SIST ISO 9004-4:1996
(Main)Quality management and quality system elements -- Part 4: Guidelines for quality improvement
Quality management and quality system elements -- Part 4: Guidelines for quality improvement
Gives management guidelines for implementing continuous quality improvement within an organization. The ways of adopting and implementing these guidelines depend upon factors such as the culture, size, nature of the organization, the types of products or services offered, and the markets and customer needs served. Therefore, an organization should develop an improvement process suited to its own needs and resources.
Management de la qualité et éléments de système qualité -- Partie 4: Lignes directrices pour l'amélioration de la qualité
Vodenje kakovosti in elementi sistema kakovosti - 4. del: Smernice za izboljšave kakovosti
General Information
Relations
Buy Standard
Standards Content (Sample)
INTERNATIONAL
Is0
STANDARD
9004-4
First edition
1993-06-I 5
Quality management and quality system
elements -
Part 4:
Guidelines for quality improvement
Gestion de la qua/it6 et Mmen ts de s yst&me qualit6 -
Partie 4: Lignes directrices pour I’amMoration de la qua/it6
Reference number
IS0 9004-47 993(E)
---------------------- Page: 1 ----------------------
IS0 9004-4: 1993(E)
Contents
Page
1 1
Scope .
1
2 Normative reference .
1
.......................................................................................
3 Definitions
.............................................................. 2
4 Fundamental concepts
2
4.1 Principles of quality improvement .
2
....................................
42 . Environment for quality improvement
3
43 . Quality losses .
3
5 Managing for quality improvement .
....................................... 3
51 . Organizing for quality improvement
.......................................... 4
52 . Planning for quality improvement
4
. .
53 Measuring quality improvement
. . . . . . . . . . . . . . . .I. 5
5.4 Reviewing quality-improvement activities
5
..,,......................*...........
6 Methodology for quality improvement
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
6.1 Involving the whole organization
. . . . . . . . , . . . . . . 5
Initiating quality-improvement projects or activities
6.2
..,.............,................................ 5
6.3 Investigating possible causes
. . . . . . . . . . . . . . . . . . . . . . . . . . . 5
6.4 Establishing cause-and-effect relationships
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
6.5
Taking preventive or corrective actions
. . . . . . . . . . . . . . . . . .*. 6
6.6 Confirming the improvement
6
6.7 Sustaining the gains .~,.,.,.,.,,,.,,.,,,,.~,,.,.,.,,.
6
6.8 Continuing the improvement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
..,.....,....,I.......,,..,..........,........ 6
7 Supporting tools and techniques
6
7.1 Tools for numerical data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
7.2 Tools for non-numerical data
,,.,.,. 6
7.3 Training in applying tools and techniques
0 IS0 1993
All rights reserved, No part of this publication may be reproduced or utilized in any form or
by any means, electronic or mechanical, including photocopying and microfilm, without per-
mission in writing from the publisher.
International Organization for Standardization
Case Postale 56 l CH-1211 Geneve 20 l Switzerland
Printed in Switzerland
ii
---------------------- Page: 2 ----------------------
IS0 900&4:1993(E)
Annexes
8
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
A Supporting tools and techniques
25
B Bibliography .,,,.,.,.I,.,.~.
. . .
III
---------------------- Page: 3 ----------------------
IS0 9004=4:1993(E)
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 committees. 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 International Electrotechnical Commission
(IEC) on all matters of electrotechnical standardization.
Draft International Standards adopted by the technical committees are
circulated to the member bodies for voting. Publication as an International
Standard requires approval by at least 75 % of the member bodies casting
a vote.
International Standard IS0 9004-4 was prepared by Technical Committee
ISODC 176, Quality management and quality assurance, Sub-Committee
SC 2, Quality systems.
IS0 9004 consists of the following parts, under the general title Quality
management and quality system elements:
- Part I: Guidelines
- Part 2: Guidelines for services
- Part 3: Guidelines for processed materials
- Part 4: Guidelines for quality improvement
- Part 5: Guidelines for quality plans
- Part 6: Guide to quality assurance for project management
- Part 7: Guidelines for configuration management
Part 1 is a revision of IS0 9004:1987.
Annex A forms an integral part of this part of IS0 9004. Annex B is for
information only.
iv
---------------------- Page: 4 ----------------------
IS0 9004=4:1993(E)
Introduction
When implementing a quality system (e.g. as described in IS0 9004), the
management of an organization should ensure that the system will facili-
tate and promote continuous quality improvement. A constant goal of
management at all levels of an organization should be to strive for cus-
tomer satisfaction and continuous quality improvement.
The quality of products and services is important for competitiveness.
Continuous quality improvement is necessary to enhance an organization’s
competitive position. It should be emphasized that innovative strategies
for the introduction of new product, service, or process technologies and
continuous quality improvement all need to be considered.
The motivation for quality improvement comes from the need to provide
increased value and satisfaction to customers. Every member of an or-
ganization should develop a conscious awareness that each process can
be performed more effectively and more efficiently with less waste and
resource consumption.
Increases in effectiveness and efficiency benefit customers, the organiz-
ation and its members, and society in general. Continuous quality im-
provement enhances the ability of an organization to compete and the
opportunity for its members to contribute, grow and excel.
---------------------- Page: 5 ----------------------
This page intentionally left blank
---------------------- Page: 6 ----------------------
INTERNATIONAL STANDARD IS0 9004=4:4993(E)
Quality management and quality system elements -
Part 4:
Guidelines for quality improvement
1 Scope 3 Definitions
For the purposes of this part of IS0 9004, the defi-
This part of IS0 9004 gives management guidelines
nitions given in IS0 8402 and the following definitions
for implementing continuous quality improvement
apply*
within an organization.
3.1 process: A set of inter-related resources and
The ways of adopting and implementing these guide-
activities which transforms inputs into outputs.
lines depend upon factors such as the culture, size,
nature of the organization, the types of products or
NOTE 1 Resources may include personnel, facilities,
services offered, and the markets and customer
equipment, technology and methodology.
needs served. Therefore, an organization should de-
velop an improvement process suited to its own
3.2 supply chain: A set of inter-related processes
needs and resources.
that accepts inputs from suppliers, adds value to
these inputs, and produces outputs for customers.
This part of IS0 9004 is not for contractual, regulatory
or certification use.
NOTES
2 Input and outputs can be either products or services.
3 Customers and suppliers can be either internal or ex-
ternal to the organization.
2 Normative reference
4 A unit of a supply chain is illustrated in figure I.
The following standard contains provisions which,
3.3 quality improvement: Actions taken through-
through reference in this text, constitute provisions
out the organization to increase the effectiveness and
of this part of IS0 9004. At the time of publication, the
efficiency of activities and processes to provide added
edition indicated was valid. All standards are subject
benefits to both the organization and its customers.
to revision, and parties to agreements based on this
part of IS0 9004 are encouraged to investigate the
3.4 quality losses: Losses caused by not realizing
possibility of applying the most recent edition of the
the potential of resources in processes and activities.
standard indicated below. Members of IEC and IS0
maintain registers of currently valid International
NOTE 5 Some examples of quality losses are the loss of
Standards.
customer satisfaction, loss of opportunity to add more value
for the customer, the organization or society, as well as a
IS0 8402: A) Quality management and quality as- waste of resources. Quality losses are a subset of quality
surance - Vdcabulary. costs (see 4.3).
1) To be published. (Revision of IS0 8402:1986)
---------------------- Page: 7 ----------------------
IS0 9004=4:1993(E)
Figure 1 - A unit of a supply chain
3.5 preventive action: An action taken to eliminate 4.2 Environment for quality improvement
the causes of a potential nonconformity, defect or
other undesirable situation in order to prevent occur-
rence.
4.2.1 Management responsibility and leadership
The responsibility and leadership for creating the en-
3.6 corrective action: An action taken to eliminate
vironment for continuous quality improvement belong
the causes of an existing nonconformity, defect or
other undesirable situation in order to prevent recur- to the highest level of management. Managers con-
rence. vey the leadership and commitment necessary for
creating the environment for quality improvement by
NOTE 6 Actions for correcting process outputs include
their own actions, constancy and deployment of re-
repair, rework or adjustment taken to rectify nonconforming,
sources. Managers lead quality improvement by
defective or other undesirable process outputs.
communicating purpose and goals, by continuously
improving their own work processes, by fostering an
environment of open communication, teamwork and
respect for the individual, and by enabling and em-
powering everyone in the organization to improve
their work processes.
4 Fundamental concepts
4.2.2 Values, attitudes and behaviour
4.1 Principles of quality improvement
The environment for quality improvement often re-
quires a new set of shared values, attitudes and be-
The quality of an organization’s products, services and
haviour focusing on satisfying customer needs and
other outputs is determined by the satisfaction of the
setting ever more challenging goals. Values, attitudes
customers who use them and results from the effec-
and behaviour that are essential for continuous quality
tiveness and efficiency of the processes that create
improvement include:
and support them.
- focusing attention on satisfying the needs of both
Quality improvement is achieved by improving pro-
internal and external customers;
cesses. Every activity or item of work in an organiz-
ation comprises one or more processes.
- involving the entire supply chain from suppliers to
customers in quality improvement;
Quality improvement is a continuous activity, aiming
for ever higher process effectiveness and efficiency.
- demonstrating management commitment, leader-
ship and involvement;
Quality-improvement efforts should be directed to-
wards constantly seeking opportunities for improve-
- emphasizing quality improvement as a part of
ment, rather than waiting for a problem to reveal
everyone’s job, either by teamwork or individual
opportunities.
activities;
Correcting process outputs reduces or eliminates a
problem which has occurred. Preventive and correc- - addressing problems by improving processes;
tive actions eliminate or reduce the causes of a prob-
lem, and hence eliminate or reduce any future - continuously improving all processes;
occurrence. Thus, preventive and corrective actions
improve the processes of an organization and are - establishing open communication with access to
critical to quality improvement. data and information;
2
---------------------- Page: 8 ----------------------
IS0 9004=4:1993(E)
- promoting teamwork and respect for the individ- annex A). All education and training programmes
should be reviewed for consistency with quality prin-
ual;
ciples and practices. The effectiveness of education
and training should be regularly assessed. Training
- making decisions based on the analysis of data.
separated from application is rarely effective (see
. .
7 3)
4.2.3 Quality-improvement goals
Quality-improvement goals should be established
4.3 Quality losses
throughout the organization. They should be closely
integrated with the overall business goals and provide
Opportunities to reduce quality losses guide quality-
focus for increasing customer satisfaction and pro-
improvement efforts. Quality losses should be linked
cess effectiveness and efficiency. Quality-
with the processes causing them. It is important at
improvement goals should be defined so that
least to estimate even those quality losses which are
progress can be measured. They should be clearly
difficult to measure, such as the loss of customer
understandable, challenging and pertinent. Strategies
goodwill and the failure fully to utilize human potential.
to achieve these goals should be understood and
Organizations should reduce quality losses by using
agreed to by all who must work together to achieve
every opportunity to improve quality.
them. Quality-improvement goals should be regularly
reviewed and should reflect changing customer ex-
pectations.
5 Managing for quality improvement
4.2.4 Communications and teamwork
Although the application of any of the techniques de-
scribed in annex A will give some incremental im-
Open communication and teamwork remove organiz-
provement, their full potential can only be realized if
ational and personal barriers that interfere with effec-
they are applied and coordinated within a structured
tiveness, efficiency and continuous improvement of
framework. This requires organizing, planning,
processes. Open communication and teamwork
measuring for quality improvement, and reviewing all
should be extended throughout the whole supply
quality-improvement activities.
chain, including suppliers and customers. Communi-
cation and teamwork require trust. Trust is essential
if everyone is to be involved in identifying and follow-
5.1 Organizing for quality improvement
ing up on opportunities for improvement.
An effective way of organizing quality improvement
4.2.5 Recognition
identifies opportunities for quality improvement both
vertically within the organizational hierarchy and hori-
The recognition process encourages actions consist-
zontally in the processes that flow across organiz-
ent with values, attitudes and behaviour necessary for
ational boundaries. In organizing for quality
quality improvement (see 4.2.2). improvement, the following should be addressed:
Successful recognition processes emphasize the de-
- a means for providing policy, strategy, major
velopment and growth of individuals and consider the
quality-improvement goals, overall guidance, sup-
factors which influence an individual’s work perform-
port and broad coordination of the organization’s
ance (e.g. opportunity, organization, environment).
quality-improvement activities;
Furthermore, successful recognition processes em-
phasize group performance and group recognition,
- a means of identifying cross-functional quality-
and encourage frequent and informal feedback.
improvement needs and goals and assigning re-
sources to pursue them;
NOTE 7 Reward systems should be consistent with the
recognition process. In particular, reward systems should
- a means to pursue quality-improvement goals by
avoid promoting destructive internal competition.
team activities within areas of direct responsi-
bilities and authorities;
4.2.6 Education and training
- a means for encouraging every member of the or-
On-going education and training are essential for
ganization to pursue quality-improvement activities
everyone. Education and training programmes are
related to their work and for coordinating these
important in creating and maintaining an environment
activities;
for quality improvement. All members of an organiz-
ation, including the highest levels of management,
-a means of reviewing and assess ing the progress
should be educated and trained in quality principles
0 f quality-improvement activities.
and practices and in the application of appropriate
methods for quality improvement. This includes the Within the organizational hierarchy, responsibilities for
use of quality-improvement tools and techniques (see
quality improvement include:
3
---------------------- Page: 9 ----------------------
IS0 90044: 1993(E)
The development of quality-improvement plans
management processes such as defining the
should involve everyone in the organization, together
mission of the organization, strategic planning,
with the suppliers and customers of the organization.
clarifying roles and responsibilities, acquiring and
Involving everyone greatly increases the opportunities
assigning resources, providing education and
for improvement.
training, and recognition;
Quality-improvement plans are often implemented
identification and planning of continuous improve-
through a set a specific quality-improvement projects
ment of the work processes of the organization;
or activities. Management should take care to monitor
and control such implementation activities to ensure
identification and planning of continuous improve-
their integration into the overall goals and business
ment of the administrative-support processes of
plans of the organization.
the organization;
Plans for quality improvements focus on newly ident-
measurement and tracking of reduction of quality
ified opportunities and on areas where insufficient
losses;
progress has been made. The planning process has
inputs from all levels of the organization, from reviews
development and maintenance of an environment
of achieved results, and from customers and sup-
that empowers, enables and charges all members
pliers.
of the organization continuously to improve quality.
Within the processes that flow across organizational
boundaries, responsibilities for quality improvement
5.3 Measuring quality improvement
include:
An organization should develop a measurement sys-
- defining and agreeing on the purpose of each pro-
tem that fits the nature of its operations. A system
cess and its relationship with the objectives of the
of objective measurements should be established for
organization;
identifying and diagnosing improvement opportunities
and for measuring the results of quality-improvement
- establishing and maintaining communication
activities. A well-developed system includes
among departments;
measurements at unit, department, cross-functional
and total organizational levels. The measurements
- identifying both internal and external customers
should relate to quality losses associated with cus-
of the process and determining their needs and
tomer satisfaction, process efficiencies and societal
expectations;
losses.
- translating customer needs and expectations into
a) Measures of quality losses associated with cus-
specific customer requirements;
tomer satisfaction may be based on information
from surveys of current and potential customers,
- identifying suppliers to the process and communi-
surveys of competing products and services,
cating to them their customer needs and expec-
product or service performance records, changes
tations;
in revenues, routine inspections by service per-
sonnel, information from sales and service staff,
- searching for process-improvement opportunities,
and customer complaints and claims.
allocating resources for improvement, and over-
seeing implementation of these improvements.
b) Measures of quality losses associated with pro-
cess efficiency may be based on labour, capital
and material utilization, producing, sorting, cor-
recting or scrapping unsatisfactory process output,
process readjustments, waiting times, cycles
5.2 Planning for quality improvement
times, delivery performance, unnecessarily redun-
dant designs, size of inventories and statistical
Quality-improvement goals an d plans s hould be a part
measures of process capability and process stab-
of an organization’s business plan . ility.
Management should set quality-improvement goals in
c) Measures of societal quality losses may be based
the broadest sense including reducing quality losses.
on failure to realize human potential (e.g. as indi-
Plans should be developed within the business plan-
cated by employee satisfaction surveys), damage
ning cycle to provide strategic guidance and direction
caused by pollution and disposal of waste and de-
for meeting these quality-improvement goals and im-
pletion of scarce resources.
plementing the quality policy. These plans should ad-
The phenomenon of variability is common to all
dress the most important quality losses and should
measurements. Trends displayed by measurements
be deployed throughout all functions and all levels of
should be interpreted statistically.
the organization.
4
---------------------- Page: 10 ----------------------
IS0 9004=4:1993(E)
losses and/or on competitive comparisons (bench-
Measuring and tracking trends from a “baseline” of
marks) against organizations recognized as leaders in
past performance are important, in addition to estab-
field. Once defined, the quality-
a particular
lishing and meeting numerically given targets.
improvement project or activity progresses through a
Measuring enhances problem identification based on
series of steps and is completed with the implemen-
fact.
tation of preventive or corrective actions taken on the
The measurements should be reported and reviewed
process in order to reach and maintain the new, im-
as an integral part of the management accounting and
proved level of performance. As quality-improvement
control practices of the organization. The people and
projects or activities are completed, new quality-
organizations involved in the improvement process
improvement projects or activities are selected and
should be informed of their progress in terms that are
implemented.
meaningful and measurable from their perspective.
6.2 Initiating quality-improvement projects
5.4 Reviewing quality-improvement
or activities
activities
All members of the organization are involved in in-
Regular reviews of quality-improvement activities
itiating quality-improvement projects or activities. The
should be conducted at all levels of management to
need, scope and importance of a quality-improvement
ensure that:
project or activity should be clearly defined and dem-
onstrated. The definition should include the relevant
the organization for quality improvement is func-
background and history, the associated quality losses
tioning effectively;
and the current status, if possible expressed in spe-
cific, numerical terms. A person or a team, including
plans for quality improvement are adequate and
the team leader, should be assigned to the project or
are being followed;
activity. It is necessary to establish a schedule and
allocate adequate resources. Provisions should be
measurements for quality improvement are ap-
made for period ic rev liews of scope, schedule, re-
propriate and adequate, and indicate satisfactory
allocation and p rogress.
source
progress;
results of the review are fed into the next planning
1
6.3 Investigating possible
cycle.
The purpose of this step is to increase the under-
where any dis-
Appropriate actions should be taken
standing of the nature of the process to be improved
crepancies have bee n identified.
by collection, validation and analysis of data. Data
collection should always be carried out according to
a carefully constructed plan. It is important to carry
6 Methodology for quality improvement
out the investigation of the possible causes with the
utmost objectrvity, without’ any preconceptions of
Quality-improvement benefits will accumulate steadily
preventive or corrective actions
what the causes or
when an organization pursues quality-improvement
will then be based on facts.
might be. Decisions
projects and activities in a consistent, disciplined se-
ries of steps based on data collection and analysis.
6.4 Establishing cause-and-effect
relationships
6.1 Involving the whole organization
The data are analysed to gain insight into the nature
When an organization is well motivated and managed
of the process to be improved and to formulate
for quality improvement, a number of quality-
possible cause-and-effect relationships. It is essential
improvement projects or activities of varied complex-
to distinguish between coincidence and cause-and-
ity will be continuously undertaken and implemented
effect relationships. The relationships that appear to
by all members and levels of the organization.
have a high degree of consistency with the data need
Quality-improvement projects and activities will be-
to be tested and confirmed based on new data col-
come a normal part of everyone’s work and will vary
lected according to a carefully constructed plan.
from those necessitating cross-functional or manage-
ment teams to those which will be selected and im-
plemented by either individual members or teams.
6.5 Taking preventive or corrective actions
A quality-improvement project or activity usually starts
After cause-and-effect relationships are established,
with the recognition of an improvement opportunity.
alternative proposals for preventive or corrective ac-
This recognition can be based on measures of quality
5
---------------------- Page: 11 ----------------------
IS0 9004=4:1993(E)
NOTE 9 The “plan-do-check-act cycle” is used for con-
tions to address the causes should be developed and
tinuous quality improvement. The quality-improvement
evaluated. Advantages and disadvantages of each
methodology in this part of IS0 9004 emphasizes the
proposal should be examined by the members of the
check-act phases of this cycle.
organization who will be involved in implementing
these actions. Successful implementation depends on
the cooperation of all those involved.
NOTE 8 Quality improvements are obtained by taking
preventive or corrective actions on the process to produce 7 Supporting tools and techniques
either more satisfactory outputs and/or reduce the fre-
quency of unsatisfactory outputs. Relying solely on correct-
Decisions based on the analysis of situations and data
ing process outputs such as repairing, reworking, or sorting
play a leading role in quality-improvement projects and
perpetuates quality losses.
activities. Success of quality-improvement projects
and activities is enhanced by proper application of
6.6 Confirming the improvement
tools and techniques developed for these purposes.
After implementing preventive or corrective actions,
appropriate data must be collected and analysed to
confirm that an improvement has been made. The
confirmatory data should be collected on the same
7.1 Tools for numerical data
basis as the data collected to investigate and establish
cause-and-effect relationships. Investigations also
Where possible, quality-improvement decisions
need to be made for side effects, either desirable or
should be based on numerical data. Decisions re-
undesirable, that may have been introduced.
garding differences, trends and changes in numerical
data should be based on proper statistical interpret-
If, after preventive or corrective actions are taken, the
ation.
undesirable results continue to occur at approximately
the same frequency as before, it will be necessary to
redefine the quality-improvement project or activity
by returning to the initiation step.
7.2 Tools for non-numerical data
6.7 Sustaining the gains
Some quality-improvement decisions may be based
on non-numerical data. Such data play an important
After the quality improvement has been confirmed, it
role in marketing, research and development, and in
needs to be sustained. This usually involves a change
management decisions. Appropriate tools should be
of specifications and/or operating or administrative
used to process properly this kind of data to transform
procedures and practices, necessary education and
them into useful information for decision making.
training, and making sure that these changes become
an integral part of the job content of everyone con-
cerned. The improved process then needs to be
controlled at the new level of performance.
7.3 Training in applying tools and
techniques
6.8 Continuing the improvement
If the desired improvement is obtained, new quality-
All members of the organization should receive train-
improvement projects or activities should be selected
ing in applying quality-improvement tools and tech-
and implemented. Since additional quality improve-
niques to improve their work processes. Training
ments are always possible, a quality-improvement separ
...
SLOVENSKI STANDARD
SIST ISO 9004-4:1996
01-maj-1996
Vodenje kakovosti in elementi sistema kakovosti - 4. del: Smernice za izboljšave
kakovosti
Quality management and quality system elements -- Part 4: Guidelines for quality
improvement
Management de la qualité et éléments de système qualité -- Partie 4: Lignes directrices
pour l'amélioration de la qualité
Ta slovenski standard je istoveten z: ISO 9004-4:1993
ICS:
03.120.10 Vodenje in zagotavljanje Quality management and
kakovosti quality assurance
SIST ISO 9004-4:1996 en
2003-01.Slovenski inštitut za standardizacijo. Razmnoževanje celote ali delov tega standarda ni dovoljeno.
---------------------- Page: 1 ----------------------
SIST ISO 9004-4:1996
---------------------- Page: 2 ----------------------
SIST ISO 9004-4:1996
INTERNATIONAL
Is0
STANDARD
9004-4
First edition
1993-06-I 5
Quality management and quality system
elements -
Part 4:
Guidelines for quality improvement
Gestion de la qua/it6 et Mmen ts de s yst&me qualit6 -
Partie 4: Lignes directrices pour I’amMoration de la qua/it6
Reference number
IS0 9004-47 993(E)
---------------------- Page: 3 ----------------------
SIST ISO 9004-4:1996
IS0 9004-4: 1993(E)
Contents
Page
1 1
Scope .
1
2 Normative reference .
1
.......................................................................................
3 Definitions
.............................................................. 2
4 Fundamental concepts
2
4.1 Principles of quality improvement .
2
....................................
42 . Environment for quality improvement
3
43 . Quality losses .
3
5 Managing for quality improvement .
....................................... 3
51 . Organizing for quality improvement
.......................................... 4
52 . Planning for quality improvement
4
. .
53 Measuring quality improvement
. . . . . . . . . . . . . . . .I. 5
5.4 Reviewing quality-improvement activities
5
..,,......................*...........
6 Methodology for quality improvement
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
6.1 Involving the whole organization
. . . . . . . . , . . . . . . 5
Initiating quality-improvement projects or activities
6.2
..,.............,................................ 5
6.3 Investigating possible causes
. . . . . . . . . . . . . . . . . . . . . . . . . . . 5
6.4 Establishing cause-and-effect relationships
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
6.5
Taking preventive or corrective actions
. . . . . . . . . . . . . . . . . .*. 6
6.6 Confirming the improvement
6
6.7 Sustaining the gains .~,.,.,.,.,,,.,,.,,,,.~,,.,.,.,,.
6
6.8 Continuing the improvement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
..,.....,....,I.......,,..,..........,........ 6
7 Supporting tools and techniques
6
7.1 Tools for numerical data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
7.2 Tools for non-numerical data
,,.,.,. 6
7.3 Training in applying tools and techniques
0 IS0 1993
All rights reserved, No part of this publication may be reproduced or utilized in any form or
by any means, electronic or mechanical, including photocopying and microfilm, without per-
mission in writing from the publisher.
International Organization for Standardization
Case Postale 56 l CH-1211 Geneve 20 l Switzerland
Printed in Switzerland
ii
---------------------- Page: 4 ----------------------
SIST ISO 9004-4:1996
IS0 900&4:1993(E)
Annexes
8
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
A Supporting tools and techniques
25
B Bibliography .,,,.,.,.I,.,.~.
. . .
III
---------------------- Page: 5 ----------------------
SIST ISO 9004-4:1996
IS0 9004=4:1993(E)
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 committees. 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 International Electrotechnical Commission
(IEC) on all matters of electrotechnical standardization.
Draft International Standards adopted by the technical committees are
circulated to the member bodies for voting. Publication as an International
Standard requires approval by at least 75 % of the member bodies casting
a vote.
International Standard IS0 9004-4 was prepared by Technical Committee
ISODC 176, Quality management and quality assurance, Sub-Committee
SC 2, Quality systems.
IS0 9004 consists of the following parts, under the general title Quality
management and quality system elements:
- Part I: Guidelines
- Part 2: Guidelines for services
- Part 3: Guidelines for processed materials
- Part 4: Guidelines for quality improvement
- Part 5: Guidelines for quality plans
- Part 6: Guide to quality assurance for project management
- Part 7: Guidelines for configuration management
Part 1 is a revision of IS0 9004:1987.
Annex A forms an integral part of this part of IS0 9004. Annex B is for
information only.
iv
---------------------- Page: 6 ----------------------
SIST ISO 9004-4:1996
IS0 9004=4:1993(E)
Introduction
When implementing a quality system (e.g. as described in IS0 9004), the
management of an organization should ensure that the system will facili-
tate and promote continuous quality improvement. A constant goal of
management at all levels of an organization should be to strive for cus-
tomer satisfaction and continuous quality improvement.
The quality of products and services is important for competitiveness.
Continuous quality improvement is necessary to enhance an organization’s
competitive position. It should be emphasized that innovative strategies
for the introduction of new product, service, or process technologies and
continuous quality improvement all need to be considered.
The motivation for quality improvement comes from the need to provide
increased value and satisfaction to customers. Every member of an or-
ganization should develop a conscious awareness that each process can
be performed more effectively and more efficiently with less waste and
resource consumption.
Increases in effectiveness and efficiency benefit customers, the organiz-
ation and its members, and society in general. Continuous quality im-
provement enhances the ability of an organization to compete and the
opportunity for its members to contribute, grow and excel.
---------------------- Page: 7 ----------------------
SIST ISO 9004-4:1996
This page intentionally left blank
---------------------- Page: 8 ----------------------
SIST ISO 9004-4:1996
INTERNATIONAL STANDARD IS0 9004=4:4993(E)
Quality management and quality system elements -
Part 4:
Guidelines for quality improvement
1 Scope 3 Definitions
For the purposes of this part of IS0 9004, the defi-
This part of IS0 9004 gives management guidelines
nitions given in IS0 8402 and the following definitions
for implementing continuous quality improvement
apply*
within an organization.
3.1 process: A set of inter-related resources and
The ways of adopting and implementing these guide-
activities which transforms inputs into outputs.
lines depend upon factors such as the culture, size,
nature of the organization, the types of products or
NOTE 1 Resources may include personnel, facilities,
services offered, and the markets and customer
equipment, technology and methodology.
needs served. Therefore, an organization should de-
velop an improvement process suited to its own
3.2 supply chain: A set of inter-related processes
needs and resources.
that accepts inputs from suppliers, adds value to
these inputs, and produces outputs for customers.
This part of IS0 9004 is not for contractual, regulatory
or certification use.
NOTES
2 Input and outputs can be either products or services.
3 Customers and suppliers can be either internal or ex-
ternal to the organization.
2 Normative reference
4 A unit of a supply chain is illustrated in figure I.
The following standard contains provisions which,
3.3 quality improvement: Actions taken through-
through reference in this text, constitute provisions
out the organization to increase the effectiveness and
of this part of IS0 9004. At the time of publication, the
efficiency of activities and processes to provide added
edition indicated was valid. All standards are subject
benefits to both the organization and its customers.
to revision, and parties to agreements based on this
part of IS0 9004 are encouraged to investigate the
3.4 quality losses: Losses caused by not realizing
possibility of applying the most recent edition of the
the potential of resources in processes and activities.
standard indicated below. Members of IEC and IS0
maintain registers of currently valid International
NOTE 5 Some examples of quality losses are the loss of
Standards.
customer satisfaction, loss of opportunity to add more value
for the customer, the organization or society, as well as a
IS0 8402: A) Quality management and quality as- waste of resources. Quality losses are a subset of quality
surance - Vdcabulary. costs (see 4.3).
1) To be published. (Revision of IS0 8402:1986)
---------------------- Page: 9 ----------------------
SIST ISO 9004-4:1996
IS0 9004=4:1993(E)
Figure 1 - A unit of a supply chain
3.5 preventive action: An action taken to eliminate 4.2 Environment for quality improvement
the causes of a potential nonconformity, defect or
other undesirable situation in order to prevent occur-
rence.
4.2.1 Management responsibility and leadership
The responsibility and leadership for creating the en-
3.6 corrective action: An action taken to eliminate
vironment for continuous quality improvement belong
the causes of an existing nonconformity, defect or
other undesirable situation in order to prevent recur- to the highest level of management. Managers con-
rence. vey the leadership and commitment necessary for
creating the environment for quality improvement by
NOTE 6 Actions for correcting process outputs include
their own actions, constancy and deployment of re-
repair, rework or adjustment taken to rectify nonconforming,
sources. Managers lead quality improvement by
defective or other undesirable process outputs.
communicating purpose and goals, by continuously
improving their own work processes, by fostering an
environment of open communication, teamwork and
respect for the individual, and by enabling and em-
powering everyone in the organization to improve
their work processes.
4 Fundamental concepts
4.2.2 Values, attitudes and behaviour
4.1 Principles of quality improvement
The environment for quality improvement often re-
quires a new set of shared values, attitudes and be-
The quality of an organization’s products, services and
haviour focusing on satisfying customer needs and
other outputs is determined by the satisfaction of the
setting ever more challenging goals. Values, attitudes
customers who use them and results from the effec-
and behaviour that are essential for continuous quality
tiveness and efficiency of the processes that create
improvement include:
and support them.
- focusing attention on satisfying the needs of both
Quality improvement is achieved by improving pro-
internal and external customers;
cesses. Every activity or item of work in an organiz-
ation comprises one or more processes.
- involving the entire supply chain from suppliers to
customers in quality improvement;
Quality improvement is a continuous activity, aiming
for ever higher process effectiveness and efficiency.
- demonstrating management commitment, leader-
ship and involvement;
Quality-improvement efforts should be directed to-
wards constantly seeking opportunities for improve-
- emphasizing quality improvement as a part of
ment, rather than waiting for a problem to reveal
everyone’s job, either by teamwork or individual
opportunities.
activities;
Correcting process outputs reduces or eliminates a
problem which has occurred. Preventive and correc- - addressing problems by improving processes;
tive actions eliminate or reduce the causes of a prob-
lem, and hence eliminate or reduce any future - continuously improving all processes;
occurrence. Thus, preventive and corrective actions
improve the processes of an organization and are - establishing open communication with access to
critical to quality improvement. data and information;
2
---------------------- Page: 10 ----------------------
SIST ISO 9004-4:1996
IS0 9004=4:1993(E)
- promoting teamwork and respect for the individ- annex A). All education and training programmes
should be reviewed for consistency with quality prin-
ual;
ciples and practices. The effectiveness of education
and training should be regularly assessed. Training
- making decisions based on the analysis of data.
separated from application is rarely effective (see
. .
7 3)
4.2.3 Quality-improvement goals
Quality-improvement goals should be established
4.3 Quality losses
throughout the organization. They should be closely
integrated with the overall business goals and provide
Opportunities to reduce quality losses guide quality-
focus for increasing customer satisfaction and pro-
improvement efforts. Quality losses should be linked
cess effectiveness and efficiency. Quality-
with the processes causing them. It is important at
improvement goals should be defined so that
least to estimate even those quality losses which are
progress can be measured. They should be clearly
difficult to measure, such as the loss of customer
understandable, challenging and pertinent. Strategies
goodwill and the failure fully to utilize human potential.
to achieve these goals should be understood and
Organizations should reduce quality losses by using
agreed to by all who must work together to achieve
every opportunity to improve quality.
them. Quality-improvement goals should be regularly
reviewed and should reflect changing customer ex-
pectations.
5 Managing for quality improvement
4.2.4 Communications and teamwork
Although the application of any of the techniques de-
scribed in annex A will give some incremental im-
Open communication and teamwork remove organiz-
provement, their full potential can only be realized if
ational and personal barriers that interfere with effec-
they are applied and coordinated within a structured
tiveness, efficiency and continuous improvement of
framework. This requires organizing, planning,
processes. Open communication and teamwork
measuring for quality improvement, and reviewing all
should be extended throughout the whole supply
quality-improvement activities.
chain, including suppliers and customers. Communi-
cation and teamwork require trust. Trust is essential
if everyone is to be involved in identifying and follow-
5.1 Organizing for quality improvement
ing up on opportunities for improvement.
An effective way of organizing quality improvement
4.2.5 Recognition
identifies opportunities for quality improvement both
vertically within the organizational hierarchy and hori-
The recognition process encourages actions consist-
zontally in the processes that flow across organiz-
ent with values, attitudes and behaviour necessary for
ational boundaries. In organizing for quality
quality improvement (see 4.2.2). improvement, the following should be addressed:
Successful recognition processes emphasize the de-
- a means for providing policy, strategy, major
velopment and growth of individuals and consider the
quality-improvement goals, overall guidance, sup-
factors which influence an individual’s work perform-
port and broad coordination of the organization’s
ance (e.g. opportunity, organization, environment).
quality-improvement activities;
Furthermore, successful recognition processes em-
phasize group performance and group recognition,
- a means of identifying cross-functional quality-
and encourage frequent and informal feedback.
improvement needs and goals and assigning re-
sources to pursue them;
NOTE 7 Reward systems should be consistent with the
recognition process. In particular, reward systems should
- a means to pursue quality-improvement goals by
avoid promoting destructive internal competition.
team activities within areas of direct responsi-
bilities and authorities;
4.2.6 Education and training
- a means for encouraging every member of the or-
On-going education and training are essential for
ganization to pursue quality-improvement activities
everyone. Education and training programmes are
related to their work and for coordinating these
important in creating and maintaining an environment
activities;
for quality improvement. All members of an organiz-
ation, including the highest levels of management,
-a means of reviewing and assess ing the progress
should be educated and trained in quality principles
0 f quality-improvement activities.
and practices and in the application of appropriate
methods for quality improvement. This includes the Within the organizational hierarchy, responsibilities for
use of quality-improvement tools and techniques (see
quality improvement include:
3
---------------------- Page: 11 ----------------------
SIST ISO 9004-4:1996
IS0 90044: 1993(E)
The development of quality-improvement plans
management processes such as defining the
should involve everyone in the organization, together
mission of the organization, strategic planning,
with the suppliers and customers of the organization.
clarifying roles and responsibilities, acquiring and
Involving everyone greatly increases the opportunities
assigning resources, providing education and
for improvement.
training, and recognition;
Quality-improvement plans are often implemented
identification and planning of continuous improve-
through a set a specific quality-improvement projects
ment of the work processes of the organization;
or activities. Management should take care to monitor
and control such implementation activities to ensure
identification and planning of continuous improve-
their integration into the overall goals and business
ment of the administrative-support processes of
plans of the organization.
the organization;
Plans for quality improvements focus on newly ident-
measurement and tracking of reduction of quality
ified opportunities and on areas where insufficient
losses;
progress has been made. The planning process has
inputs from all levels of the organization, from reviews
development and maintenance of an environment
of achieved results, and from customers and sup-
that empowers, enables and charges all members
pliers.
of the organization continuously to improve quality.
Within the processes that flow across organizational
boundaries, responsibilities for quality improvement
5.3 Measuring quality improvement
include:
An organization should develop a measurement sys-
- defining and agreeing on the purpose of each pro-
tem that fits the nature of its operations. A system
cess and its relationship with the objectives of the
of objective measurements should be established for
organization;
identifying and diagnosing improvement opportunities
and for measuring the results of quality-improvement
- establishing and maintaining communication
activities. A well-developed system includes
among departments;
measurements at unit, department, cross-functional
and total organizational levels. The measurements
- identifying both internal and external customers
should relate to quality losses associated with cus-
of the process and determining their needs and
tomer satisfaction, process efficiencies and societal
expectations;
losses.
- translating customer needs and expectations into
a) Measures of quality losses associated with cus-
specific customer requirements;
tomer satisfaction may be based on information
from surveys of current and potential customers,
- identifying suppliers to the process and communi-
surveys of competing products and services,
cating to them their customer needs and expec-
product or service performance records, changes
tations;
in revenues, routine inspections by service per-
sonnel, information from sales and service staff,
- searching for process-improvement opportunities,
and customer complaints and claims.
allocating resources for improvement, and over-
seeing implementation of these improvements.
b) Measures of quality losses associated with pro-
cess efficiency may be based on labour, capital
and material utilization, producing, sorting, cor-
recting or scrapping unsatisfactory process output,
process readjustments, waiting times, cycles
5.2 Planning for quality improvement
times, delivery performance, unnecessarily redun-
dant designs, size of inventories and statistical
Quality-improvement goals an d plans s hould be a part
measures of process capability and process stab-
of an organization’s business plan . ility.
Management should set quality-improvement goals in
c) Measures of societal quality losses may be based
the broadest sense including reducing quality losses.
on failure to realize human potential (e.g. as indi-
Plans should be developed within the business plan-
cated by employee satisfaction surveys), damage
ning cycle to provide strategic guidance and direction
caused by pollution and disposal of waste and de-
for meeting these quality-improvement goals and im-
pletion of scarce resources.
plementing the quality policy. These plans should ad-
The phenomenon of variability is common to all
dress the most important quality losses and should
measurements. Trends displayed by measurements
be deployed throughout all functions and all levels of
should be interpreted statistically.
the organization.
4
---------------------- Page: 12 ----------------------
SIST ISO 9004-4:1996
IS0 9004=4:1993(E)
losses and/or on competitive comparisons (bench-
Measuring and tracking trends from a “baseline” of
marks) against organizations recognized as leaders in
past performance are important, in addition to estab-
field. Once defined, the quality-
a particular
lishing and meeting numerically given targets.
improvement project or activity progresses through a
Measuring enhances problem identification based on
series of steps and is completed with the implemen-
fact.
tation of preventive or corrective actions taken on the
The measurements should be reported and reviewed
process in order to reach and maintain the new, im-
as an integral part of the management accounting and
proved level of performance. As quality-improvement
control practices of the organization. The people and
projects or activities are completed, new quality-
organizations involved in the improvement process
improvement projects or activities are selected and
should be informed of their progress in terms that are
implemented.
meaningful and measurable from their perspective.
6.2 Initiating quality-improvement projects
5.4 Reviewing quality-improvement
or activities
activities
All members of the organization are involved in in-
Regular reviews of quality-improvement activities
itiating quality-improvement projects or activities. The
should be conducted at all levels of management to
need, scope and importance of a quality-improvement
ensure that:
project or activity should be clearly defined and dem-
onstrated. The definition should include the relevant
the organization for quality improvement is func-
background and history, the associated quality losses
tioning effectively;
and the current status, if possible expressed in spe-
cific, numerical terms. A person or a team, including
plans for quality improvement are adequate and
the team leader, should be assigned to the project or
are being followed;
activity. It is necessary to establish a schedule and
allocate adequate resources. Provisions should be
measurements for quality improvement are ap-
made for period ic rev liews of scope, schedule, re-
propriate and adequate, and indicate satisfactory
allocation and p rogress.
source
progress;
results of the review are fed into the next planning
1
6.3 Investigating possible
cycle.
The purpose of this step is to increase the under-
where any dis-
Appropriate actions should be taken
standing of the nature of the process to be improved
crepancies have bee n identified.
by collection, validation and analysis of data. Data
collection should always be carried out according to
a carefully constructed plan. It is important to carry
6 Methodology for quality improvement
out the investigation of the possible causes with the
utmost objectrvity, without’ any preconceptions of
Quality-improvement benefits will accumulate steadily
preventive or corrective actions
what the causes or
when an organization pursues quality-improvement
will then be based on facts.
might be. Decisions
projects and activities in a consistent, disciplined se-
ries of steps based on data collection and analysis.
6.4 Establishing cause-and-effect
relationships
6.1 Involving the whole organization
The data are analysed to gain insight into the nature
When an organization is well motivated and managed
of the process to be improved and to formulate
for quality improvement, a number of quality-
possible cause-and-effect relationships. It is essential
improvement projects or activities of varied complex-
to distinguish between coincidence and cause-and-
ity will be continuously undertaken and implemented
effect relationships. The relationships that appear to
by all members and levels of the organization.
have a high degree of consistency with the data need
Quality-improvement projects and activities will be-
to be tested and confirmed based on new data col-
come a normal part of everyone’s work and will vary
lected according to a carefully constructed plan.
from those necessitating cross-functional or manage-
ment teams to those which will be selected and im-
plemented by either individual members or teams.
6.5 Taking preventive or corrective actions
A quality-improvement project or activity usually starts
After cause-and-effect relationships are established,
with the recognition of an improvement opportunity.
alternative proposals for preventive or corrective ac-
This recognition can be based on measures of quality
5
---------------------- Page: 13 ----------------------
SIST ISO 9004-4:1996
IS0 9004=4:1993(E)
NOTE 9 The “plan-do-check-act cycle” is used for con-
tions to address the causes should be developed and
tinuous quality improvement. The quality-improvement
evaluated. Advantages and disadvantages of each
methodology in this part of IS0 9004 emphasizes the
proposal should be examined by the members of the
check-act phases of this cycle.
organization who will be involved in implementing
these actions. Successful implementation depends on
the cooperation of all those involved.
NOTE 8 Quality improvements are obtained by taking
preventive or corrective actions on the process to produce 7 Supporting tools and techniques
either more satisfactory outputs and/or reduce the fre-
quency of unsatisfactory outputs. Relying solely on correct-
Decisions based on the analysis of situations and data
ing process outputs such as repairing, reworking, or sorting
play a leading role in quality-improvement projects and
perpetuates quality losses.
activities. Success of quality-improvement projects
and activities is enhanced by proper application of
6.6 Confirming the improvement
tools and techniques developed for these purposes.
After implementing preventive or corrective actions,
appropriate data must be collected and analysed to
confirm that an improvement has been made. The
confirmatory data should be collected on the same
7.1 Tools for numerical data
basis as the data collected to investigate and establish
cause-and-effect relationships. Investigations also
Where possible, quality-improvement decisions
need to be made for side effects, either desirable or
should be based on numerical data. Decisions re-
undesirable, that may have been introduced.
garding differences, trends and changes in numerical
data should be based on proper statistical interpret-
If, after preventive or corrective actions are taken, the
ation.
undesirable results continue to occur at approximately
the same frequency as before, it will be necessary to
redefine the quality-improvement project or activity
by returning to the initiation step.
7.2 Tools for non-numerical data
6.7 Sustaining the gains
Some quality-improvement decisions may be based
on non-numerical data. Such data play an important
After the quality impr
...
IS0
NORME
9004-4
INTERNATIONALE
Premihre edition
1993-06-I 5
Management de la qualit et Wments de
systeme qualit -
Partie 4:
Lignes directrices pour I’amblioration de la
qualit
Quality management and quality system elements -
Part 4: Guidelines for quality improvement
Numbro de reference
IS0 9004-4:1993(F)
---------------------- Page: 1 ----------------------
IS0 9004-4:1993(F)
Sommaire
Page
1 Domaine d’application . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
2 Reference normative . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
3 Definitions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
2
4 Concepts fondamentaux . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2
4.1 Principes d’amelioration de la qualite . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
4.2 Environnement pour I’amelioration de la qualite . 2
.................................................... 3
4.3 Pertes relatives a la qualite
5 Management pour I’amelioration de la qualite . . . . . . . . . . . . . . . . . . . . . . . . . 4
5.1 Organisation pour I’amelioration de la qualite . 4
5.2 Planification de I’amelioration de la qualite . 5
5.3 Mesure de I’amelioration de la qualite . 5
5.4 Revue des activites d’amelioration de la qualite . . . . . . . . . . . . . . . . . . . . 5
6 Methodologie de I’amelioration de la qualite . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
6.1 Participation de I’ensemble de I’organisme . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
6.2 Lancement de projet ou d’activite d’amelioration de la qualite 6
,.,,. 6
6.3 Recherche des causes possibles
6.4 itablissement de relations de cause a effet . . . . . . . . . . . . . . . . . . . . . . . . . . 6
........ 6
6.5 Mise en ceuvre des actions preventives ou correctives
6.6 Confirmation de I’amelioration . 7
6.7 Confirmation des gains . 7
6.8 Poursuite de I’amelioration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
7 Outils et techniques de soutien
7.1 Outils pour donnees numeriques . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
7.2 Outils pour donnees non numeriques . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
Q IS0 1993
Droits de reproduction reserves. Sauf prescription differente, aucune partie de cette publi-
cation ne peut etre reproduite ni utilisee sous quelque forme que ce soit et par aucun pro-
cede, electronique ou mecanique, y compris la photocopie et les microfilms, sans I’accord
ecrit de l’editeur.
Organisation internationale de normalisation
Case Postale 56 l CH-1211 Geneve 20 l Suisse
Version francaise tiree en 1994
lmprime en Suisse
ii
---------------------- Page: 2 ----------------------
IS0 9004-4: 1993(F)
0 IS0
................... 7
7.3 Formation 8 I’utilisation des outils et techniques
Annexes
.............................................. 9
A Outils et techniques de soutien
26
...........................................................................
B Bibliographie
---------------------- Page: 3 ----------------------
Avant-propos
L’ISO (Organisation internationale de normalisation) est une federation
mondiale d’organismes nationaux de normalisation (comites membres de
I’ISO). L’elaboration des Normes internationales est en general confiee aux
comites techniques de I’ISO. Chaque comite membre inter-es& par une
etude a le droit de faire partie du comite technique tree a cet effet. Les
organisations internationales, gouvernementales et non gouvernemen-
tales, en liaison avec I’ISO participent egalement aux travaux. L’ISO colla-
bore etroitement avec la Commission electrotechnique internationale (CEI)
en ce qui concerne la normalisation electrotechnique.
Les projets de Normes internationales adopt& par les comites techniques
sont soumis aux comites membres pour vote. Leur publication comme
Normes internationales requiert I’approbation de 75 % au moins des co-
mites membres votants.
La Norme internationale IS0 9004-4 a ete elaboree par le comite techni-
que lSO/TC 176, Management et assurance de la qua/it&, sous-comite
SC 2, Syst&mes qua/it&
les parties suivantes, presentees titre ge-
L’ISO 9004 comprend sous le
la qua/& et hlhments
n&al Management de de sys t&me quake:
- Partie I: Lignes directrices
- Partie 2: Lignes directrices pour les services
- Partie 3: Lignes directrices pour /es produits issus de processus ;i
caracthre continu
- Partie 4: Lignes directrices pour I’amblioration de la qualitci
- Partie 5: Lignes directrices pour /es plans qua/it&
- Partie 6: Lignes directrices pour I’assurance de la qualitk de la
conduite de projet
- Partie 7: Lignes directrices pour la gestion de configuration
- Partie 8: Lignes directrices pour les principes de la qualith et leur
application aux pratiques de management
La partie 1 est une revision de I’ISO 9004:1987.
L’annexe A fait partie integrante de la presente pat-tie de I’ISO 9004.
L’annexe B est donnee uniquement 8 titre d’information.
iv
---------------------- Page: 4 ----------------------
0 IS0
IS0 9004=4:1993(F)
Introduction
Lors de la mise en oeuvre d’un systeme qualite (tel que decrit dans
I’ISO 9004 par exemple), la direction d’un organisme devrait veiller 8 ce
que le systeme facilite et encourage une amelioration continue de la qua-
lit& L’objectif permanent de la gestion de toutes les fonctions, a tous les
niveaux de l’organisme, devrait etre de s’efforcer de satisfaire le client et
d’ameliorer la qualite de facon continue.
La qualite des produits et des services est importante pour la competitivite
des entreprises. L’amelioration continue de la qualite est necessaire pour
renforcer la capacite concurrentielle d’une entreprise. II convient de souli-
gner que les strategies novatrices pour I’introduction d’un nouveau pro-
duit, d’un nouveau service ou de technologies de processus et
I’amelioration continue de la qualite sont tous des elements a prendre en
consideration.
La motivation pour I’amelioration de la qualite vient du besoin de valeur
ajoutee et de satisfaction du client. II est bon que tous les membres d’un
organisme prennent conscience que chaque processus peut etre execute
de man&e plus efficace et avec un meilleur rendement, en diminuant les
pertes et la consommation des ressources.
Ces ameliorations d’efficacite et de rendement profitent au client, a I’or-
ganisme et 8 ses membres, ainsi qu’a la societe en general. L’amelioration
continue de la qualite renforce I’aptitude d’un organisme 8 faire face a la
concurrence et I’opportunite pour ses membres 8 collaborer, a progresser
et 8 exceller.
---------------------- Page: 5 ----------------------
This page intentionally left blank
---------------------- Page: 6 ----------------------
NORME INTERNATIONALE 0 IS0
IS0 9004=4:1993(F)
Management de la qualit et Wments de systhme
qualiti! -
Partie 4:
Lignes directrices pour I’amblioration de la qualit
IS0 8402: -l), Management de la qualit et assurance
1 Domaine d’application
de la qualit& - Vocabulaire.
La presente partie de I’ISO 9004 fournit des lignes
directrices en mat&e de management, destinees a la
3 Definitions
mise en ceuvre, au sein d’un organisme, d’une ame-
lioration continue de la qualite.
Pour les besoins de la presente partie de I’ISO 9004,
les definitions donnees dans I’ISO 8402 et les defini-
La facon d’adopter et de mettre en oeuvre ces lignes
tions suivantes s’appliquent.
directrices depend de facteurs tels que la culture, la
taille et la nature de I’organisme, des types de pro-
3.1 processus: Ensemble de moyens et d’activites
duits et services offer-k, ainsi que des marches et
lies qui transforment des elements entrants en 816
clients servis. II convient done qu’un organisme de-
ments sortants.
veloppe un processus d’amelioration adapte a ces
besoins et a ces ressources propres.
NOTE 1 Ces moyens peuvent inclure le personnel, les
installations, les equipements, la technologie et la m&ho-
La presente partie de I’ISO 9004 n’est pas destinee
dologie.
a une utilisation contractuelle, reglementaire ou de
certification.
3.2 cha’ine d’approvisionnement: Ensemble de
processus lies qui acceptent des entrees de la part
de fournisseurs, ajoute de la valeur a ces entrees, et
produit des sorties pour les clients.
2 Rbfbrence normative
NOTES
La norme suivante contient des dispositions qui, par
2 Les entrees et sorties peuvent etre des produits ou
suite de la reference qui en est faite, constituent des
services.
dispositions valables pour la presente partie de I’ISO
9004. Au moment de la publication, l’edition indiquee
3 Les clients et fournisseurs peuvent etre internes ou ex-
etait en vigueur. Toute norme est sujette 8 revision
ternes 8 I’organisme.
et les parties prenantes des accords fond& sur la
4 Une unite de chaine d’approvisionnement est illustree a
presente partie de I’ISO 9004 sont invitees a recher-
la figure 1.
cher la possibilite d’appliquer l’edition la plus recente
de la norme indiquee ci-apt-es. Les membres de la CEI
et de I’ISO possedent le registre des Normes inter- 3.3 amblioration de la qualit& Actions entreprises
nationales en vigueur a un moment donne. dans tout I’organisme en vue d’accro’itre I’efficacite
I) A publier. (Revision de I’ISO 84021986)
1
---------------------- Page: 7 ----------------------
IS0 9004=4:1993(F)
valeur pourle client
Figure 1 - Unite de chaPne d’approvisionnement
et le rendement des activites et processus pour ap-
L’amelioration de la qualite est une activite continue,
porter des avantages accrus a la fois a I’organisme et
qui s’efforce d’atteindre des niveaux toujours plus
a ses clients. eleves d’efficacite et d’efficience des processus.
II convient que les efforts d’amelioration de la qualite
3.4 pertes relatives 6 la qualit& Pertes occasion-
soient directement diriges vers une recherche
nees par la mise en ceuvre du potentiel de moyens
constante de possibilites d’amelioration, plutot que
dans des processus et des activites.
vers I’attente d’un probleme susceptible de mettre en
lumiere ces possibilites.
NOTE 5 Comme exemples de pertes relatives a la quake
figurent la perte de la satisfaction du client, la perte de
Une correction des sorties de processus diminue ou
l’occasion d’accroitre la valeur ajoutee au benefice du client,
elimine un probleme qui s’est manifest& Les actions
de I’organisme ou de la societe, ainsi que le gaspillage des
moyens. Les pertes relatives a la qualite sont un sous-
preventives et correctives eliminent ou diminuent les
ensemble des touts relatifs a la qualite (voir 4.3).
causes d’un probleme et, par consequent, toute ma-
nifestation future de ce probleme. Ainsi, les actions
3.5 action pkventive: Action entreprise pour elimi-
preventives et correctives ameliorent les processus
ner les causes d’une non-conformite, d’un defaut ou
d’un organisme et sont primordiales pour I’amelio-
de tout autre evenement indesirable potentiel, pour ration de la qualite.
empecher qu’il ne se produise.
4.2 Environnement pour I’amhlioration de la
3.6 action corrective: Action entreprise pour elimi-
qualit
ner les causes d’une non-conformite, d’un defaut ou
de tout autre evenement indesirable existant, pour
4.2.1 Responsabilitk et rale inspirateur de la
empecher son renouvellement.
direction
NOTE 6 Les actions pour corriger les sorties de proces-
La responsabilite et la decision de creer un
sus comprennent la reparation, les retouches ou I’adaptation
realisees pour rectifier des sorties de processus non enrivonnement favorable a I’amelioration continue de
conformes, defectueuses ou d’autres sorties indesirables.
la qualite incombent au plus haut niveau de la direc-
tion. Ce n’est que grace a leurs propres actions, a leur
Constance et au developpement des moyens que les
membres de la direction peuvent communiquer la
4 Concepts fondamentaux
volonte et I’engagement necessaire 53 la creation d’un
environnement propice 8 I’amelioration de la qualite.
Les membres de la direction orientent I’amelioration
4.1 Principes d’amhlioration de la qualit
de la qualite en communiquant des buts et des ob-
jectifs, en ameliorant constamment leur propre pro-
La qualite des produits, services et autres prestations
cessus de travail, en encourageant un climat de libre
d’un organisme est determinee par la satisfaction des
communication, de travail en equipe et de respect de
clients qui les utilisent et resulte de I’efficacite et de
I’individu, et en donnant $ chacun les moyens d’amb-
I’efficience des processus utilises pour les creer et
liorer son processus de travail au sein de I’organisme.
assurer leur soutien.
L’amelioration de la qualite s’obtient par I’amelioration
4.2.2 Maleurs, attitudes et comportements
des processus. Toute activite ou element de travail,
au sein d’un organisme, comporte un ou plusieurs
L’environnement pour l’amelioration de la qualite
processus. exige souvent un nouvel ensemble de valeurs, d’atti-
2
---------------------- Page: 8 ----------------------
Q IS0
IS0 9004-4: 1993(F)
tudes et de comportements partages, cent&s sur la
berte de communication et de travail d’equipe
satisfaction des besoins du client et fixant des objec-
s’etendent 8 toute la chaine d’approvisionnement, y
tifs de plus en plus ambitieux. Les valeurs, les attitu- compris aux fournisseurs et aux clients. La commu-
des et les comportements essentiels pour une nication et le travail d’equipe supposent une confiance
amelioration continue de la qualite comprennent mutuelle. Celle-ci est essentielle si I’on veut que cha-
cun participe a I’identification et au suivi des possi-
- I’attention centree sur la satisfaction des besoins
bilites d’amelioration.
des clients internes et externes;
4.2.5 Reconnaissance du merite
- I’implication de la totalite de la cha’ine d’approvi-
sionnement, du fournisseur au client, dans I’ame-
Les processus de reconnaissance du merite encou-
lioration de la qualite;
rage les actions qui sont en harmonie avec les va-
leurs, attitudes et comportements necessaires a
- la demonstration de I’engagement, du role inspi-
I’amelioration de la qualite (voir 4.2.2).
rateur et de I’implication de la direction;
Les processus efficaces de reconnaissance du merite
- la mise en evidence de I’amelioration de la qualite
soulignent I’enrichissement individuel et tiennent
comme &ant le travail de chacun, que ce soit en
compte des facteurs qui influencent le rendement de
equipe ou par le biais d’activites individuelles;
I’individu au travail (par exemple chance de reussite,
organisme, environnement). De plus, les processus
- I’approche des problemes par I’amelioration des
efficaces de reconnaissance du merite exaltent la
processus;
performance et la reconnaissance du groupe, et en-
couragent un retour frequent et informel des infor-
- l’amelioration continue de tous les processus;
mations.
- I’etablissement d ‘une communication 0 uverte,
NOTE 7 II convient que les systbmes de rkcompense
avec acces aux do nnee S et aux information
s; soient en harmonie avec le processus de reconnaissance
du merite. En particulier, les systbmes de recompense doi-
- la promoti on du travail en equipe et le vent biter de favoriser une concurrence interne aux effets
respect de
I’
nbfastes.
I I ndividu;
- la prise de decision fondee sur I’analyse de don- 4.2.6 Education et formation
nees.
Une education et une formation suivie sont indispen-
sables a chacun. Des programmes d’education et de
4.2.3 Objectifs de I’amhlioration de la qualit
formation sont importants, dans la mesure ou ils
creent et entretiennent un climat propice a I’amelio-
II convient que les objectifs d’amelioration de la qua-
ration de la qualite. II convient que tous les membres
lite soient etablis dans I’ensemble de I’organisme. II
d’un organisme, y compris aux niveaux les plus hauts
est recommande qu’ils soient etroitement integres
de la direction, beneficient de programme d’education
aux objectifs globaux de I’entreprise et se concentrent
et de formation relatifs aux principes et pratiques de
sur I’augmentation de la satisfaction du client et de
la qualite, ainsi qu’a I’application des methodes ap-
I’efficacite et efficience du processus. II convient que
propriees d’amelioration de la qualite. Ceci comprend
les objectifs d’amelioration de la qualite soient definis,
I’utilisation d’outils et de techniques d’amelioration de
de facon a pouvoir mesurer les progres realises. II est
la qualite (voir annexe A). II convient que tous les
recommande qu’ils soient bien intelligibles, ambitieux
programmes d’education et de formation soient exa-
et pertinents. II est bon que les strategies propres a
mines afin de s’assurer de leur harmonie avec les
atteindre ces objectifs soient comprises et acceptees
principes et pratiques de la qualite. II est bon que
par tous ceux qui doivent travailler ensemble pour les
I’efficacite de I’education et de la formation soit eva-
atteindre. II convient que les objectifs d’amelioration
luee regulierement. Une formation separee de I’appli-
de la qualite soient revises a intervalle regulier et re-
cation est rarement efficace (voir 7.3).
fletent les modifications des attentes du client.
4.3
4.2.4 Communication et travail d’kquipe Pertes relatives il la qualit
La liberte de communication et le travail d’equipe eli- Les occasions de diminuer les pertes relatives 8 la
minent les obstacles organisationnels et du personnel qualite constituent un guide pour les efforts visant 8
qui s’opposent a I’efficacite, 8 I’efficience et a I’ame- I’amelioration de la qualite. Ces pertes devraient etre
lioration continue des processus. II convient que la li- liees aux processus qui les engendre. II est important
3
---------------------- Page: 9 ----------------------
IS0 9004=4:1993(F) 0 IS0
d’estimer ces pertes relatives a la qualite meme si Au sein de la hierarchic de I’organisme, les responsa-
elles sont difficile 8 mesurer, telles que la perte de bilites relatives 8 I’amelioration de la qualite com-
clientele et I’incapacite 8 utiliser pleinement le poten- prennent
tiel humain disponible. II convient que les organismes
diminuent les pertes relatives 8 la qualite, en exploi-
les processus de management, tels que la defini-
tant toutes les possibilites d’ameliorer la qualite.
tion de la mission de l’organisme, de la planifica-
tion strategique, de la clarification des roles et des
responsabilites, de I’acquisition et de I’affectation
des moyens, de l’education et de la formation a
5 Management pour I’amblioration de la
assurer, ainsi que de la reconnaissance des meri-
qualit
tes;
Bien que I’application des techniques d&rites dans
- I’identification et la planification de I’amelioration
l’annexe A fournisse une certaine amelioration, le
continue des processus de travail de I’organisme;
potentiel de ces techniques ne peut etre bien mis en
oeuvre que si elles sont appliquees et coordonnees
- I’identification et la planification de I’amelioration
dans un cadre structure. Ceci exige organisation, pla-
continue des processus de soutien administratifs
nification, mesure de I’amelioration de la qualite, et
de I’organisme;
examen de toutes les activites d’amelioration de la
qualite.
- la mesure et I’identification de la diminution des
pertes relatives a la qualite;
5.1 Organisation pour I’amblioration de la
qualit - le developpement et le maintien d’un climat qui
habilite, permet et impose a tous les membres de
Une facon efficace d’organiser I’amelioration de la I’organisme d’ameliorer la qualite de facon conti-
qualite identifie les possibilites d’amelioration de la nue.
qualite, d’une part verticalement au sein de la hierar-
chic de l’organisme, et d’autre part horizontalement
Dans le flux des processus qui depassent les limites
dans le flux des processus qui parcourent les limites
de l’organisme, les responsabilites d’amelioration de
de I’organisme. Lorsque I’on organise I’amelioration
la qualite comprennent
de la qualite, il convient d’observer I’approche sui-
vante:
la definition et I’accord quant a la finalite de chaque
processus et ses liens avec les objectifs de I’or-
- un moyen d’offrir une politique, une strategie, des
ganisme;
objectifs essentiels d’amelioration de la qualite,
des directives g&&ales, un soutien et une large
coordination des activites d’amelioration de la
I’etablissement et le maintien de la communication
qualite de I’organisme;
entre les divers services;
- un moyen d’identifier les besoins et les objectifs
I’identification des clients internes et externes du
interfonctionnels d’amelioration de la qualite et
processus et la determination de leurs besoins et
d’affecter les moyens necessaires pour les attein-
.
attentes;
dre
I
- un moyen de poursuivre des objectifs d’amelio-
la traduction des besoins et attentes du client en
ration de la qualite, par le biais de projets d’equipe
exigences specifiques au client;
dans les domaines de responsabilite et d’autorite
directes;
I’identification des fournisseurs du processus, et
la communication a ces derniers des besoins et
- un moyen d’encourager chaque membre de I’or-
attentes du client;
ganisme a poursuivre des activites d’amelioration
de la qualite lice a son travail et un moyen de co-
la recherche des possibilites d’amelioration du
ordonner ces activites;
processus, I’affectation des ressources en vue de
- un moyen d’examiner et d’evaluer le progres des I’amelioration et le controle de la mise en ceuvre
activites d’amelioration de la qualite. de ces ameliorations.
4
---------------------- Page: 10 ----------------------
0 IS0
IS0 9004-4: 1993(F)
Les mesures des pertes relatives 8 la qualite, as-
5.2 Planification de I’amklioration de la a)
sociees 8 la satisfaction du client, peuvent etre
qualit
fondees sur des renseignements tires d’etudes
effectues sur les clients actuels et clients poten-
II convient que les objectifs et plans d’amelioration de
tiels, d’etudes de produits et services concur-
la qualite fassent partie du plan strategique d’entre-
rents, d’evolution des recettes, de controle
prise d’un organisme.
systematique par le personnel de service, d’infor-
II convient que la direction fixe des objectifs d’ame- mations fournies par le personnel des ventes et
lioration de la qualite au sens le plus large du terme, de I’apres-vente et des plaintes et reclamations
y compris la reduction des pertes relatives 8 la qualite. des clients.
II convient de dresser des plans s’inscrivant dans le
b) Les mesures des pertes relatives a la qualite as-
cycle de planification et des plans strategiques de
sociees 8 I’efficacite du processus, peuvent porter
I’entreprise, et destines a offrir des directives strate-
sur la main-d’oeuvre, I’utilisation des capitaux et
giques et des instructions pour atteindre ces objectifs
des materiels, la production, le tri, la reparation ou
d’amelioration de la qualite et mettre en oeuvre la po-
la mise au rebut des sorties de processus
litique de la qualite. II est bon que ces plans abordent
insatisfaisantes, les reajustements de processus,
les principaux problemes de pertes relatives a la qua-
les temps d’attente, les durees de cycle, I’effi-
lite et s’appliquent 8 I’ensemble des fonctions ainsi
cacite des livraisons, les conceptions inutilement
qu’a tous les niveaux de I’organisme.
redondantes, la taille des stocks et les mesures
II convient que l’elaboration de plans d’amelioration
statistiques de I’aptitude technique du processus
de la qualite concerne chacun au sein de I’organisme,
et de sa stabilite.
ainsi que les fournisseurs et clients de I’organisme.
Le fait d’impliquer chacun augmente fortement les c) Les mesures des pertes sociales relatives a la
possibilites d’amelioration. qualite peuvent etre fondees sur I’incapacite a
exploiter le potentiel humain (par exemple selon
Les plans d’amelioration de la qualite sont souvent
les indications des etudes sur la satisfaction du
mis en ceuvre au moyen d’un ensemble de projets ou
personnel), les dommages causks par la pollution
d’activites specifiques d’amelioration de la qualite. II
et I’evacuation des dechets ainsi que l’epui-
est recommande que la direction surveille et controle
sement de ressources peu abondantes.
ces activites de mise en ceuvre pour assurer leur in-
Le phenomene de variabilite est commun 8 toutes les
tegration aux objectifs globaux et aux plans strategi-
mesures. II convient d’interpreter statistiquement les
ques d’entreprise de I’organisme.
tendances affichees par les mesures.
Les plans d’amelioration de la qualite sont cent& sur
En plus de la fixation d’objectifs chiffres definis et de
des possibilites nouvellement identifiees et sur des
leur atteinte, la mesure et I’exploration des tendances
domaines ou les progres realises sont jug& insuffi-
a partir d’une ligne de base formee par les perfor-
sants. Le processus de planification recoit des infor-
mations de tous les niveaux de I’organisme, de mances pas&es sont tr&s importantes. Cette mesure
met en evidence une identification du probleme base
I’examen des resultats obtenus ainsi que des clients
sur des faits reels.
et des fournisseurs.
II convient que les mesures soient signalees et etu-
di6es en tant que partie intkgrante des pratiques de
comptabiIit6 et de contr6le de management d’un or-
5.3 Mesure de I’amklioration de la qualit
ganisme. II convient que les personnes et les orga-
II convient qu’un organisme elabore un systeme de nismes impliques dans le processus d’amelioration
mesures adapte a la nature de ces activites. II soient inform& de leur progres, en des termes qui
convient d’etablir un systeme de mesures objectives soient significatifs et mesurables a partir de leur point
de vue.
pour identifier et diagnostiquer les possibilites d’ame-
Iioration et pour mesurer les resultats des activites
d’amelioration de la qualite. Un systeme bien concu
5.4 Revue des activitks d’amblioration de la
comporte des mesures au niveau de I’unite, du ser-
vice, au niveau interfonctionnel, et a tous les niveaux
qualit
organisationnels. II convient que les mesures aient
trait aux pertes relatives a la qualite associees 8 la II convient que des revues regulieres des activites
d’amelioration de la qualite soient entreprises 8 tous
satisfaction des clients, a I’efficacite des processus
les niveaux de la direction de man&e a verifier que
et aux pertes sociales.
5
---------------------- Page: 11 ----------------------
0 IS0
IS0 9004-4: 1993(F)
- I’organisation pour I’amelioration de la qualite
6.2 Lancement de projet ou d’activitb
fonctionne de man&e effective;
d’amklioration de la qualit
- les plans d’amelioration de la qualite sont adequats
Tous les membres de I’organisme sont impliques par
et sont suivis;
le Iancement de projet ou d’activite d’amelioration de
la qualite. II convient que la necessite, la portee et
- les mesures d’amelioration de la qualite sont ap-
I’importance d’un projet ou d’une activite d’amelio-
propriees et adequates, et indiquent des progres
ration de la qualite soient clairement definies et de-
satisfaisants;
montrees. II convient que la definition inclue l’etat et
I’historique de la situation, les pertes relatives a la
- les resultats de la revue sont integres au cycle de
qualite qui y sont associees et la situation actuelle
planification suivant.
exprimee, si possible, en termes chiffres specifiques.
II est bon qu’une personne ou une equipe, y compris
II convient que des actions appropriees soient prises
un responsable d’equipe, soit affecte a ce projet ou a
si des divergences quelconques ont ete identifiees.
cette activite. II est necessaire d’etablir un plan et
d’allouer les moyens adequats. II convient de prendre
6 M&hodologie de I’amblioration de la
des dispositions pour des revues periodiques du do-
maine d’application du calendrier, de I’affectation des
qualitb
moyens et de l’avancement du projet.
Les benefices d’une amelioration de la qualite vont
s’accro7tre constamment si un organisme poursuit ses
6.3 Recherche des causes possibles
projets en mat&e d’amelioration de la qualite, selon
serie d’etap les coherentes et discipl inees fon
une
I
Cette &ape a pour objectif d’ameliorer la compre-
le recueil et la nalyse des donnees.
sur
hension de la nature du processus a ameliorer, grace
a la collecte, a la validation et a l’analyse des donnees.
6.1 Participation de I’ensemble de
II convient que la collecte des donnees soit toujours
I’organisme
executee selon un plan soigneusement construit. II
est important d’effectuer la recherche des causes
Lorsqu’un organisme est bien motive et dirige en vue
possibles avec une objectivite totale, sans la moindre
de I’amelioration de la qualite, un certain nombre de
idee preconcue de ce que les causes ou les actions
projets ou d’activites d’amelioration de la qualite, de
preventive
...
Questions, Comments and Discussion
Ask us and Technical Secretary will try to provide an answer. You can facilitate discussion about the standard in here.