1、ANSI/ISO/ASQ Q1 O01 5-2001 AMERICAN NATIONAL STANDARD Quality management- Guidelines for training AMERICAN SOCIETY FOR QUALITY P.O. BOX 3005 MILWAUKEE, WISCONSIN 53201 -3005 ANSI/ISO/ASQ Q1 O01 5-2001 AMERICAN NATIONAL STANDARD Quality management- Guidelines for training Approved as a American Natio
2、nal Standard by: American Society for Quality Control An American National Standard Approved on January 25, 2001 American National Standards: An American National Standard implies a consensus of those substantially concerned with its scope and provisions. An American National Standard is intended as
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13、ble from ASQ Quality Press: IS0 9000 at the Front Line William A. Levinson The IS0 Lesson Guide 2000: Pocket Guide to Q9001:2000, Second Edition Dennis Arter and J. P. Russell IS0 9001:2000 - An Audio Workshop and Master Slide Presentation John E. (Jack) West and Charles A. Cianfrani IS0 9001:2000 E
14、xplained, Second Edition Charles A. Cianfrani, Joseph J. Tsiakals, and John E. (Jack) West IS0 900 1:2000 Quick Reference Jeanne Ketola and Kathy Roberts IS0 900 1:2000 for Small and Medium Businesses Herbert C. Monnich, Jr. The IS0 900 1:2000 Auditors Companion Kent A. Keeney Customer Satisfaction
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17、Quality Press publications, call 800-248-1 946, or visit our Online Bookstore at http:/qualitvpress.asq.org . (This page is intentionally left blank) ANSI/ISO/ASQ QI O01 5-2001 Contents Page Foreword . iv Introduction . v 1 Scope 1 2 Normative reference 1 3 Terms and definitions . 1 4 4.1 4.2 4.3 4.
18、4 4.5 5 5.1 5.2 Guidelines for training 2 Training: A four-stage process 2 Defining training needs . 3 Designing and planning training 4 Providing for the training 7 Evaluating training outcomes 8 Monitoring and improving the training process . 8 General 8 Validation of the training process 9 Annex
19、A (informative) Tables . 10 V ANSI/ISO/ASQ QI O01 5-2001 Foreword IS0 (the International Organization for Standardization) is a worldwide federation of national standards bodies (IS0 member bodies). The work of preparing International Standards is normally carried out through IS0 technical committee
20、s. Each member body interested in a subject for which a technical committee 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. IS0 collaborates closely with the Inter
21、national Electrotechnical Commission (IEC) on all matters of electrotechnical standardization. International Standards are drafted in accordance with the rules given in the ISOAEC Directives, Part 3 Draft International Standards adopted by the technical committees are circulated to the member bodies
22、 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 International Standard may be the subject of patent rights. IS0 shall not be held responsible for iden
23、tifying any or all such patent rights. International Standard IS0 1 O01 5 was prepared by Technical Committee ISO/TC 176, Quality management and quality assurance, Subcommittee SC 3, Supporting technologies. Annex A of this International Standard is for information only. vi ANSI/ISO/ASQ QI O01 5-200
24、1 Introduction The Quality management principles underlying the IS0 9000 family of standards (of which the IS0 10000 series form a part) emphasize the importance of human resource management and the need for appropriate training. They recognize that customers are likely to both respect and value an
25、organizations commitment to its human resources and its ability to demonstrate the strategy used to improve the competence of its personnel. Personnel at all levels should be trained to meet the organizations commitment to supply products of a required quality in a rapidly changing market place wher
26、e customer requirements and expectations are increasing cont i n uous I y. This International Standard provides guidelines to assist organizations and their personnel when addressing issues related to training. It may be applied whenever guidance is required to interpret references to “education“ an
27、d “training“ within the IS0 9000 family of quality assurance and quality management standards. Any references to “training“ in this document includes all types of education and training. An organizations objectives for continual improvement, including the performance of its personnel, might be affec
28、ted by a number of internal and external factors including changes in markets, technology, innovation, and the requirements of customers and other stakeholders. Such changes may require an organization to analyse its competence-related needs. Figure 1 illustrates how training could be selected as an
29、 effective means of addressing these needs. d OTHER NEEDS Figure 1 - Improving quality by training vi i ANSI/ISO/ASQ QI O01 5-2001 The role of this International Standard is to provide guidance that can help an organization to identify and analyse training needs, design and plan the training, provid
30、e for the training, evaluate training outcomes, and monitor and improve the training process in order to achieve its objectives. It emphasizes the contribution of training to continual improvement and is intended to help organizations make their training a more effective and efficient investment. vi
31、ii NATIONAL STANDARD ANSI/ISO/ASQ QI O01 5-2001 Quality management - Guidelines for training 1 Scope These guidelines cover the development, implementation, maintenance, and improvement of strategies and systems for training that affect the quality of the products supplied by an organization. This I
32、nternational Standard applies to all types of organizations. It is not intended for use in contracts, regulations, or for certification. It does not add to, change, or otherwise modify requirements for the IS0 9000 series. This International Standard is not intended to be used by training providers
33、delivering services to other organizations. NOTE system elements - Part 2: Guidelines for services, until superseded by IS0 9004:2000. The main source of reference for training providers should be IS0 9004-2:1991, Quality management and quality Training providers may use this International Standard
34、when addressing the training needs of their own personnel. 2 Normative reference The following normative document contains provisions which, through reference in this text, constitute provisions of this International Standard. For dated references, subsequent amendments to, or revisions of, any of t
35、his publication do not apply. However, parties to agreements based on this International Standard are encouraged to investigate the possibility of applying the most recent edition of the normative document indicated below. For undated references, the latest edition of the normative document referred
36、 to applies. Members of IS0 and IEC maintain registers of currently valid International Standards. IS0 8402, Quality management and quality assurance - Vocabulatyl). 3 Terms and definitions For the purposes of this International Standard, the terms and definitions given in IS0 8402 and the following
37、 apply. 3.1 competence application of knowledge, skills, and behaviours in performance 3.2 train in g process to provide and develop knowledge, skills and behaviours to meet requirements 1) To be revised as IS0 9000:2000. 1 ANSI/ISO/ASQ QI O01 5-2001 I MONITOR 4. Evaluate training outcomes 4 Guideli
38、nes for training 2. Design and plan training 4.1 Training: A four-stage process 4.1 .I General A planned and systematic training process can make an important contribution in helping an organization to improve its capabilities and to meet its quality objectives. This training process is illustrated
39、in the training cycle diagram shown in Figure 2. To increase the readability of this International Standard and to distinguish clearly between guidance and use of the process model to describe the guidance, the process model appears in Tables A.l to A.5 in annex A. For selecting and implementing tra
40、ining to close the gaps between required and existing competence, management should monitor the following stages: a) defining training needs; b) designing and planning training; c) providing for the training; d) evaluating the outcome of training. As illustrated, the output of one stage will provide
41、 the input for the following stage. Figure 2 - Training cycle 4.1.2 Purchase of training-related products and services It should be the responsibility of the management to decide if and when the external or internal purchasing and resourcing of products and services related to anv of the four stases
42、 of the training process, and its monitoring, should occur (see Tables A.l to A.5). For example, some organizations might find it beneficial to use external expertise to carry out an analysis of its training needs. 2 ANSI/ISO/ASQ QI O01 5-2001 4.1.3 Involvement of personnel Appropriate involvement o
43、f the personnel whose competence is being developed, as part of the training process, may result in those personnel feeling a greater sense of ownership of the process, resulting in their assuming more responsibility for ensuring its success. 4.2 Defining training needs 4.2.1 General The training pr
44、ocess should be initiated after a needs analysis of the organization has been conducted and competence-related issues have been recorded, as depicted in Figure 1 in the Introduction. The organization should define the competence needed for each task that affects the quality of products, assess the c
45、ompetence of the personnel to perform the task, and develop plans to close any competence gaps that may exist. The definition should be based on an analysis of present and expected needs of the organization compared with the existing competence of its personnel. The purpose of this stage should be t
46、o: a) define the gaps between the existing and required competence; b) define the training needed by employees whose existing competence does not match the competence required for the tasks; and c) document specified training needs. The analysis of the gaps between existing and required competence s
47、hould be conducted to determine whether the gaps can be closed by training or whether other actions might be necessary (see Table A.l). 4.2.2 Defining the needs of the organization The organizations quality and training policies, quality management requirements, resource management and process desig
48、n should be considered when initiating training, as an input to 4.2, to ensure that the required training will be directed toward satisfying the organizations needs. 4.2.3 Defining and analysing competence requirements Competence requirements should be documented. This documentation can be periodica
49、lly reviewed or as necessary when work assignments are made and performance is assessed. The definition of an organizations future needs relative to its strategic goals and quality objectives, including the required competence of its personnel, may be derived from a variety of internal and external sources, such as: - organizational or technological change that affects work processes or impacts on the nature of products supplied by the organization; - data recorded from past or current training processes; - the organizations appraisal of the competence of the personnel to perf
