The diagram illustrates the process-based quality management system described in ISO 9000. This illustration shows that interested parties play a significant role in providing inputs to the organisation. Monitoring the satisfaction of interested parties requires the evaluation of information relating to the perception of interested parties as to the extent to which their needs and expectations have been met. The Diagram shows various activities which are described below:
Consideration of the issues and requirements relating to customers and other interested parties and determine the risks and opportunities that need to be addressed and plan how to address these issues.
‘Product realization’ is the process by which the customer requirements are translated into the required output (a manufactured product, installation, service or report)
The output (product, installation, service or report) which is delivered to the customer and the ongoing improvement of processes, products and services.
Performance evaluation and improvement
The activity of monitoring the product realization processes to ensure they are controlled effectively and analysing data to improve them.
The direction and actions taken by management to ensure the overall control of processes and actions taken to improve both products and services.
The provision and allocation of resources in terms of equipment, facilities, consumables and competent personnel to enable the product realisation process to be effective.
The model given above is based on the principles of ‘Plan, Do, Check, Act (PDCA) principles expounded by the quality guru Dr Edwards Deming.
Establish the objectives and processes necessary to deliver results in accordance with the expected output (the target or goals). By establishing output expectations, the completeness and accuracy of input requirements is also a part of the targeted improvement.
Implement the plan, execute the process, make the product. Collect data for charting and analysis in the following “CHECK” and “ACT” steps.
Study the actual results ( “DO” above) and compare against the expected results (targets or goals from the “PLAN”) to ascertain differences. Look for deviation in implementation from the plan and also look for the appropriateness and completeness of the plan to enable the execution, i.e., “Do”.
Determine significant differences between actual and planned results. Analyze these differences to determine their root causes. Determine where to apply changes that will include improvement of the process or product.