1、raising standards worldwideNO COPYING WITHOUT BSI PERMISSION EXCEPT AS PERMITTED BY COPYRIGHT LAWBSI Standards PublicationQuality management Guidelines on people involvement and competenceBS ISO 10018:2012National forewordThis British Standard is the UK implementation of ISO 10018:2012.The UK partic
2、ipation in its preparation was entrusted to Technical CommitteeQS/1, Quality management and quality assurance procedures.A list of organizations represented on this committee can be obtained onrequest to its secretary.This publication does not purport to include all the necessary provisions of acont
3、ract. Users are responsible for its correct application. The British Standards Institution 2013Published by BSI Standards Limited 2013ISBN 978 0 580 66627 8ICS 03.100.30; 03.120.10Compliance with a British Standard cannot confer immunity fromlegal obligations.This British Standard was published unde
4、r the authority of the StandardsPolicy and Strategy Committee on 31 January 2013.Amendments issued since publicationAmd. No. Date Text affectedBRITISH STANDARDBS ISO 10018:2012 ISO 2012Quality management Guidelines on people involvement and competenceManagement de la qualit Lignes directrices pour l
5、implication et les comptences du personnelINTERNATIONAL STANDARDISO10018First edition2012-09-01Reference numberISO 10018:2012(EN)BS ISO 10018:2012ISO 10018:2012(EN)ii ISO 2012 All rights reservedCOPYRIGHT PROTECTED DOCUMENT ISO 2012All rights reserved. Unless otherwise specified, no part of this pub
6、lication may be reproduced or utilized in any form or by any means, electronic or mechanical, including photocopying and microfilm, without permission in writing from either ISO at the address below or ISOs member body in the country of the requester.ISO copyright officeCase postale 56 CH-1211 Genev
7、a 20Tel. + 41 22 749 01 11Fax + 41 22 749 09 47E-mail copyrightiso.orgWeb www.iso.orgPublished in SwitzerlandBS ISO 10018:2012ISO 10018:2012(EN) ISO 2012 All rights reserved iiiContents PageForeword ivIntroduction v1 Scope 12 Normative references . 13 Terms and definitions . 14 Management of people
8、involvement and competence . 24.1 General . 24.2 Leadership involvement and strategy . 24.3 People involvement and competence acquisition process . 24.4 Analysis of people involvement and competence acquisition . 34.5 Involvement and competence planning 34.6 Implementation 44.7 Evaluation 55 Managem
9、ent responsibility 65.1 Management commitment . 65.2 Customer focus . 65.3 Quality policy 65.4 Quality objectives and planning 65.5 Responsibility, authority and communication . 65.6 Management review 76 Resource management 76.1 Provision of resources . 76.2 Human resources 86.3 Infrastructure 86.4
10、Work environment . 87 Product realization 97.1 Planning of product realization . 97.2 Customer-related processes 97.3 Design and development .107.4 Purchasing 117.5 Production and service provision .127.6 Control of monitoring and measuring equipment 138 Measurement, analysis and improvement 138.1 G
11、eneral .138.2 Monitoring and measurement 138.3 Control of non-conforming product .148.4 Analysis of data .148.5 Improvement .15Annex A (informative) Factors that impact on people involvement and competence .16Annex B (informative) Self-assessment .21Bibliography .23BS ISO 10018:2012ISO 10018:2012(EN
12、)ForewordISO (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 t
13、echnical 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. ISO collaborates closely with the International Electrotechnical Commission (IEC) on all matters
14、 of electrotechnical 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
15、to the member 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
16、 identifying any or all such patent rights.ISO 10018 was prepared by Technical Committee ISO/TC 176, Quality management and quality assurance, Subcommittee SC 3, Supporting technologies.iv ISO 2012 All rights reservedBS ISO 10018:2012ISO 10018:2012(EN)Introduction0.1 GeneralThe overall performance o
17、f a quality management system and its processes ultimately depends on the involvement of competent people and whether they are properly introduced and integrated into the organization. The involvement of people is important in order for an organizations quality management system to achieve outcomes
18、which are consistent and aligned with their strategies and values. It is critical to identify, develop and evaluate the knowledge, skills, behaviour and work environment required for the effective involvement of people with the necessary competence.This International Standard provides guidelines for
19、 human factors which influence people involvement and competence, and creates value that helps to achieve the organizations objectives.0.2 Relationship with quality management systemsThe quality management system standards developed by ISO/TC 176 are based on the quality management principles descri
20、bed in ISO 9000.The correlation between this International Standard and ISO 9001 facilitates peoples involvement and competence within the quality management system. However, this International Standard can also be used with other management systems.0.3 Process-based approach to people involvement a
21、nd competenceThis International Standard is based on a strategic process-based approach (see Figure 1) for developing the involvement and competence of people at all levels of the organization.Quality Management Principles Leadership involvement OrganizationsNeeds OrganizationsResults Values Strateg
22、ies Business plans Results Management Review Human factors People Involvement and Competence Process Figure 1 Strategic process for people involvement and competenceThe process model (see Figure 2) illustrates tactical actions, results and plans for people involvement and competence.If people involv
23、ement and competence are monitored, measured and analysed within the quality management system, this produces results which enable top management to make decisions for improvement, thus leading to enhanced levels of customer satisfaction. ISO 2012 All rights reserved vBS ISO 10018:2012ISO 10018:2012
24、(EN)0.4 Using this International StandardClause 4 describes the processes which an organization can use to implement and maintain people involvement and competence in quality management systems.The factors described in 4.6 provide actions which may be taken to strengthen people involvement. The guid
25、elines in Clauses 5 to 8 provide the specific actions which can be taken to meet individual quality management system requirements, such as those specified in ISO 9001.This International Standard provides guidance to leaders, managers, supervisors, quality practitioners, quality management represent
26、atives and human resources managers.vi ISO 2012 All rights reservedBS ISO 10018:2012INTERNATIONAL STANDARD ISO 10018:2012(EN)Quality management Guidelines on people involvement and competence1 ScopeThis International Standard provides guidance on engaging people in an organizations quality managemen
27、t system, and on enhancing their involvement and competence within it. This International Standard is applicable to any organization, regardless of size, type, or activity.2 Normative referencesThe following referenced documents are indispensable for the application of this document. For dated refer
28、ences, only the edition cited applies. For undated references, the latest edition of the referenced document (including any amendments) applies.ISO 9000, Quality management systems Fundamentals and vocabulary3 Terms and definitionsFor the purposes of this document, the terms and definitions given in
29、 ISO 9000 and the following apply.3.1competenceability to apply knowledge and skills to achieve intended resultsNOTE 1 Continuing application of competence can be affected by the work environment with all its variations, pressures, relationships and conflicts that can affect, for example, attitude a
30、nd commitment to apply the relevant knowledge and skills.NOTE 2 Competence requirements are more than academic qualifications, training and experience. They define the results or outcomes to be achieved for a particular job, the performance criteria or standards to be achieved, the evidence required
31、 and the method of obtaining it.NOTE 3 Competences referenced in this International Standard apply both to people within an organization and those outsourced.3.2competence acquisitionprocess to ensure that competence (3.1) is attained by a person, a group of people, or an organizationNOTE In order t
32、o ensure the needs and objectives of the organization are being met, it can be necessary to have a continual programme of competence acquisition.3.3competence developmentprocess to increase the competence of a person, a group of people, or an organization3.4human factorsphysical or cognitive charact
33、eristics, or social behaviour, of a personNOTE Human factors can have a significant influence on the interaction within, and the functioning of, management systems.3.5involvementengagement in, and contribution to, shared objectives ISO 2012 All rights reserved 1BS ISO 10018:2012ISO 10018:2012(EN)4 M
34、anagement of people involvement and competence4.1 GeneralThis clause provides a process and guidelines for developing people involvement and competence. Organizations can use these guidelines to ensure long-term commitment to involvement and competence.4.2 Leadership involvement and strategyEffectiv
35、e quality management systems require leaders to be visibly involved in achieving the people involvement and competence objectives.Leaders should encourage people to assume responsibilities and create conditions which enable people to achieve desired results, ensuring relevant statutory and regulator
36、y requirements are met.Leaders should demonstrate their commitment to people involvement and competence by:a) establishing strategies, policies and objectives;b) defining responsibilities and authorities;c) ensuring understanding of customers needs and expectations;d) determining personnel requireme
37、nts, such as knowledge, skills and behaviour;e) assessing resource requirements, such as infrastructure, work environment and work conditions;f) providing the resources required;g) encouraging communication.4.3 People involvement and competence acquisition processCompetence can be addressed in devel
38、opment plans which also contribute to people involvement. The process for people involvement and competence acquisition is described in Figure 2.7.2 Competence analysis 7.3 Competence planning 7.4 Realization 7.5 Evaluation 4.4 Analysis 4.5 4.6 Implementation 4.7 Evaluation Improvement Input: Organi
39、zations needs Policies and objectives Previous reviews Output: Appropriate competence Involved people Documentation for review PlanningFigure 2 Development process of people involvement and competence acquisition within an organizationThe process is based on the four steps outlined below:a) analysis
40、 (see 4.4): data are collected and analysed in relation to the organizations short- and long-term objectives for people involvement and competence;b) planning (see 4.5): procedures are established and maintained to plan the people involvement and competence acquisition process on an organizational,
41、group and individual level;2 ISO 2012 All rights reservedBS ISO 10018:2012ISO 10018:2012(EN)c) implementation (see 4.6): the plans and associated actions are implemented in order to achieve the objective of people involvement and competence;d) evaluation (see 4.7): plans, actions and outcomes are re
42、viewed and evaluated for continual improvement.There should be a review carried out at every step to ensure that the input and output data are correct. These steps apply to all levels of the organization, group and individual.4.4 Analysis of people involvement and competence acquisition4.4.1 Needs i
43、dentificationThe organization should identify its short- and long-term people involvement and competence needs at planned intervals. The identification of needs may include organizational strategies, values, business plans, policies and input from interested parties, such as customers.The identifica
44、tion process will begin by evaluating the current levels of people involvement and competence, identifying any limitations or gaps. The process will therefore involve the following stages of assessment:a) identifying involvement and competence needs;b) identifying the conditions and resources needed
45、 for people to be effective in the workplace.The organization should also consider whether special arrangements are necessary to reduce or manage risks associated with deficiencies in current activities. Such risks can occur, for example, where there are new or complex tasks, language barriers or or
46、ganizational changes.4.4.2 AssessmentThe organization should assess people involvement and competence at the individual, team and organizational levels. In order to assess the level of people involvement, leaders should define specific methods for evaluating the manner in which the people work, comm
47、unicate, collaborate and network.The assessment should be consistent with development activities. The output of the assessment should enable analysis of the fulfilment of objectives that have been established relating to people involvement and competence. A record of this assessment should be mainta
48、ined.The output of the assessment defines the gaps between the existing people involvement and competence and the needs which have been identified. The gaps show the areas to be developed and create the inputs to the next step.4.5 Involvement and competence planning4.5.1 GeneralUpon completion of th
49、e gap analysis, the organization should follow and maintain procedures to plan its people involvement and competence acquisition. This includes developing and establishing short-term and long-term competence objectives at both the organizational and individual level. The objectives should be approved and documented.The plans should be integrated into the annual organizational and financial planning, in order to ensure that there are planned resources to reach the objectives of people involvement and compete
