SO 9004:2009 Quality management systems — Guidelines for performance improvements published by ISO on 2 Nov, 2009.
This new edition will surely provide something short of a revolution, because the innovations introduced in the latest release are numerous and substantial.
Today the real challenge is not only to reach success, but to keep it along time. Economic crisis and globalization are two macro examples of how a position of success could change due to transformations in the market or in the environment in which a company operates.
Practical help however is on the way thanks to the ISO 9004: a standard aimed at helping to find more and more efficient interactions with the economic-productive environment, at identifying the expectations of all stakeholders (clients, properties, employees, authorities, suppliers, trade unions… ), at achieving and maintaining the desired results by providing a balanced response to such expectations.
The new ISO 9004 provides company management with the appropriate tools to monitor and diagnose their own success level (through specific self-evaluation methodologies) and to improve those areas in need.
The ISO 9004:2000 was a guide for those organizations that, leaping beyond the ISO 9001:2000 requirements, aimed at assessing the effectiveness and efficiency of their management system in regard to its quality and the potential for performance improvement, thus further developing each ISO 9001:2000 content items.
Nine years later, the new ISO 9004 not only meets the need for a realignment with the changing socio-economic scenario to keep pace with our time but, through a redesign of the organization-environment perspective, it also represents a true guide, easy to understand and to apply, for the strategic and operational management of those organizations willing to achieve success and maintain it in the long term.
While maintaining a clear berth to the eight principles of quality management, the ISO 9004:2009 adds new elements to the general framework, emphasizing in particular:
- the ethical-social perspective;
- the organization mission and vision;
- adaptivity and flexibility, intended as the organization’s ability to change, even substantially, itself and its own products and processes, in response to changing conditions of risk and opportunity;
- knowledge management;
- risk management;
- alignment and linking with other management systems adopted by the organization;
- the ability to turn strategies into actual actions and correlate the results to the objectives.
If you need further assistance about the implementation and/or alignment for your Quality Systems to the new ISO 9004 Guidelines, please do not hesitate to contact us at email@example.com
BS EN ISO 9004:2009
Managing for the sustained success of an organization. A quality management approach
New Global Tool Focuses on Achieving 'Sustained Success'
By Paul Scicchitano
In this period of sustained economic uncertainty, a new global tool will soon emerge to help organizations focus on achieving “sustained success” anywhere they operate in the world.
Titled Managing for the sustained success of an organization ? the quality management approach, the new international guidance standard is expected to be published sometime around the end of November by the Geneva-based International Organization for Standardization (ISO).
The approximately 50-page document represents the collective wisdom of 40 experts from some 35 countries, including the United States, Canada, Mexico, France United Kingdom, Germany, India, Sweden and Japan, according to Bob Alisic of the Netherlands, who led the five-year drafting effort, a task he likens to pushing a wheelbarrow of live frogs from one point to another without losing ? or killing ? any frogs in the process.“I declared myself a little bit crazy to accept this job,” jokes Alisic, who was given discretion in assembling the best possible team from ISO Technical Committee 176, which had already drafted the best selling voluntary standard of all time ? ISO 9001 for quality management systems. In addition to the usual types of experts nominated by national standards bodies, the team included some experts with top management experience.
Ironically, the new document will replace the commercially unsuccessful ISO 9004 standard, even assuming its numerical designation. It will attempt to build upon the success of ISO 9001 ? used by an estimated one million certified organizations around the world ? to help those same organizations and many others focus on not only meeting customer, regulatory and contractual requirements but on achieving long-lasting success.
The very concept at the heart of the new standard proved as elusive to catch as the frogs, acknowledges Alisic.
“There were many problems. First, what is success? That’s a difficult issue. Shareholder value is not enough. Satisfied customers? Extremely important, but also not enough. Satisfy all relevant interested parties? That’s a better one. But to be everything for everybody all the time is impossible,” Alisic explains. “At the end, we said the only solution is to have balanced satisfaction ? a balanced approach to get satisfaction among the relevant parties.”
And while companies are accustomed to seeking third-party certification to ISO 9001, the text of the new success-oriented ISO 9004 explicitly states that the document is not intended for certification as in previous editions.
By the end of the drafting process, sustained success was defined as the “result of the ability of an organization to achieve and maintain its objectives in the long term.”
Moreover, the introductory text of the document states: “The sustained success of an organization is achieved by its ability to meet the needs and expectation of its customers and other interested parties over the long term and in a balanced way. Sustained success can be achieved by the effective management of the organization through awareness of the organization’s environment by learning and by the appropriate application of improvements and or innovations.”
The new document also retains and builds upon the self assessment tool in the previous editions of ISO 9004. Annex A is now comprised of two self assessment tools ? a relatively general one intended to provide a quick snapshot for top managers and one intended to create a much more detailed reflection of each process taking place in an organization.
The following section headings are included in the new document:
- Chapter 4 ? Managing for the sustained success of an organization.
- Chapter 5 ? Strategy and policy.
- Chapter 6 ? Resource management.
- Chapter 7 ? Process management.
- Chapter 8 ? Monitoring, measurement, analysis and review.
- Chapter 9 ? Improvement, innovation and learning.
- Annex A ? Self assessment of key elements; Correlation between key elements and maturity levels.
Self assessment of the detailed elements of each clause.
- Annex B ? Quality management principles.
- Annex C ? Correspondence between ISO 9004:2009 and ISO 9001:2008.
ISO member bodies will have a two-month voting period to give final approval to the document with balloting expected to commence sometime in July.
It would be unusual for ISO member bodies to disapprove a document that achieves the status of Final Draft International Standard (FDIS) as in the case of ISO 9004, but it is still possible to do so.