1、 AMERICAN NATIONAL STANDARD Quality management Guidelines for realizing financial and economic benefits AMERICAN SOCIETY FOR QUALITY P.O. BOX 3005 MILWAUKEE, WI 53201-3005 ANSI/ISO/ASQ Q10014-2006AMERICAN NATIONAL STANDARD Quality management Guidelines for realizing financial and economic benefits A
2、pproved as an American National Standard by: American Society for Quality August 31, 2006 American National Standards: An American National Standard implies a consensus of those substantially concerned with is scope and provisions. An American National Standard is intended as a guide to aid the manu
3、facturer, the consumer, and the general public. The existence of an American National Standard does not in any respect preclude anyone, whether he or she has approved the standard or not, from manufacturing, purchasing, or using products, processes, or procedures not conforming to the standard. Amer
4、ican National Standards are subject to periodic review and users are cautioned to obtain the latest edition. Caution Notice: This American National Standard may be revised or withdrawn at any time. The procedures of the American National Standards Institute require that action be taken to reaffirm,
5、revise, or withdraw this standard no later than five years from the date of publication. Purchasers of American National Standards may receive current information on all standards by calling of writing the American National Standards Institute. ANSI/ISO/ASQ Q10014-2006iii 2006 by ASQCopyright Protec
6、tion Notice for the ANSI/ISO/ASQ Q10014-2006 Standard.This standard is subject to copyright claims of ISO, ANSI, and ASQ. Not for resale. No part of this publication may be reproduced in any form, including an electronic retrieval system, without the prior written permission of ASQ. All requests per
7、taining to the ANSI/ISO/ASQ Q10014-2006 Standard should be submitted to ASQ.Note: As used in this document, the term “International Standard” refers to the American National Standard adoption of this and other International Standards.ASQ will consider requests for change and information on the submi
8、ttal of such requests regarding this Standard. All requests should be in writing to the attention of the Standards administrator at the address below.ASQ Mission: The American Society for Quality advances individual and organizational performance excellence worldwide by providing opportunities for l
9、earning, quality improvement, and knowledge exchange.Published by:ANSI/ISO/ASQ Q10014-2006ivAlso available from ASQ Quality Press: ANSI/ISO/ASQ Q10002-2004: Quality managementCustomer satisfactionGuidelines for complaints handling in organizations ANSI/ISO/ASQ ANSI/ISO/ASQ Q10005-2005: Quality manag
10、ementGuidelines for quality plans ANSI/ISO/ASQ ANSI/ISO/ASQ Q9000-2005: Quality management systemsFundamentals and vocabulary ANSI/ISO/ASQ Quality Makes Money: How to Involve Every Person on the Payroll in a Complete Quality Process (CQP) Pat Townsend and Joan Gebhardt Principles of Quality Costs: P
11、rinciples, Implementation, and Use, Third Edition Jack Campanella, editor The Certified Manager of Quality/Organizational Excellence Handbook: Third Edition Russell T. Westcott, editor Avoiding the Corporate Death Spiral: Recognizing and Eliminating the Signs of Decline Gregg Stocker Applying the Sc
12、ience of Six Sigma to the Art of Sales and Marketing Michael J. Pestorius Implementing Design for Six Sigma: A Leaders Guide Georgette Belair and John ONeill The Quality Improvement Handbook, Second Edition ASQ Quality Management Division and John E. Bauer, Grace L. Duffy, Russell T. Westcott, edito
13、rs Managing Contract Quality Requirements C. Robert Pennella To request a complimentary catalog of ASQ Quality Press publications, call 800-248-1946, or visit our Web site at http:/qualitypress.asq.org. ANSI/ISO/ASQ Q10014-2006v(This page is intentionally left blank.) Contents PageForeword .viiiIntr
14、oduction.ix1 Scope.12 Normative references .13 Terms and definitions.14 Structure of this standard15 Application of the management principles.45.1 Customer focus .45.2 Leadership55.3 Involvement of people 65.4 Process approach .75.5 System approach to management .85.6 Continual improvement95.7 Factu
15、al approach to decision making .105.8 Mutually beneficial supplier relationships11Annex A (informative) Self-assessment of implementation of management principles.12Annex B (informative) Brief summaries of methods and tools referenced in Clause 520Bibliography.25ANSI/ISO/ASQ Q10014-2006viiForeword I
16、SO (the International Organization for Standardization) is a worldwide federation of national standards bodies (ISO member bodies). The work of preparing International Standards is normally carried out through ISO technical committees. Each member body interested in a subject for which a technical c
17、ommittee has been established has the right to be represented on that committee. International organizations, governmental and non-governmental, in liaison with ISO, also take part in the work. ISO collaborates closely with the International Electrotechnical Commission (IEC) on all matters of electr
18、otechnical standardization. International Standards are drafted in accordance with the rules given in the ISO/IEC Directives, Part 2. The main task of technical committees is to prepare International Standards. Draft International Standards adopted by the technical committees are circulated to the m
19、ember bodies for voting. Publication as an International Standard requires approval by at least 75 % of the member bodies casting a vote. Attention is drawn to the possibility that some of the elements of this document may be the subject of patent rights. ISO shall not be held responsible for identi
20、fying any or all such patent rights. ISO 10014 was prepared by Technical Committee ISO/TC 176, Quality management and quality assurance,Subcommittee SC 3, Supporting technologies.This first edition of ISO 10014 cancels and replaces ISO/TR 10014:1998, which has been technically revised. The intent of
21、 this edition is to improve the relationship of ISO 10014 with the ISO 9000 series of International Standards and to include a new structure relating to the quality management principles. Also, the title and the scope have been revised to reflect the changes in the ISO 9000 series and to give guidan
22、ce for performance improvement and realization of the aim of this International Standard. ANSI/ISO/ASQ Q10014-2006viiiIntroduction This International Standard is addressed to top management. It provides guidelines for realizing financial and economic benefits through the effective application of eig
23、ht quality management principles derived from ISO 9000:2005. These principles are subsequently referred to as “management principles” within the body of this standard. The intent of this document is to provide top management with information to facilitate effective application of management principl
24、es and selection of methods and tools that enable the sustainable success of an organization. A self-assessment is included as a gap analysis and prioritization tool (see Annex A). This International Standard builds upon these interrelated management principles to develop processes that facilitate t
25、he realization of the organizations objectives. The management principles are a) customer focus, b) leadership, c) involvement of people, d) process approach, e) system approach to management, f) continual improvement, g) factual approach to decision making, and h) mutually beneficial supplier relat
26、ionships. Adoption of these management principles is a strategic top management decision. It affirms the relationship between effective management and realization of financial and economic benefits. Deployment of appropriate methods and tools fosters the development of a consistent systematic approa
27、ch for addressing financial and economic objectives. Economic benefit is generally attained through effective management of resources and implementation of applicable processes for improving the overall worth and health of the organization. Financial benefit is the result of organizational improveme
28、nt expressed in monetary form, and realized by cost-effective management practices within the organization. Successful integration of the management principles relies on the application of the process approach and the Plan-Do-Check-Act (PDCA) methodology. This approach enables top management to asse
29、ss requirements, plan activities, allocate appropriate resources, implement continual improvement actions and measure results in order to determine effectiveness. It allows top management to make informed decisions, whether they relate to the definition of commercial strategies, the development of a
30、 new product or the execution of financial agreements. Financial and economic benefits that can result from the application of the management principles include improved profitability, improved revenues, improved budgetary performance, ANSI/ISO/ASQ Q10014-2006ixreduced costs, improved cash flow, imp
31、roved return on investment, increased competitiveness, improved customer retention and loyalty, improved effectiveness of decision making, optimized use of available resources, heightened employee accountability, improved intellectual capital, optimized, effective and efficient processes, improved s
32、upply chain performance, reduced time to market, and enhanced organizational performance, credibility and sustainability. This International Standard is applicable equally to organizations with products that include services, software, hardware and processed materials. It is relevant in both the pub
33、lic and private sector and can provide useful guidance regardless of the number of employees, diversity of product offerings, revenues, complexity of processes or number of locations. It also provides support to public and governmental organizations to facilitate sustainable economic growth and pros
34、perity. ANSI/ISO/ASQ Q10014-2006xINTERNATIONAL STANDARD ANSI/ISO/ASQ Q10014-2006Quality management Guidelines for realizing financial and economic benefits 1 Scope This International Standard provides guidelines for realizing financial and economic benefits from the application of the ISO 9000 quali
35、ty management principles. NOTE These are herein referred to as “management principles”. This International Standard is directed to top management of an organization and complements ISO 9004 for performance improvements. It provides examples of achievable benefits and identifies management methods an
36、d tools that are available to assist with the achievement of those benefits. This International Standard consists of guidelines and recommendations, and is not intended for certification, regulatory or contractual use. 2 Normative references The following referenced documents are indispensable for t
37、he application of this document. For dated references, only the edition cited applies. For undated references, the latest edition of the referenced document (including any amendments) applies. ISO 9000:2005, Quality management systems Fundamentals and vocabulary3 Terms and definitions For the purpos
38、es of this document, the terms and definitions given in ISO 9000 apply. NOTE 1 In ISO 9000:2005, the term product (3.4.2) is defined as the “result of a process”, where process (3.4.1) is defined as “set of interrelated or interacting activities which transforms inputs into outputs”. The term produc
39、t encompasses four generic product categories: services, software, hardware, and processed materials. These terms are further described in ISO 9000. NOTE 2 Documents referenced outside the ISO 9000 family of standards might have terms and definitions that differ from those of ISO 9000. 4 Structure o
40、f this standard 4.1 This International Standard is designed to assist top management identify and realize benefits by the application of the management principles. To achieve financial and economic benefits, relevant processes have been identified for each principle, and examples of methods and tool
41、s have been provided to assist in the application of the principles. The added value from the expected benefits should reflect the interrelationships between principles, processes and a holistic view of the organization and its interested parties. 14.2 Clause 5 combines the process approach, the eig
42、ht management principles and the Plan-Do-Check-Act (PDCA) methodology. This is reflected in the flowcharts found in 5.1 to 5.8, inclusive. The key selection tool to determine the most appropriate subclause for priority improvement action is self-assessment (see 4.3 and Annex A). Examples of applicab
43、le methods and tools are presented within the Plan, Do and Check columns in each flowchart. The list of methods and tools shown in the Plan, Do and Check columns is not exhaustive, and users should select those most appropriate to their organization. Some methods and tools are utilized in more than
44、one subclause indicating the interrelationship between principles. The subclause on “Continual improvement” (5.6) illustrates how the PDCA approach can be effectively applied to top managements strategic planning and review process in order to realize and further improve financial and economic benef
45、its. Subclause 5.6 is embedded within the Act column of all other subclauses in Clause 5. The output from implementing the overall process is financial and economic benefits. The achievable benefits are examples and are not intended to be all inclusive. A generic representation of the overall proces
46、s model for realizing financial and economic benefits is shown in Figure 1. Figure 1 Generic representation of the overall process ANSI/ISO/ASQ Q10014-200624.3 Prior to using the self-assessment questionnaires, the assessment team should familiarize themselves with the maturity level descriptions (T
47、able A.1). The assessment team should first use the initial self-assessment questionnaire (Table A.2) to obtain a quick overview of the organizations maturity. This process should take approximately 1 h. The information gained improves the selection process for future self-assessments and should sti
48、mulate comparisons throughout the organization, across functions and between working levels. If the average maturity is found to be less than Level 3 for any particular principle, significant benefit should result when top management continues the assessment of that principle using the comprehensive
49、 self-assessment questionnaire (Table A.3). 4.4 When selected, the comprehensive self-assessment should be recognized as an important value-added milestone for the organization, worthy of the extra investment in time needed to complete it. Following the completion of a self-assessment questionnaire, a RADAR chart (Figure A.1) should be prepared that provides a pictorial view of the organizations maturity status. Continuing generation of RADAR charts provides an ongoing illustration of the organizations progress. Value-added self-assessment reli
