T19004.1--1994, GB/T19004—2000. H
GB/T19004—2011/IS09004:2009 Introduction
This standard provides organizations with guidance on achieving sustained success through the use of quality management methods to help organizations cope with complex, severe and changing environments.
The sustained success of an organization depends on its ability to meet the needs and expectations of customers and other interested parties in a long-term and balanced manner. Sustained success can be achieved through effective management of the organization, understanding of the organization's environment, learning, and appropriate improvements and (or) innovations. This standard advocates the use of self-assessment as an important tool for evaluating the maturity level of an organization, including evaluation of leadership, strategy, management system, resources and processes, so as to identify the organization's strengths, weaknesses and opportunities for improvement and (or) innovation. This standard focuses on a wider range of quality management than GB/T19001, emphasizing the needs and expectations of all stakeholders, and providing guidance for systematically and continuously improving the overall performance of the organization. Figure 1 shows an expanded model of a process-based quality management system that combines elements of GB/T19001 and GB/T19004.
Organization's environment
Interested parties
Weak needs and expectations
Needs and expectations
Information flow
Value-added activities
Achieve sustained success through continuous improvement of the quality management system GB/T19004
Chapter 4
Organization's sustained
Successful management
GB/T19004
Chapter 5
Strategy and Policy
GB/T19004www.bzxz.net
Chapter 6
Resource Management
(Expanded Scope)
GB/T19001
Chapter 6
Yellow Source Management
GB/T19001
Chapter 5
Management Responsibilities
GB/T19001||tt ||GB/T19001
Chapter 7
Product Realization
GB/T19004
Chapter 7
Process Management
GB/T19004
Chapter 9
Improvement, Innovation and
GB/T19001
Chapter 8
Measurement, Analysis and
GB/T19001 9004
Basics: Quality Management Principles (GB/T19000) GB/T19004
Chapter 8
Monitoring, Measurement
Analysis and Review
Figure 1 Extended Model of Process-based Quality Management System Organizational Environment
Stakeholders
This standard is consistent with GB/T19001 and is compatible with other management system standards. These standards can complement each other or be used separately.
GB/T19004—2011/IS09004:2009 Annex A provides organizations with tools for self-assessment of their strengths and weaknesses in order to determine the maturity level of the organization and identify opportunities for improvement and innovation.
Annex B provides a description of the quality management principles, which are the basis of the quality management standards developed by ISO/TC176. Appendix C provides a comparison table between this standard and the clauses of GB/T19001—2008. V
1Scope
GB/T19004—2011/ISO9004:2009 Quality management approach for sustained organizational success This International Standard provides guidance for organizations to achieve sustained success through the application of quality management approaches. This International Standard is applicable to organizations of all types and sizes and engaged in various activities. This International Standard is not intended for certification, legal or contractual purposes. 2 Normative references
The following documents are indispensable for the application of this document. For dated references, only the dated version applies to this document. For undated references, the latest version of the referenced document (including any amendments) applies to this document. ISO 9000 Quality management system Fundamentals and vocabulary
3 Terms and definitions
The terms and definitions defined in ISO 9000 and listed below apply to this document. 3.1
Sustained success
Sustained success
The result of the ability of an organization to achieve and maintain its objectives over the long term. 3.2
Organization's environment
The combination of internal and external factors and conditions that influence the achievement of the organization's objectives and the organization's behavior towards its interested parties. 4 Management for sustained success of the organization
4.1 General
In order to achieve sustained success, top management shall adopt a quality management approach. The organization's quality management system shall be based on the quality management principles given in Annex B. The concepts described in these principles are the basis for an effective quality management system. Top management shall apply these principles to the organization's quality management system.
The organization shall establish a quality management system to ensure: - efficient use of resources;
- decisions based on factual evidence
- attention to customer satisfaction and the needs and expectations of other interested parties. Note: In this standard, the term "top management" refers to the highest level of decision-making authority in the organization, and the term "organization" includes all personnel in the organization. This is consistent with the definition of terms given in GB/T19000. 4.2 Sustained success
The organization can achieve sustained success by meeting the needs and expectations of interested parties in a balanced manner and over a long period of time. 1
GB/T 19004—2011/ISO 9004:2009 The environment of an organization is constantly changing and uncertain. Therefore, in order to achieve sustained success, top management should: have a long-term strategic vision;
-Continuously monitor and regularly analyze the organization's environment; identify all stakeholders, evaluate their respective potential impact on the organization's performance, and determine how to meet their needs and expectations in a balanced manner;
Involve stakeholders in continuous participation and keep them informed of the organization's activities and plans; establish mutually beneficial relationships with suppliers, partners and other stakeholders; use a variety of methods, including negotiation and mediation, to balance the often competing needs and expectations of stakeholders; -Identify short-term and long-term risks to the organization and implement the organization's overall strategy to reduce these risks; predict future resource requirements (including the capabilities required by employees); establish processes suitable for achieving the organization's strategy and ensure that these processes can adapt quickly to changing circumstances; regularly evaluate compliance with current plans and procedures and take appropriate corrective and preventive actions; ensure that the organization's employees have the opportunity to learn for their own benefit and to maintain the vitality of the organization; establish and maintain processes for innovation and continuous improvement. 4.3 The organization's environment
Regardless of the organization's size (large or small), activities, products or type (profit or non-profit), the organization's environment is constantly changing and should be monitored. This monitoring should enable the organization to identify, evaluate and manage risks related to interested parties and their changing needs and expectations. Top management should make timely decisions on organizational change and innovation to maintain and improve the organization's performance. NOTE For more information on risk management, see ISO 31000. 4.4 Interested parties and their needs and expectations
Interested parties are individuals and other entities that can add value to the organization or have an interest in or are affected by the organization's activities. Meeting the needs and expectations of interested parties enables the organization to achieve sustained success. The needs and expectations of each interested party are different, some may conflict with each other, and some may change rapidly. Therefore, the methods of expressing and meeting the needs and expectations of interested parties can take many forms, such as collaboration, cooperation, negotiation, outsourcing or termination of an activity. Table 1 Examples of interested parties and their needs and expectations Interested parties
Owners and/or shareholders
Employees of the organization
Supply partners
Needs and expectations
Quality, price and delivery of products
Sustained profitability
Transparency
Good working environment
Occupational safety
Recognition and rewards
Mutual benefit and continuity
Environmental protection
Ethical behavior
Compliance with legal and regulatory requirements
Note: Although most organizations have similar descriptions of interested parties [such as customers, owners and/or shareholders, suppliers and partners, employees of the organization, etc.], the composition of these categories varies greatly over time and between different organizations, industries, countries and cultures. 2
5 Strategy and policy
5.1 General
GB/T19004—2011/IS09004:2009 In order to achieve sustained success, top management should establish and maintain the organization's mission, vision and values, and make them fully understood, recognized and supported by employees and, where appropriate, other interested parties. Note: In this standard, "mission" is a description of why the organization exists, and "vision" is a description of the organization's desired state, that is, what kind of organization the organization wants to be and how the organization expects its interested parties to see it. 5.2 Strategy and policy formulation
Top management should clearly formulate the organization's strategy and policy so that its mission, vision and values ​​are recognized and supported by interested parties. At the same time, it should also regularly monitor the organization's environment to determine whether it needs to review and (where appropriate) revise its strategy and policy. To develop, implement and maintain effective strategies and policies, the organization should have appropriate processes in place to: continuously monitor and regularly analyze the organization's environment, including customer needs and expectations, competition, new technologies, policy changes, economic forecasts or social factors;
identify and determine the needs and expectations of other interested parties; - evaluate existing process capabilities and resources; - identify future resource and technology requirements; - update strategies and policies;
identify the outputs necessary to meet the needs and expectations of interested parties. The organization should establish the above processes in a timely manner and determine the plans and resources required to support these processes. The development of organizational strategy should also consider activities such as analysis of customer needs or legal and regulatory requirements, products, strengths, weaknesses, opportunities and threats. The organization should also have a clear process for developing and reviewing its strategy. Note: "Strategy" refers to a logically structured plan or method developed to achieve objectives (especially long-term objectives). 5.3 Development of strategy and policy
5.3.1 General
To implement its strategies and policies for sustained success, the organization shall establish and maintain the following processes and practices: - translate strategies and policies (where appropriate) into measurable objectives at all relevant levels of the organization; - determine timetables for each objective and assign responsibilities and authorities for achieving it; - assess strategic risks and specify appropriate responses; - provide the resources needed to carry out the necessary activities; - implement the activities necessary to achieve those objectives. 5.3.2 Processes and routines
To ensure that processes and routines are effective and efficient, the organization should carry out relevant activities to: - predict potential conflicts caused by different needs and expectations of stakeholders; - evaluate and understand the current performance of the organization and the root causes of past problems to avoid recurrence of problems; - maintain information communication with stakeholders, obtain their commitment, let them know the progress of the plan, and obtain their feedback and suggestions for improvement;
- review the management system and its processes, and update them when necessary; - monitor, measure, analyze, review and report; 3
GB/T 19004--2011/IS0 9004:2009 provide the necessary resources, including those required for improvement, innovation and learning; - set, adjust and achieve goals, including determining timetables: ensure that the results are consistent with the strategy.
5.3.3 Development
To develop strategies and policies, the organization shall identify the interrelationships between processes. The description of the sequence of processes and their interactions can help the organization conduct review activities in the following ways:
- show the relationship between the organizational structure, systems and processes;- identify potential problems in the interaction between processes;- provide a method for determining the priority of improvement and other change activities;- provide a framework for setting, coordinating and developing goals at all relevant levels of the organization. 5.4 Communication of strategies and policies
Effective communication of strategies and policies is essential to the sustained success of the organization. Communication of strategies and policies should be meaningful, timely and uninterrupted. Communication should also include feedback mechanisms on strategies and policies, review cycles and provisions for proactively responding to changes in the organizational environment. The organization's communication process should include vertical and horizontal communication and should vary according to the different needs of the communication objects. For example, the same information may be different when it is communicated to the organization's employees and when it is communicated to customers or other interested parties. 6 Resource management
6.1 General
The organization shall identify the internal and external resources required to achieve its short-term and long-term goals. The organization's resource management policy and approach should be consistent with its strategy.
To ensure the effective and efficient use of resources (such as equipment, facilities, materials, energy, knowledge, finance and personnel), the organization must have processes to provide, allocate, monitor, evaluate, optimize, maintain and protect these resources. To ensure that the resources required for future activities are available, the organization should identify and evaluate the risks that may arise from the lack of these resources, and continuously monitor the current use of resources to find opportunities for improving resource utilization. At the same time, the organization should also conduct research on new resources, optimized processes and new technologies.
The organization should regularly review the availability and suitability of identified resources (including external resources) and take appropriate measures when necessary. The results of these reviews should serve as inputs to the organization's strategic review, objective review and plan review. 6.2 Financial resources
Top management should determine the organization's financial needs and the financial resources required for the organization's current and future operations. Financial resources can be in different forms, such as cash, securities, loans or other financial instruments. In order to effectively allocate and efficiently use financial resources related to achieving organizational objectives, the organization should establish and maintain processes for monitoring, controlling and reporting.
Reports on these contents can also provide a means to identify ineffective or inefficient activities and initiate appropriate improvement measures. Financial reports on activities related to management system performance and product conformity should be used for management review. Improving the effectiveness and efficiency of the management system can have a positive impact on the financial results of the organization in many ways, such as: internally reducing process failures and product failures, eliminating waste of materials or time, etc.; externally reducing product failures, reducing compensation costs for product warranties and guarantees, reducing product liability and other legal risks, and reducing the costs of losing customers and markets. Note: GB/T 19024 provides examples for organizations on how to identify and obtain financial and economic benefits through the application of GB/T 19000 quality management principles. 4
6.3 Employees of the organization
6.3.1 Employee management
GB/T19004--2011/IS0 9004:2009 Employees are an important resource of the organization, and their full participation can enhance their ability to create value for stakeholders. The top management should, through its leadership role, establish and maintain a common vision, common values ​​and an internal environment that allows employees to fully participate in the achievement of organizational goals.
Employees are the most valuable and important resources of the organization, so the organization should ensure that their working environment can encourage personal growth, learning, knowledge dissemination and teamwork. The management of employees should be implemented in a planned, transparent, ethical and socially responsible manner. The organization should ensure that employees understand the importance of their contributions and roles. The organization should establish appropriate processes to enable employees to: - Translate the organization's strategic and process goals into their own work goals and develop plans to achieve them; - Identify the constraints that affect their own performance; - Obtain authority to solve problems and take responsibility; - Evaluate their performance based on their personal work goals; - Actively seek opportunities to improve their own capabilities and accumulate experience; - Promote teamwork and encourage mutual cooperation among employees; - Share information, knowledge and experience within the organization. 6.3.2 Employee Competence
The organization should establish and maintain an "employee development plan" and related processes to ensure that it has the necessary capabilities. These plans and processes will help the organization identify, develop and improve employee capabilities through the following steps: Based on the organization's mission, vision, strategy, policies and goals, identify the professional and personal capabilities required by the organization in the short and long term;
Identify the organization's current existing capabilities and the gaps between existing capabilities and current and future capabilities; - Take measures to enable employees to improve and (or) acquire capabilities to eliminate the above gaps; - Review and evaluate the effectiveness of the measures taken to ensure that the necessary capabilities are acquired; Maintain the acquired capabilities.
Note: For more guidance on competence and training, see GB/T 19025. 6.3.3 Employee participation and motivation
The organization should encourage employees to understand the significance and importance of their duties and activities in creating and providing value to customers and other interested parties. To encourage employee participation and stimulate their initiative, the organization should consider activities such as: - Develop processes for sharing knowledge and leveraging employee capabilities, for example, programs for collecting improvement suggestions; - Establish appropriate recognition and reward systems based on the evaluation of individual employee achievements; - Establish a skills assessment system and conduct career planning to promote the personal development of employees; - Continuously review employee satisfaction and their needs and expectations; - Provide opportunities for coaching and training. Note: For more information on "employee participation", see the relevant quality management principles in Appendix B. 6.4 Suppliers and partners
6.4.1 General
Partners can be suppliers of products, providers of services, technical and financial institutions, government and non-governmental organizations or other interested parties. 5
GB/T19004—2011/ISO9004:2009Partners may provide various resources in accordance with the provisions agreed upon in the cooperation agreement. The organization and its partners are interdependent, and this mutually beneficial relationship can enhance the ability of both parties to create value. The organization should regard partnership as a special form of relationship with suppliers, through which suppliers can invest in the organization's field of activities and share gains or losses.
When determining partnerships, the organization should consider matters such as the following: - Provide information to partners when appropriate to maximize their contributions; - Provide resource support to partners (such as providing information, knowledge, special skills, technology, processes, and joint training);
- Share gains and losses with partners; - Improve the performance of partners.
Note: For more information on mutually beneficial relationships, see the relevant quality management principles in Appendix B. 6.4.2 Selection, evaluation and capability improvement of suppliers and partners The organization shall establish and maintain a process for identifying, selecting and evaluating suppliers and partners in order to continuously improve their capabilities and ensure that the products or other resources they provide meet the needs and expectations of the organization. When selecting and evaluating suppliers and partners, the organization shall consider such matters as: - the contribution of suppliers and partners to the organization's activities and their ability to create value for the organization and its stakeholders; - the possibility of continuously improving the capabilities of suppliers and partners; - improving the organization's own capabilities through cooperation with suppliers and partners; - the risks associated with supplier and partner relationships. The organization shall work with suppliers and partners to pursue continuous improvement in the quality, price, delivery and effectiveness of the products they provide, as well as the effectiveness of the management system, based on regular evaluation and feedback on their performance. The organization shall continuously review and strengthen its relationships with suppliers and partners, while also considering the balance between its short-term and long-term goals. 6.5 Infrastructure
The organization shall plan, provide and manage its infrastructure effectively and efficiently, and shall regularly evaluate the suitability of the infrastructure to meet the organization's objectives. To this end, the organization should give due consideration to:
- The credibility of the infrastructure (including availability, reliability, maintainability and security, etc.); - Safety and confidentiality;
Infrastructure elements related to products and processes; efficiency, cost, capacity and working environment; - The impact of infrastructure on the working environment. The organization should identify and assess the risks associated with the infrastructure and take measures to reduce the risks, including the development of appropriate emergency plans. Note: For more information on environmental impacts, see GB/T24001 and other standards developed by ISO/TC207. 6.6 Work Environment
To achieve sustained success and maintain product competitiveness, organizations should provide and manage a suitable work environment. A suitable work environment is an organic combination of human and material factors. To this end, organizations should consider: creative working methods and more opportunities for participation to unleash the potential of employees; safety rules and guidelines, and the use of protective equipment; human factors and ergonomics;
psychological factors, including workload and stress; the location of the workplace;
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