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Principle |
Principle as described in ISO 9000:2015 except where stated |
Remarks |
Customer focus |
The primary focus of quality management is to meet customer requirements and to strive to exceed customer expectations. |
This is more like a statement of purpose than of a principle. Perhaps a better way of expressing this as a principle would be as follows: When an organization manages in a way that increases the quality of its outputs, it will inevitably meet customer requirements and exceed customer expectations. |
Leadership |
Leaders at all levels establish unity of purpose and direction and create conditions in which people are engaged in achieving the organization's quality objectives |
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Engagement of people |
Competent, empowered and engaged people at all levels throughout the organization are essential to enhance its capability to create and deliver value. |
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Process approach |
Consistent and predictable results are achieved more effectively and efficiently when activities are understood and managed as interrelated processes that function as a coherent system |
This is the result of merging two principles that were previously referred to as the process approach and the systems approach. |
Systems approach to management (Omitted from ISO 9000) |
An approach to managing an organization that recognizes its performance results from the interaction of interrelated elements and cannot be predicted by analysing each element taken separately. |
The system approach principle was merged with the process approach in the 2015 version but this change does not fully recognize the principle involved, that the behaviour of a system is inherent in its structure, that it’s the interconnectedness among the elements that produces its behaviour. this principle has been applied even if it is not stated |
Improvement |
Successful organizations have an ongoing focus on improvement |
This is more like a statement of good practice than of a principle. Perhaps a better way of expressing this would be as follows: An organization's performance will decline unless it focuses on improving its efficiency and effectiveness. |
Evidence based decision making |
Decisions based on the analysis and evaluation of data and information are more likely to produce desired results. |
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Mutual beneficial relationships |
For sustained success, organizations manage their relationships with interested parties, such as providers. |
This is more like a statement of good practice than of a principle. A better way of expressing this appeared in the following Rationale statement beneath the principle. Sustained success is more likely to be achieved when the organization manages relationships with all of its interested parties to optimize their impact on its performance. |
Control (Omitted from ISO 9000) |
To attain and maintain standards for performance, work needs to be under control and this only arises when those with responsibility for the work are aware of those standards and are able to regulate the variables that cause variation in their performance. |
This principle has been applied even if it is not stated in those requirements for control within ISO 9001 |
Assurance (Omitted from ISO 9000) |
The need for confidence in the integrity of the provisions made to create and supply goods and services increases in proportion to the complexity of organizations and their goods and services. |
This principle has been applied even if it is not stated in those requirements for documented information within ISO 9001. |
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ISO 9000 Quality Systems Handbook |
Small Business Guide |
Published papers |
Additional resources |
Quality management |
The Business Cycle |
Business excellence criteria |
Business improvement |
Business process management |
ISO 9000 |
Qualty - what it means |
Qualty - at what cost |
Achieving Quality Goals |
Quality Control |
Quality improvement |
Quality Assurance |
Quality management principles |
Quality audits |
Mission, Vision and Values |
Stakeholders |
Business results |
Management system |
ISO 9000 Quality Systems Handbook |
Small Business Guide |
Published papers |
Additional resources |
Quality management |
The Business Cycle |
Business excellence criteria |
Business improvement |
Business process management |
ISO 9000 |
Qualty - what it means |
Qualty - at what cost |
Achieving Quality Goals |
Quality Control |
Quality improvement |
Quality Assurance |
Quality management principles |
Quality audits |
Mission, Vision and Values |
Stakeholders |
Business results |
Management system |