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ISO 9001(2000) QMS (CLAUSE # 6) RESOURCES MANAGEMENT:Training and Awareness

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Total Quality Management ­ MGT510
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Lesson # 24
ISO 9001(2000) QMS (CLAUSE # 6) RESOURCES MANAGEMENT
6.
Resource Management
ISO 9001:2000 ­ Quality Management Systems -Requirements
6.
Resource Management
6.1
Provision of Resources
The organization shall determine and provide the resources needed
a)
To implement and maintain the quality management system and continually improve its
effectiveness, and
b)
To enhance customer satisfaction by meeting customer requirement.
6.1
General Guidance
6.1.1
Introduction
Resources essential to the implementation and achievement of the organization's strategies and
objectives for the quality management system should be identified and made available. These may
include people, suppliers, information, infrastructure, work environment and financial resources.
Issues to be Considered
Consideration should be given to
·
efficient and timely provision of resources in relation to opportunities and constraints,
·
tangible resources such as realization and support facilities,
·
intangible resources such as intellectual property,
·
resources and mechanisms to encourage innovative continual improvement,
·
organization structures, including project and matrix management needs,
·
information management,
·
enhancement of competence via training, education, and learning,
·
use of natural resources and the impact of resources on the environment, and
·
planning for future resources.
ISO 9001:2000 - Quality Management Systems - Requirements
6.2
Human Resources
6.2.1  General
Personnel performing work affecting product quality shall be competent on the basis of appropriate
education training, skills and experience.
6.2
Human Resources
Involvement of People
In order to achieve its objectives and to stimulate innovation, an organization should encourage the
involvement of its people through
·
identifying competence needs for each process activity,
·
selection, ongoing training, and career planning,
·
defining responsibilities and authorities,
·
establishing individual and team objectives, managing performance and evaluating results,
facilitating involvement in objective setting and decision making,
·
encouraging recognition and reward,
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·
facilitating open, two-way communication by continually reviewing the needs of its people,
creating conditions to encourage innovation,
·
ensuring effective teamwork,
·
using information technology to facilitate communication of suggestions and opinions,
·
using measurements of people satisfaction for improvement, and
·
invest
·
targeting the reasons why people are leaving the organization.
Subcontracting or temporary employment of people should be considered to ensure that the objectives
of the organization are achieved.
ISO 9001:2000 - Quality Management Systems - Requirements
6.2.2  Competence, Awareness and Training
The organization shall:
a)
Determine the necessary competence for personnel performing work affecting product quality,
b)
Provide training or take other actions to satisfy these needs,
c)
Evaluate the effectiveness of the actions taken,
d)
Ensure that its personnel are aware of the relevance and importance of their activities and how
they contribute to the achievement of the quality objectives, and
e)
Maintain appropriate records of education, training, skills and experience (see 4.2.4).
6.2.2  Competence, Awareness and Training
6.2.2.1 Competence
The organization should identify the competence needed for each, activity that affects its performance,
should assess the competence of its people to perform the activities, and develop plans to close any
gaps. The identification should be based on an analysis of present and expected needs of the
organization compared with the existing competence of its people.
Input for competence related needs may come from a variety of internal and external sources, such as
·
future demands related to strategic and operational plans and objectives,
·
evaluation of the competence of individual people to perform defined activities, and
·
Legislation, Regulation, Standards, and directives affecting the organization. its activities and
its resources.
6.2.2.2 Training and Awareness
The organization should analyze the development needs of all its people and design training plans for
them. This is to provide people with knowledge which, together with skills and experience, leads to
competence. The organization should provide training to its people in order to achieve its objectives.
The training should emphasize the importance of meeting requirements and the needs of customers and
other interested parties. It should also include the awareness of consequences to the organization and its
people of failing to meet tile requirements.
Enhancement of competence via training, education and reaming involves
·
technical knowledge and skills,
·
management skills and tools,
·
social skills, .knowledge of markets and customer needs and expectations,
·
relevant statutory and regulatory requirements,
·
internal and appropriate external standards, and
·
documentation for performing the work.
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To increase the awareness and involvement of people, the training should cover
·
the vision for the future of the organization,
·
the organization's policies and objectives,
·
organizational change and development,
·
the initiation and implementation of improvement activities,
·
creativity and innovation,
·
organization's impact on society,
·
introductory programs for new people, and
·
periodic refresher programs for people already trained.
Training plans should include .training objectives,
·
training programs and methodologies,
·
training resources needed,
·
identification of necessary support ,
·
evaluation of training in terms of enhanced competence of people,
·
measurement of the effectiveness of training and the impact on the organization.
Organizations should consider providing personal development training for their people, in
organizational development training provided.
ISO 9001:2000 ­ Quality Management Systems - Requirements
6.3
Infrastructure
The organization shall determine, provide and maintain the infrastructure needed to achieve conformity
to product requirements. Infrastructure includes, as applicable
a) building workspace and associated utilities;
b) process equipment (both hardware and software), and
c) supporting services (such as transport or communication).
6.3
Infrastructure
Infrastructure provides the foundation for operations. Depending on the organization's products, the
infrastructure may include plant, workspace, hardware, software, tools and equipment, support services,
communication, transport and facilities.
The organization should:
a)
define and provide an infrastructure in terms such as objectives, function, performance,
availability, cost, safety. security and renewal;
b)
develop and implement a maintenance approach, to ensure that the infrastructure continues to
meet operational needs; this approach should consider the type and frequency of maintenance
and verification of operation of each infrastructure element, based on its criticality and usage;
c)
evaluate the infrastructure against the needs and expectations of ail interested parties;
d)
consider environmental issues associated with infrastructure, such as conservation, pollution,
waste and recycling.
Natural phenomena that cannot be controlled may impact the infrastructure. The plan for the
infrastructure should consider associated risks and include strategies to maintain the quality of products.
ISO 9001:2000 - Quality Management Systems - Requirements
6.4
Work Environment
The organization shall determine and manage the work environment needed to achieve conformity to
product requirements.
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6.4
Work Environment
The work environment of an organization is a combination of human and physical factors. These factors
influence motivation, satisfaction and performance of people, potentially enhancing the performance of
the organization.
Examples of human factors affecting the work environment include
·
creative work methodologies and opportunities for greater involvement to realize the potential
of ail people,
·
safety rules and guidance, including use of protective equipment, .ergonomics,
·
special facilities for people in the organization.
Examples of physical factors affecting the work environment include
·  heat
·  hygiene
·
vibration
·  noise
·  humidity
·
pollution
·  light
·  cleanliness
·
air flow
6.5
Information
Information is a fundamental resource for the continual development of an organization's knowledge
base and can stimulate innovation. Information is also essential for making factual decisions.
To manage information effectively, the organization should:
·
identify its information needs,
·
identify internal and external sources of information.
·
provide timely access to adequate infon"l1ation,
·
use infon"l1ation to meet its strategies and objectives.
·
ensure appropriate security and confidentiality.
The managing of information should be evaluated for its effectiveness and efficiency, and
improvements should be implemented.
6.6
Suppliers and Partnerships
Organizations can benefit from establishing relationships with suppliers and partners to promote and
facilitate clear and open communication and to improve the processes that create value.
There are various opportunities for organizations to increase value through working with their suppliers
and partners such as
·
optimizing the number of suppliers and partners.
·
establishing two-way communication at the most appropriate level in both organizations to
facilitate rapid solution of problems, and to avoid costly delays or disputes.
·
cooperation with suppliers in validation of the capability of their processes, .monitoring of
supplier ability to deliver confon"l1ing products,
·
encouraging suppliers to implement continual improvement programmes and to participate in
joint improvement initiatives,
·
involving suppliers in the organization's design and/or development activities to share
knowledge and improve the realization and delivery of conforming products,
·
involving partners in identification of purchasing needs and joint strategy development,
evaluating, recognizing and rewarding efforts achieved by suppliers and partners.
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6.7
Natural resources
Consideration should be given to the natural resources that can influence the performance of the
organization. While such resources are often out of the direct control of the organization, they can have
significant positive or negative effects on its results. The organization should have plans, or contingency
plans, to ensure the availability of these resources and to prevent or minimize negative effects.
6.8
Financial Resources
Resource management should include activities for determining the needs for, and sources of, financial
resources. The control of financial resources should include activities for comparing actual usage
against plans, and taking necessary action. Management should plan, make available and control the
financial resources necessary to implement and maintain the quality management system and achieve
the organization's objectives. Management should also consider the development of innovative financial
approaches to support and encourage improvement.
The effectiveness and efficiency of the quality management system can influence the financial results of
the organization. For example:
a)
Internally, through process and product failures, or waste in material and time;
b)
Externally, through product failures, costs of compensation of guarantees and warranties, costs
of lost customers and markets.
Reporting of such matters may provide a means of determining ineffective or inefficient activities, and
initiating improvement actions.
The financial reporting of activities related to the performance of the quality management system and
product quality should be used in management reviews.
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Table of Contents:
  1. OVERVIEW OF QUALITY MANAGEMENT:PROFESSIONAL MANAGERIAL ERA (1950)
  2. TOTAL QUALITY MANAGEMENT AND TOTAL ORGANIZATION EXCELLENCE:Measurement
  3. INTEGRATING PEOPLE AND PERFORMANCE THROUGH QUALITY MANAGEMENT
  4. FUNDAMENTALS OF TOTAL QUALITY AND RATERS VIEW:The Concept of Quality
  5. TOTAL QUALITY MANAGEMENT AND GLOBAL COMPETITIVE ADVANTAGE:Customer Focus
  6. TOTAL QUALITY MANAGEMENT AND PLANNING FOR QUALITY AT OFFICE
  7. LEADERS IN QUALITY REVOLUTION AND DEFINING FOR QUALITY:User-Based
  8. TAGUCHI LOSS FUNCTION AND QUALITY MANAGEMENT
  9. WTO, SHIFTING FOCUS OF CORPORATE CULTURE AND ORGANIZATIONAL MODEL OF MANAGEMENT
  10. HISTORY OF QUALITY MANAGEMENT PARADIGMS
  11. DEFINING QUALITY, QUALITY MANAGEMENT AND LINKS WITH PROFITABILITY
  12. LEARNING ABOUT QUALITY AND APPROACHES FROM QUALITY PHILOSOPHIES
  13. TOTAL QUALITY MANAGEMENT THEORIES EDWARD DEMING’S SYSTEM OF PROFOUND KNOWLEDGE
  14. DEMING’S PHILOSOPHY AND 14 POINTS FOR MANAGEMENT:The cost of quality
  15. DEMING CYCLE AND QUALITY TRILOGY:Juran’s Three Basic Steps to Progress
  16. JURAN AND CROSBY ON QUALITY AND QUALITY IS FREE:Quality Planning
  17. CROSBY’S CONCEPT OF COST OF QUALITY:Cost of Quality Attitude
  18. COSTS OF QUALITY AND RETURN ON QUALITY:Total Quality Costs
  19. OVERVIEW OF TOTAL QUALITY APPROACHES:The Future of Quality Management
  20. BUSINESS EXCELLENCE MODELS:Excellence in all functions
  21. DESIGNING ORGANIZATIONS FOR QUALITY:Customer focus, Leadership
  22. DEVELOPING ISO QMS FOR CERTIFICATION:Process approach
  23. ISO 9001(2000) QMS MANAGEMENT RESPONSIBILITY:Issues to be Considered
  24. ISO 9001(2000) QMS (CLAUSE # 6) RESOURCES MANAGEMENT:Training and Awareness
  25. ISO 9001(2000) (CLAUSE # 7) PRODUCT REALIZATION AND CUSTOMER RELATED PROCESSES
  26. ISO 9001(2000) QMS (CLAUSE # 7) CONTROL OF PRODUCTION AND SERVICES
  27. ISO 9001(2000) QMS (CLAUSE # 8) MEASUREMENT, ANALYSIS, AND IMPROVEMENT
  28. QUALITY IN SOFTWARE SECTOR AND MATURITY LEVELS:Structure of CMM
  29. INSTALLING AN ISO -9001 QM SYSTEM:Implementation, Audit and Registration
  30. CREATING BUSINESS EXCELLENCE:Elements of a Total Quality Culture
  31. CREATING QUALITY AT STRATEGIC, TACTICAL AND OPERATIONAL LEVEL
  32. BIG Q AND SMALL q LEADERSHIP FOR QUALITY:The roles of a Quality Leader
  33. STRATEGIC PLANNING FOR QUALITY AND ADVANCED QUALITY MANAGEMENT TOOLS
  34. HOSHIN KANRI AND STRATEGIC POLICY DEPLOYMENT:Senior Management
  35. QUALITY FUNCTION DEPLOYMENT (QFD) AND OTHER TOOLS FOR IMPLEMENTATION
  36. BASIC SQC IMPROVEMENT TOOLS:TOTAL QUALITY TOOLS DEFINED
  37. HOW QUALITY IS IMPLEMENTED? A DIALOGUE WITH A QUALITY MANAGER!
  38. CAUSE AND EFFECT DIAGRAM AND OTHER TOOLS OF QUALITY:Control Charts
  39. STATISTICAL PROCESS CONTROL (SPC) FOR CONTINUAL QUALITY IMPROVEMENT
  40. STATISTICAL PROCESS CONTROL….CONTD:Control Charts
  41. BUILDING QUALITY THROUGH SPC:Types of Data, Defining Process Capability
  42. AN INTERVIEW SESSION WITH OFFICERS OF A CMMI LEVEL 5 QUALITY IT PAKISTANI COMPANY
  43. TEAMWORK CULTURE FOR TQM:Steering Committees, Natural Work Teams
  44. UNDERSTANDING EMPOWERMENT FOR TQ AND CUSTOMER-SUPPLIER RELATIONSHIP
  45. CSR, INNOVATION, KNOWLEDGE MANAGEMENT AND INTRODUCING LEARNING ORGANIZATION