Welcome to ISO/TC 176's Interpretations website. All interpretations of the ISO 9001:2000 Standard are created and approved through a formal committee process. The following documents explain how the process works.
Guidance for Handling Requests for Interpretation (PDF format).
Interpretation Request Form (PDF format).
If you have a request for interpretation on the ISO 9000 series, please contact your Member Body. A list of Member Bodies involved in the work of ISO/TC 176 can be found on this site at the page "About ISO/TC 176." Other ISO Member Bodies can be identified via ISO Central Secretariat (at www.iso.org).
-->
Interpretations Database
ISO 9001:2000 - Interpretations
Search for an Interpretation - Note: This is not functioning yet.
You can search for an interpretation by clause number (e.g. 5.4.2 for Clause 5.4.2) or by keyword (e.g. delivery date).
Interpretation Contents
-->
ISO 9001:2000 - Interpretations
Scope
Clause 1.2 - RFI-049 Posted 2005-10-20
Normative Reference
Clause 2 - RFI-011 Posted 2004-02-09
Terms and Definitions
Quality Management System
Clause 4.1 a) - RFI-029 Posted 2003-01-31
Clause 4.2.1 - RFI-037 Posted 2003-06-09
Clause 4.2.2 c) - RFI-026 Posted 2004-05-14
Clause 4.2.3 a) - RFI-001 Purchasing information Posted 2004-03-30
Clause 4.2.3 a) - RFI-004 Documented inspection and test procedures Posted 2004-03-30
Clause 4.2.3 a) - RFI-030 Review of documents Posted 2003-06-06
Management Responsibility
Clause 5.4.1 - RFI-035 Posted 2003-03-28
Clause 5.4.2 - RFI-021 Posted 2004-05-14
Clause 5.5.1 - RFI-051 Posted 2006-05-29
Clause 5.5.2 - RFI-027 Posted 2003-01-31
Clause 5.6.3 b) - RFI-025 Posted 2003-01-31
Resource Management
Clause 6.2.2 - RFI-044 Posted 2005-01-24
Clause 6.3 - RFI-003 Posted 2003-12-24
Product Realization
Clause 7.1 - RFI-022 Posted 2004-02-09
Clause 7.2.1 - RFI-020 Posted 2003-11-24
Clause 7.2.1 a) - RFI-009 Posted 2003-12-24
Clause 7.2.1 a) - RFI-050 Posted 2005-07-07
Clause 7.3 - RFI-043 Posted 2004-07-13
Clause 7.3.1 - RFI-031 Posted 2003-12-24
Clause 7.4 - RFI-042 Posted 2005-05-06
Clause 7.4 - RFI-047 Posted 2006-08-16
Clause 7.4.1 - RFI-046 Posted 2004-07-13
Clause 7.4.3 - RFI-002 Posted 2003-12-24
Clause 7.5.2 - RFI-023 Posted 2003-01-31
Clause 7.5.2 - RFI-032 Posted 2003-06-09
Clause 7.5.2 - RFI-033 Posted 2003-06-09
Clause 7.6 - RFI-028 Posted 2003-03-10
Clause 7.6 a) - RFI-039 Posted 2004-05-14
Measurement, Analysis and Improvement
Clause 8.2.1 - RFI-034 Posted 2004-03-30
Clause 8.2.2 - RFI-036 Posted 2003-06-06
Clause 8.3 - RFI-016 Posted 2004-02-09
Clause 8.3 - RFI-017 Posted 2004-04-09
Clause 8.3 - RFI-018 Posted 2003-11-24
Clause 8.5.1 - RFI-024 Posted 2004-05-14
Clause 8.5.3 a) - RFI-052 Posted 2006-05-29
For complete list of posted Interpretations, click here
ISO 9000:2005 - What's New?
http://www.iso9001help.co.uk/iso_9000_2005.htm
Guidance on ISO 9001:2000 Sub-clause 1.2 'Application'
http://www.iso.org/iso/en/iso9000-14000/explore/transition/9001_2000application.html
Guidance on:
Scope of ISO 9001:2000, Scope of Quality Management System (QMS) and the Scope of Registration/Certification
http://isotc.iso.org/livelink/livelink/3553988/APG-Scope.doc?func=doc.Fetch&nodeid=3553988
Guidance for service organizations
Integration of service quality concepts with ISO 9000 standards is the basis for establishing quality management systems in service organizations. Many people in the service sector are not familiar enough with conceptual models of service quality management, while being of the opinion that ISO 9000 is meant for the manufacturing sector.
Service quality concepts include models in which strategy, people, and the system focus on customers. The quality system structure needs tier 1 and tier 2 elements.
Tier 1 systems use actions like acquisition, allocation, and appraisal to transform raw resources into refined resources.
Tier 2 systems define day-to-day processes in the SERVQUAL dimensions of assurance, empathy, reliability, responsiveness, and tangibles. Quality planning is the key to effective operation of core customer-interfacing processes, administrative processes, and support processes. Process components include: enablers (logistics, communication, and value addition); definition and validation; and planning, measurement, and control. Planning also leads to meeting the process objectives of delivery, integrity, and profitability. A quality management system in the service sector should have characteristics such as robustness, adaptability, and strategic focus.
For integration with ISO 9000, variables associated with all processes must satisfy standard requirements. This paper lists such variables for 20 elements, including management responsibility, quality system, and process control.
http://qic.asq.org/perl/search.pl?item=10744
Guidance on the Documentation Requirementsof ISO 9001:2000
Document: ISO/TC 176/SC 2/N525R March 2001
http://www.iso.org/iso/en/iso9000-14000/explore/transition/2000rev7.html
The ISO 9001:2008 addendum - What would you like to add or subtract?http://elsmar.com/Forums/showthread.php?t=16998&page=2
FREE DOWNLOADS
http://www.iso.org/iso/en/prods-services/otherpubs/Quality.PublicationList?CLASSIFICATION=QUALITY#090533
[DOC] guidance on iso 9001 2000 clause 1.2 application
File Format: Microsoft Word - View as HTMLThe consulting firm claims its QMS conforms to ISO 9001:2000 with the exclusion of post-delivery requirement (f) of sub-clause 7.5.1. ...isotc.iso.org/livelink/livelink/3554792/1.2Application.doc?func=doc.Fetch&nodeid=3554792 - Similar pages
More guidance documents
http://isotc.iso.org/livelink/livelink/3554792/1.2Application.doc?func=doc.Fetch&nodeid=3554792
ISO/TC 176 WEB SITE
http://www.tc176.org/About176.asp
How to deal with change
HARESH MOTWANI President BIA 2006-2007
MESSAGE FROM THE PRESIDENT
PLANNING - A BLUE PRINT FOR CHANGE
Traditional methods yield traditional results. As somebody once said "lf you keep doing what you have been doing, you will get what you have always got".
It need not be this way.
Planning should be considered as a Blue Print for change. The plan should be the basis for introducing controlled change into an organization so it can adapt to changing times.
By anticipating shifting demand, the plan serves the purpose of allowing the organization to control its own direction, rather than waiting until outside forces demand change.
In addition, the plan allows for consistent monitoring of success and re-examination of the degree to which organizational resources should be structured and allocated to achieve future goals.
If we look at strategic planning this way, as a Blue Print for change, we also need to consider that any organization has built in inertia, the tendency to keep on doing what one has been doing. On its own, the strategic planning process, as traditionally undertaken, is insufficient to overcome this inertia. Other forces need to come into play if the plan, and proposed changes get implemented.
Leadership, regardless of when it comes from formally appointed leaders or informal leaders, provides the link between planning and doing. Effective leadership helps alter perceptions about strategic planning, and the organization itself, helping to overcome inertia, the tendency to keep things the same.
Without leadership, most strategic plan will end up as dead pieces of paper. Most importantly, when planning occurs without leadership, cynicism increases when people see that the plan is being ignored or even violated. The outcome of this is that for':J1alleaders suffers a loss of credibility.
People often make the mistake of assuming that once a change is started, that concerned persons will see that it is going to take place, and get on side. This is rarely the case. Because change causes fear, a sense of loss of familiar, etc., it takes some time for them to understand the meaning of change and commit to the change in a meaningful way.
It is important to understand that people tend to go through stages in their attempts to cope with change.
An early strategy that people use to cope with change is to deny that it is happening, or to deny that it will continue or last. People in the denial stage are trying to avoid dealing with the fear and uncertainty of prospective change. They are hoping they will not have to adapt.
The denial stage is difficult because it is hard to involve people in planning for future, when they will not acknowledge that the future is going to be any different than the present.
People tend to move out of the denial stage when they see solid, tangible indicators that things are different. Even with these indicators some people can remain in denial stage for sometime.
When people can no longer deny that something is or has happened, they tend to move into a second stage of anger accompanied by covert and or over resistance. This stage is the most 'critical with respect to the success of the change implementation. Leaderhip is needed to help work through the anger, and to move people to the next stage of Exploration and Acceptance.
This is the stage where people begin to get over the hump. They stop denying, and while they may be somewhat angry, the anger moves out of the spotlight. They have a better understanding of the meaning of the change and are more willing to explore further, and to accept the change. They act more open mindedly, and are now more interested in planning around the change and being participants in the process.
The next stage is of Commitment. This is the payoff stage, where people commit to change and are willing to work towards making it succeed. They know it is a reality, and at this point people adapt sufficiently to make it work.
It must be noted that the change process takes a considerable amount of time to stabilize and to work successfully.
-Entrepreneur
www.biaindia.org
READ BIA LIBRARY for important links
http://www.biaindia.org/library.htm
VALIDATION
http://elsmar.com/Forums/showthread.php?p=172480
Soccer helped him develop Team Spirit
http://www.expressitpeople.com/20030623/people1.shtml
ISO 9000 for schools and colleges
http://educationalinstitutions.blogspot.com/
http://findarticles.com/p/articles/mi_m0JSD/is_6_57/ai_77336320
http://www.ilo.org/public/english/region/ampro/cinterfor/temas/calidad/doc/iso.pdf
Quality management systems - Guidelines for the application of ISO 9001:2000 in education
ISO has published specific guidelines for organizations in the education sector wishing to benefit from the implementation of ISO 9001:2000, the latest, improved version of ISO's quality management system standards that have been adopted by more than half a million users in all sectors worldwide.
While ISO 9000 users already include educational establishments of all types, the guidelines will facilitate implementation by the sector of ISO 9001:2000. The guidelines are intended for organizations at all levels, providing all types of education, including: elementary, medium and higher; special and adult education; distance and e-learning.
ISO/IWA 2: Quality management systems - Guidelines for the application of ISO 9001:2000 in education, contains the full text of ISO 9001:2000, clause-by-clause, followed by specific text making the standard easier to understand and implement by the education sector. In addition, IWA 2 includes the full text of ISO 9004:2000, which gives organizations guidelines for achieving further benefits from their quality management systems through the pursuit of continual improvement of performance.
The IWA 2 guidelines do not add to, change or modify the requirements of ISO 9001:2000 and it is not intended that organizations be certified to the document. However, it is intended to be useful to both internal and external parties, including certification bodies when the user organization is seeking ISO 9001:2000 certification, to asses the organization's ability to meet customer, regulatory and its own quality requirements.
IWA 2 is ISO's second International Workshop Agreement. This is one of several ISO alternatives to International Standards for cases where swift development and publication takes priority. Compared to the usual ISO process of developing International Standards through its technical committee structure, IWA's are developed in open workshops and organized by a national standards institute.
IWA 2 was approved at a workshop held in Acapulco, Mexico, in October 2002, and hosted by the General Bureau of Standards (DGN), with the support and cooperation of the Mexican Institute for Standardization and Certification (IMNC) and the National Committee for Standardization on Quality Management Systems (COTENNSISCAL). The Latin-American Institute for Quality (INLAC) facilitated the meeting.
ISO Secretary-General Alan Bryden commented: "IWA 2 is significant on at least three counts. Firstly, it is yet another example that ISO 9001:2000 is applicable to an even broader range of activities than the previous versions, in particular to services in both private and public sectors - which should attract new organizations to reap the benefits of implementing it. Secondly, the IWA formula demonstrates ISO's flexibility in meeting the different requirements of the market. Thirdly, the initiative for these education sector guidelines came from Mexico, which illustrates the dynamism of ISO's worldwide system - active participation can and does come from members all round the world."
ISO/IWA 2: Quality management systems - Guidelines for the application of ISO 9001:2000 in education, costs 158 Swiss francs and is available (in English only) from ISO national member institutes (see the complete list) and from ISO Central Secretariat (see below).
ISO Store: to order
ISO/IWA 2: Quality management systems - Guidelines for the application of ISO 9001:2000 in education
http://www.iso.org/iso/en/CatalogueDetailPage.CatalogueDetail?CSNUMBER=38866
Effectiveness of ISO 9000 standards in Indian educational institutions: a survey
http://www.inderscience.com/offer.php?id=11005
[PDF]
ISO 9001 Quality System: An Interpretation for the University*
File Format: PDF/Adobe Acrobat - View as HTMLQuality Manual describes the quality system and ... manufacturers on establishing ISO 9000 quality systems, as well as quality assurance at. the university. ...www.dacie.tuiasi.ro/docs/docdacie/articole/QM_Design_Control.pdf - Similar pages
PDF]
Application of ISO 9000 Standards to Education and training
File Format: PDF/Adobe AcrobatISO 9000, schools and training providers have needed methods, norms, ... The establishment of a quality manual, which describes the organisation, its ...www.ilo.org/public/english/region/ampro/cinterfor/temas/calidad/doc/iso.pdf - Similar pages
[PDF]
Towards Total Quality Management in higher education: A case study ...
File Format: PDF/Adobe AcrobatFor purposes of clarity and focus, the TQM and ISO 9000 aspects of the University's ... The Chair of tim Quality Assurance Committee wrote the manual. ...www.springerlink.com/index/J66117M0LT11J2G4.pdf - Similar pages
INTERPRETING ISO 9001 for an educational institution
http://elsmar.com/Forums/showthread.php?p=158284
Quality Assurance through ISO 9000
http://www.findarticles.com/p/articles/mi_m0JSD/is_6_57/ai_77336320
Creating life long learners
http://www.ifets.info/journals/5_1/schoening.html
ISO 9000 for colleges
http://www.hollandc.pe.ca/Quality/Qms/HC-ISO9001.htm
Continual learning for teachers
http://www.geocities.com/dearguru1/digest.html
Hospitals and Health Care
http://healthcare-tqmcintl.blogspot.com/
Concession/ subsidy
http://www.bis.org.in/cert/qsobt.htm
ISO 9001, a system audit?
True, but the organization must determine the Machinery and IMTE required to satisfy customer's requirements for product and service delivery
Non availability of infrastructure for compliance of Customer requirement is serious.
So also statutory and regulatory requirements.
ISO 9001: 2000 has only 5 clauses but 28 requirements
List of sector specific guidelines by tc 176
http://www.tc176.org/pdf/N881SectorSpecificDocumentationList2006-06.pdf
2 comments:
Hi tqmcintl, You can sign up Party Pokerwith CODE: RB2006 to get bounus :20% upto $100. regards
I have been looking for sites like this for a long time. Thank you! microscan+ms3+barcode+reader what are soft contact lenses made out of Minivan 2004 nomogram for treating post rk patients with lasik
Post a Comment