This standard is the first edition of GB/T 19024. This standard has made technical revisions to GB/Z19024-2000 "Guidelines for Quality Economic Management" and replaces GB/Z19024-2000. This standard provides guidance on achieving financial and economic benefits by applying ISO 9000:2005 quality management principles. This standard is intended to provide guidance to the top management of an organization and to supplement GB/T 19004 to improve the performance of the organization. This standard lists examples of achievable benefits and identifies management methods and tools that help to achieve these benefits. This standard consists of guidelines and recommendations and is not intended for certification, regulatory or contractual purposes. This standard applies to all organizations that provide products (including services, software, hardware and process materials). This standard is equally applicable to the public and private sectors, and can provide useful guidance for them regardless of the number of employees, types of products provided, income, process complexity or number of locations. This standard can also provide support for public institutions and government organizations in promoting sustainable economic growth and prosperity. GB/T 19024-2008 Guidelines for achieving financial and economic benefits from quality management GB/T19024-2008 Standard download decompression password: www.bzxz.net
This standard is the first edition of GB/T19024. This standard has made technical revisions to GB/Z19024-2000 "Guidelines for Quality Economic Management" and replaces GB/Z19024-2000. This standard provides guidance on achieving financial and economic benefits by applying ISO 9000:2005 quality management principles. This standard is intended to provide guidance to the top management of an organization and to supplement GB/T 19004 to improve the performance of the organization. This standard lists examples of achievable benefits and identifies management methods and tools that help to achieve these benefits. This standard consists of guidelines and recommendations and is not intended for certification, regulatory or contractual purposes. This standard applies to all organizations that provide products (including services, software, hardware and process materials). This standard is equally applicable to the public and private sectors, providing useful guidance regardless of the number of employees, types of products provided, revenue, complexity of processes or number of sites. This standard can also support public institutions and government organizations in promoting sustainable economic growth and prosperity.
This standard is equivalent to ISO10014:2006 "Guidelines for achieving financial and economic benefits from quality management".
This standard is an integral part of the GB/T19000 family of standards and is consistent with it.
This standard is the first edition of GB/T19024. This standard makes a technical revision to GB/Z19024:2000 "Guidelines for economic management of quality" and replaces GB/Z19024:2000.
This standard is intended to strengthen the relationship with the GB/T19000 family of standards. This standard provides a new structure for quality management principles; at the same time, to reflect the changes in the GB/T19000 family of standards, the name and scope of this standard have also been revised.
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 Aerospace Standardization Institute, Beijing Institute of Technology, China Quality Certification Center.
Main drafters of this standard: Gu Yanjun, Tian Wu, Jiang Yuanying, Zhang Zhizhen, Cui Lirong, Wang Yu.
The previous versions of the standards replaced by this standard are:
--- GB/Z19024-2000.

The following referenced documents are indispensable for the application of this standard. For dated referenced documents, only the versions mentioned are cited. For undated referenced documents, the latest versions (including any amendments) are cited.
ISO9000:2005 Quality management system fundamentals and vocabulary

Foreword III
Introduction IV
1 Scope 1
2 Normative references 1
3 Terms and definitions 1
4 Structure of this standard 1
5 Application of management principles 2
5.1 Customer focus 2
5.2 Leadership 4
5.3 Employee participation 5
5.4 Process approach 6
5.5 Systems approach to management 7
5.6 Continuous improvement 8
5.7 Fact-based decision-making 9
5.8 Mutually beneficial relationships with suppliers 10
Appendix A (Informative) Self-assessment of application of management principles 11
Appendix B (Informative Appendix) Brief description of methods and tools cited in Chapter 5 18
References 22

ICS 03.120.10
National Standard of the People's Republic of China
GB/T19024—2008/ISO10014:2006 replaces GB/Z19024：2000
Quality management
Guidelines for realizing financial and economic benefits
Quality management-Guidelines for realizing financial and economic benefits benefits（ISO10014:2006,IDT)
2008-05-07Issued
General Administration of Quality Supervision, Inspection and Quarantine of the People's Republic of ChinaStandardization Administration of the People's Republic of China
2008-12-01Implementation
Normative references
Terms and definitions
Structure of this standard
5 Application of management principles
Customer focus
Leadership
Employee involvement
Process approach
System approach to management
5.6 Continuous improvement
5.7 Based on Factual decision-making method
5.8 Mutually beneficial relationship with suppliers·
Appendix A (informative)
Self-evaluation of application management principles
Appendix B (informative) Brief description of methods and tools cited in Chapter 5 References
GB/T19024-2008/IS010014:200610
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GB/T19024-2008/ISO10014:2006 This standard is equivalent to ISO10014:2006 "Guidelines for achieving financial and economic benefits through quality management". This standard is an integral part of the GB/T19000 family of standards and is consistent with them. This standard is the first edition of GB/T19024. This standard has made technical revisions to GB/Z19024:2000 "Guidelines for Quality Economic Management" and replaces GB/Z19024:2000.
This standard aims to strengthen the relationship with the GB/T19000 family of standards. This standard provides a new structure involving quality management principles; at the same time, in order to reflect the changes in the GB/T19000 family of standards, the name and scope of this standard have also been revised. Appendix A and Appendix B of this standard are informative appendices. This standard was proposed and coordinated 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 Aerospace Standardization Institute, Beijing Institute of Technology, China Quality Certification Center. The main drafters of this standard are: Gu Yanjun, Tian Wu, Jiang Yuanying, Zhang Zhizhen, Cui Lirong, Wang Yu. The previous versions of the standards replaced by this standard are: GB/Z19024-2000.
GB/T19024--2008/ISO100142006 Introduction
This standard provides guidance for top management to achieve financial and economic benefits through the effective application of the eight quality management principles in ISO9000:2005. These principles are expressed as "management principles" in this standard. This standard is intended to provide top management with information to promote its effective application of these management principles and to select methods and tools that can ensure the organization's continued success. The self-assessment given in this standard can be used as a tool to analyze gaps and determine their priorities (see Appendix A). This standard is based on the following interrelated management principles and aims to develop processes that contribute to the achievement of organizational goals: a) customer focus;
leadership;
c) full participation;
process approach
system approach to management;
continuous improvement;
g) fact-based decision-making methods;
h) mutually beneficial relationships with suppliers.
The adoption of these management principles is a strategic decision by top management that will strengthen the relationship between effective management and the achievement of financial and economic benefits. The use of appropriate methods and tools helps promote the development of a systematic approach that is consistent with financial and economic goals. Economic benefits are generally achieved through effective resource management and the implementation of appropriate processes to improve the overall value and health of the organization. Financial benefits are the results of organizational improvements expressed in monetary terms and achieved through cost-effective management practices within the organization. The successful integration of these management principles depends on the use of a process approach and the Plan-Do-Check-Act (PDCA) method. This enables top management to evaluate requirements, plan activities, allocate appropriate resources, implement continuous improvement activities, and measure results to determine effectiveness. It also enables top management to make the right decisions, whether these decisions involve the formulation of business strategies, the development of new products, or the fulfillment of financial agreements.
The financial and economic benefits of applying these management principles include: improved profitability;
increased revenue,
improved budget performance;
reduced costs;
improved cash flow;
improved return on investment;
-enhanced competitiveness;
retained customers and increased their loyalty;
-improved decision-making effectiveness;
optimized use of available resources;
enhanced employee responsibility;
improved intellectual capital;
optimized, effective and efficient processes;
improved supply chain performance;
-shortened time to market;
-improved organizational performance, reputation and sustainability. I
GB/T19024—2008/IS010014:2006 This standard applies to all organizations that provide products (including services, software, hardware and process materials). This standard is equally applicable to the public and private sectors, providing useful guidance regardless of the number of employees, the types of products provided, revenue, complexity of processes or number of sites. This standard can also support public institutions and government organizations in promoting sustainable economic growth and prosperity. 1 Scope
GB/T19024--2008/IS010014.2006 Guidelines for achieving financial and economic benefits from quality management This standard provides guidance on achieving financial and economic benefits through the application of ISO9000:2005 quality management principles. Note: These quality management principles are referred to as "management principles" in this standard. This standard is intended to provide guidance to the top management of an organization and to supplement GB/T19004 to improve the performance of the organization. This standard lists examples of benefits that can be achieved and identifies management methods and tools that can help achieve these benefits. This standard consists of guidance and recommendations and is not intended for certification, regulatory or contractual purposes. 2 Normative references
The following referenced documents are indispensable for the application of this standard. For dated references, only the edition mentioned is cited. For undated references, the latest edition (including any amendments) is cited. ISO9000:2005 Quality Management System Fundamentals and Vocabulary 3 Terms and Definitions
The terms and definitions established in ISO9000:2005 apply to this standard. Note 1: In IS09000:2005, the term "product" (3.4.2) is defined as the result of a process, and "process" (3.4.1) is defined as "a set of interrelated or interacting activities that transform inputs into outputs." The term product includes four general product categories: services, software, hardware and process materials. IS09000:2005 further elaborates on these terms. Note 2: The terms and definitions given in documents other than the GB/T19000 family of standards referenced by this standard may differ from GB/T19000. 4 Structure of this standard
4.1 This standard is intended to assist the highest Managers identify and achieve financial and economic benefits by applying management principles. To this end, this International Standard identifies the relevant processes for each principle and gives examples of methods and tools that can assist in applying these principles. The added value from the expected benefits should reflect the relationship between management principles, processes and the overall arrangements of the organization and its interested parties. 4.2 Chapter 5 adopts an approach that combines the process approach, the eight management principles and the Plan-Do-Check-Act (PDCA) method. This approach is reflected in the flow charts of clauses 5.1 to 5.8. An optional important tool for determining the clauses most suitable for priority improvement measures is self-assessment (see 4.3 and Appendix A). Examples of applicable methods and tools are given in the P, D and C columns of each flow chart. The methods and tools listed in the P, D and C columns are not exhaustive and users should select the methods and tools that are most appropriate for their organization. Some methods and tools can be used in more than one clause to show the relationship between the principles.
The clause "Continuous Improvement" (5.6) explains how the PDCA method can be effectively used in the strategic planning and review process of top management to achieve and further improve financial and economic benefits. All other clauses in Chapter 5 refer to clause 5.6 in the "Action" column. The result of implementing the entire process is financial and economic benefits. This standard gives some examples of achievable financial and economic benefits, but is not limited to them. Figure 1 shows a general representation of the overall process model for achieving financial and economic benefits. I
GB/T19024—2008/IS010014.2006 Input
(Initial or Comprehensive)
Self-assessment Results
> Planning (P)
Self-assessment steps to obtain input:
Be familiar with maturity levels (Table A.1)
Complete the self-assessment questionnaire (Table A.2 and Table A.3) Draw a radar chart (Figure A.1)
Prioritize improvement opportunities Sequence
Continuous Improvement Cycle
>Do (D)
Check (C)
Figure 1 General diagram of the entire process
Action (A)
Realization of financial and economic benefits
4.3 Before using the self-assessment questionnaire, the assessment team should familiarize themselves with the descriptions of maturity levels (Table A.1) and then use the initial self-assessment questionnaire (Table A.2) to make a quick overall assessment of the maturity of the organization. The latter process should take about 1 hour. The information obtained can be used to improve the selected processes in subsequent self-assessments and should also facilitate comparisons across functions and work levels throughout the organization. When the average maturity of a specific principle is less than 3, it will be significantly beneficial if top management continues to assess the principle using the comprehensive self-assessment questionnaire (Table A.3). 4.4 When choosing a comprehensive self-assessment, the organization should recognize that this is an important value-added turning point for the organization and is worth spending time on. After completing the self-assessment questionnaire, the organization should draw a radar chart that reflects the organization's maturity status (Figure A.1). The radar chart generated continuously can reflect the development status of the organization. The added value of the self-assessment depends on the objectivity, openness and effective participation of employees in the maturity assessment process. If openness is important, consider selecting a wide range of employees and completing the questionnaire anonymously. 4.5 Appendix B briefly describes some commonly used methods and tools. The methods and tools listed are not comprehensive. It is recommended that top management further study the available methods and tools and use those that reflect the specific needs of the organization. 5 Application of management principles
5.1 Customer focus
"The organization depends on its customers. Therefore, the organization should understand the current and future needs of customers, meet customer requirements and strive to exceed customer expectations.\(ISO9000:2005)
Self-evaluation results
Market assessment
·Customer feedback analysis
·Customer relationship management
·Market research and analysis
·Strategic planning
·Strengths, weaknesses, opportunities,
Weaknesses SWOT
Identification of customer requirements
·Failure mode and effects
Analysis (FMEA)
·Quality function deployment
·Service agreement
Product realization
Advanced product quality
Continuous improvement cycle
GB/T190242008/IS010014.2006
·Balanced scorecard
Planning (APQP)
Bottlenecks
Design of experiments ( DOE）
Electronic Data Interchange
·Material Requirements Planning
·Production Part Approval Process
(PPAP)
·Value Management
·Benchmarking
·Dashboard
·Product Audit
·Trend Analysis
Measurement of Customer Feedback
Telephone Call Center
Customer Relationship Management (CRM)
Customer Satisfaction Survey
Help Desk
Response and Complaint Handling| |tt||Achievable benefits
Increase revenue
Align with 5.6
Enhance competitiveness
Retain customers and increase their loyalty
Improve supply chain effectiveness
Shorten product time to market
Improve organizational effectiveness, reputation and sustainability Figure 2 Customer focus
GB/T19024—2008/1S010014.20065.2 Leadership
“Leaders establish the unity of purpose and direction of the organization. They should create and maintain an internal environment that enables employees to fully participate in achieving the organization’s goals. ” (ISO.9000:2005)
Self-assessment results
Continuous improvement cycle
Strategic planning
Balanced scorecard
Business planning
Dashboard
Organizational development (OD)
Risk analysis
Self-assessment
Strategic planning
Strengths, weaknesses, opportunities,
Threats (SWOT)
Succession planning
Trend chart
Determination of responsibilities and authorities
·Authority matrix
·Business continuity management
·Planning for capacity improvement and evaluation
Values, policies
and goals
Management by objectives (MBO)
Internal and external communication
Incentive and recognition program||t t||·Internet and Intranet
Top Management Core
Communication Briefing
Top Management's Easy
Acquisition and Resource Management
Economic Value Added (EVA)
Life Cycle Costing
Payback Period Analysis
Balanced Scorecard
Benchmarking with Best Practices
·Dashboard|| tt||·Failure Mode and Effects
Analysis (FMEA)
·Management Review
·Return on Investment (ROI)
·Statistical Techniques (See
GB/Z19027)
Trend Chart
Achievable Benefits
Improve Budget Performance
Enhance Competitiveness
Consistent with 5.6
Retain Customers and Provide Improve the level of integrity
Improve the effectiveness of decision-making
Optimize the use of available resources
Enhance employee responsibility
Improve intellectual capital
Make processes optimized, effective and efficient
Improve supply chain continuity
Improve organizational performance, reputation and sustainability Figure 3 Leadership
5.3 Full participation
GB/T19024—2008/IS010014:2006 "Employees at all levels are the foundation of the organization. Only with their full participation can their talents bring benefits to the organization" (ISO9000: 2005)
Self-evaluation results
Continuous improvement cycle
Human resource planning
Authority matrix
Capability matrix
Job design
Management by objectives (MBO)|| tt||Open business culture
Organizational development (OD)
Responsibility matrix
Succession planning
·Team building
Recruitment, training
and development
·Mentoring
On-the-job training
Team building
Capacity improvement
Career development
Notice board
Focus group||tt| |Incentive and recognition programs
Internet and intranet
Management by objectives (MBO)
Open management
Suggested programs
Balanced scorecard
Benchmarking
Dashboard
Employee satisfaction surveys
Performance appraisals
Trend analysis
Achievable benefits
Cost reduction
5.6. Retain customers and increase their loyalty. Enhance employee responsibility. Improve intellectual capital. Make processes optimal, effective and efficient. Improve supply chain performance. Improve organizational performance, reputation and sustainability. Figure 4. Full participation. GB/T19024—2008/IS010014:20065.4 Process approach. “Managing activities and related resources as processes can achieve the desired results more efficiently.” (ISO9000:2005) Input. Self-evaluation results. Continuous improvement cycle. Process identification. |tt||·Advanced Product Quality Planning
(APQP)
·Balanced Scorecard
·Contingency Planning
Failure Mode and Effects Analysis
Analysis (FMEA)
·Risk Analysis
Determine the sequence of activities and their mutual impact
·Bottleneck Management
·Critical Path Method
·Flowchart and Process Diagram
·Lean Production Process
·Value Management
Resource Allocation
Activity-Based Costing
Activity-Based Management
Bottleneck Analysis
Human Resource Management
Life Cycle Costing
|tt||Calculation (LCC)
Payback period analysis
Team building
·Theory of Constraints (TOC)
Monitoring of performance indicators
Dashboard
Design of experiments (DOE)
Statistical process control
·Balanced scorecard
·Benchmarking
·Dashboard
·Failure mode and effects analysis (FMEA)
·Pareto chart analysis
·Process audit
·Production part approval process
(PPAP)
·Return on investment (ROI)
Trend analysis
Achievable benefits
· Reduce costs
· Enhance competitiveness
· Optimize the use of available resources
· Enhance employee responsibility
· Make processes optimized, effective and efficient
· Improve supply chain performance
· Reduce time to market
Consistent with 5.6
· Improve organizational performance, reputation and sustainability Figure 5 Process approach
5.5 System approach to management
GB/T19024—2008/IS010014:2006 "Identifying, understanding and managing interrelated processes as a system helps an organization achieve its objectives more effectively and efficiently. ” (ISO9000:2005)
Self-evaluation results
Continuous improvement cycle
Strategic planning
Balanced scorecard
Failure mode and effect
Analysis (FMEA)
Flowchart
Preventive measures
Process map
Self-evaluation
System development
Excellent business model [such as
GB/ T19000 family of standards and other management system standards (MSS)
·Dashboard
·Lean production practices
·Performance evaluation
Statistical process controlbzxz.net
Process integration
and implementation
Intelligent management system
Constraint theory (TOC)
Value management
·Balanced scorecard
. Nonconformity control
·Corrective action
. Cost avoidance
· Failure mode and effects
analysis (FMEA)
Management review
· Statistical techniques (see
GB/Z19027)
System audit
Achievable benefits
Consistent with 5.6
· Optimize the use of available resources
· Make processes optimized, effective and efficient
· Reduce the time to market for products
. Improve organizational performance, reputation and sustainability Figure 6 A systematic approach to management
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