Quality Management for
Organizational Excellence:
Introduction to Total Quality
Ninth edition
Chapter 4
IS O 9000 and Total Quality: The
Relationship
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Four: IS O 9000 and Total
Quality: The Relationship (1 of 16)
• MAJOR TOPICS
– I S O 9000: The International Standard for Quality
Management Systems
– I S O 9000’s Objective
– How I S O 9000 Is Applied to Organizations
– The I S O 9000 Quality Management System: A
Definition
– Authority for Certification/Registration
– I S O 9000 Registration Statistics
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Four: IS O 9000 and Total Quality:
The Relationship (2 of 16)
– Organizational Registration to I S O 9001
– The Benefits of I S O 9000
– The Origin of I S O 9000
– Comparative Scope of I S O 9000 and Total
Quality Management
– Management Motivation for Registration to I S O
9001
– I S O 9000 and Total Quality Management
Working Together
– The Future of I S O 9000
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Four: IS O 9000 and Total
Quality: The Relationship (3 of 16)
• Foundational principles of I S O 9000 are customer
focus, leadership, engagement of personnel,
process approach, improvement, evidence - based
decision making, and relationship management.
• I S O 9000 requires a process approach. A process has the
following elements: 1) sources of inputs (internal and
external), inputs, 3) activities, 4) outputs, and 5) receivers
of outputs.
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Four: IS O 9000 and Total Quality:
The Relationship (5 of 16)
• I S O 9000 and risk-based thinking. Organizations
must plan and implement specific actions to
address potential risks and opportunities relating to
the elimination of nonconformities, analysis of
nonconformities, and actions to prevent a
recurrence of nonconformities.
• The overall aim of I S O 9000 is to make registered
organizations more competitive.
• I S O 9000 is applied to organizations on a volunteer
basis. It tells the organization what they must do to
conform but not how to do it.
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Four: IS O 9000 and Total Quality:
The Relationship (7 of 16)
• The quality management system must include the
following: a quality policy, the quality manual,
quality objectives, and forms and records.
• In order for an organization to become an I S O 9000
registrar, it must be approved by an accrediting
body such as the International Accreditation Forum
(I A F).
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Four: IS O 9000 and Total
Quality: The Relationship (8 of 16)
• I S O 9000-2015 contains several changes from past
versions. These changes include:
• 1) high-level structure to promote uniformity
among various I S O standards and to reduce
duplication for organizations that adopt more than
one standard (Annex S L),
• 2) reduced emphasis on documentation (quality
manual and mandatory documented procedures no
longer required),
• 3) improved applicability for service organizations.
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Four: IS O 9000 and Total
Quality: The Relationship (9 of 16)
• I S O 9000 – 2015 contains several new requirements:
• 1) context of the organization to ensue personnel
understand their own organization and its context,
• 2) identification of all interested parties (stakeholders) and
their requirements,
• 3) risk-based thinking, and
• 4) identification of all knowledge an organization has to
meet customer requirements.
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Four: IS O 9000 and Total Quality:
The Relationship (10 of 16)
• The most widely used industry-specific applications
of I S O 9001 are TickI T, A S 9000, P S 9000, I S O/T S
16949, T L 9000, I S O 13485, and I S O/T S 29001.
• I S O registration can benefit an organization by
improving customer satisfaction, costs, risk
management, and, in turn, competitiveness.
• The various updates to I S O 9000 are I S O 9000-
1987, I S O 9000-1994, I S O 9001-2000, I S O 9001-
2008, and I S O 9001-2015.
• The key issue in the 2015 update is “risk.”
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Four: IS O 9000 and Total Quality:
The Relationship (11 of 16)
• The following statements describe the relationship between IS
O 9000 and TQ M:
• IS O 9000 and TQ M are not completely interchangeable:
• IS O 9000 is compatible with, and can be a subset of TQ M;
• IS O 9000 is frequently implemented in a non-TQ M
environment;
• IS O 9000 can improve operations in a traditional
environment;
• IS O 9000 may be redundant in a mature TQ M environment;
and
• IS O 9000 and TQ M are not in competition.
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Four: IS O 9000 and Total Quality:
The Relationship (13 of 16)
• The origins of I S O 9000 and total quality
management are vastly different.
• I S O 9000 was developed in response to the need
to harmonize dozens of national and international
standards relating to quality.
• Total quality got its start in Japan around 1950 as a
way to help that nation compete in the
international marketplace.
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Four: IS O 9000 and Total Quality:
The Relationship (14 of 16)
• The new aim of IS O 9000 is to enable organizations to better
serve their customers and to be more competitive through
adherence to the standard’s eight quality management
principles.
• Appropriate motivations for implementing IS O 9000 are as
follows:
– To improve operations
– To improve or create a quality management system
– To improve the consistency of quality
– To improve customer satisfaction
– To improve competitive posture
– To conform to the requirements of customers.
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Four: IS O 9000 and Total Quality:
The Relationship (15 of 16)
• The appropriate motivation for implementing T Q M
is a desire to continually improve all aspects of an
organization.
• I S O 9000 and T Q M are compatible in that I S O
9000 can be a complementary subset of T Q M. I S O
9000 can give an organization a head start in
implementing T Q M.
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