ISO9000_G1

ISO 9000 ISO 9000

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Agenda

What is The Model ?

Model Concept Model Approach Briefly Explanation About Model's Requirement Model's Approach for QA Benefits of The Model What is Next ?

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What is Model ?

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ISO O)P ภ?

ISO QRS -OT) U V W)

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( The International Organization for Standardization )

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ISO O)P ก ?

ISO

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) X i( W) ) ภISO

% j %^ \ W) kl( % (ISO film speed code) W ] 'm ) Q Q ) [ Q-X W ] 20 ft. ; W ] 40 ft. ] % j Q ] \( ATM % j W ]ภ] q A4 (ISO 216 [rT % + ภDIN 7 W) Q ) % ) % j t( ภq P T -mP m Ru % h ภ(\ -OT)R Q X Q \( q % j X)Q-X m, kg, k, mol, W) X SI UNIT 6

%QRS % W) % j ISO 9000 y T rT (First Edition) ))ภP-mP RY . . 1987 R ภ) ]m % j ( ภ5 - ] y T ) (Second Edition) ))ภP-mP RY . . 1994 R ภ) ]m % j ( ภ5 - ] y T % (Third Edition) ))ภP-mP RY . . 2000 [ issued : 15 Dec. 2000 ] O) y ME - Millenium Edition R ภ) ]m % j ( ภ3 - ]

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Model Concept 8

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ISO 9000:1994 ( 2)

ISO 8402

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ISO 9000

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ISO 9004

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, m ) ก %% j ISO 9000 y RY . . 2000 R ก P-mQ%OT) 15

. . 2000 % % j Q 3 y O) [1] ISO 9000:2000 :- _ \( ( กก T] [2] ISO 9001:2000 :- Wm)ก_ ]P

[3] ISO 9004:2000 :- \ ก R R i(ก ]_ Q W) ) ก

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, m W) ) ก %% j ISO 9000:2000

ISO 9004:2000

ISO 9001:2000 ISO 9000-1994

ISO 8402:1994

ISO 9000:2000

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Model Approach 12

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8 R ภThe Quality Management Principles (8 QMPÂ&#x192;s) 1 2 3 4 5 6 7 8

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( ภภT : 1 ) ภT% X Q m ('ภm (Customer-Focus Organization) ( ภภ: Organizations depend on their customer and therefore should understand current and future customer needs, should meet customer requirements and strive to exceed customer expectations. \ R} QWm P+ % m) ภW) ('ภm U QR~ % W) ) ภภ% m) ภW) ('ภm OT) % m) ภW) ('ภm ^RP m T U ) ภR Q% i( _ Q +W) + ภภm % r )P+P m('ภm 20

( ภภT : 2 %QRS i'm _ (Leadership) ( ภภ: Leaders establish unity of purpose and direction of the organization.

They should create and maintain the internal environment in which people can become fully involved in achieving the organizationÂ&#x192;s objectives. \ R} ภ_ ] TQ m ('ภm U QR~ % T m \( i( ภ] ภm P m ภ% X X % m X % \( QRS m \ + $ % T] Q % m X W) ]m , ภÂ&#x20AC; ภ) % \( ภP m,)ภT m % % h 21

( ภภT : 3 ภ% X X %W) ภ(Involvement of People) ( ภภ: People at all levels are the essence of an organization and their full involvement enables their abilities to be used for the organization benefit. \ R} W+ ] T TRl]ภU % % hW) ภ))ภ^R+ ภP m ภ% X X %P ภ\ภm^WRut %) % ,] _ r hr ภ^]mP-m % % h ' ]W) ( % ภ\(ภQR( T % 'm\( R ภ) X ) R Q% i( Q ภQR~ % X (]m 22

( ภภT : 4 ภ%) \ ภภ(Process Approach) ( ภภ: A desired result is achieved more efficiently when activities and related resources are managed as a process. \ R} ภ_ ]ภ+ภ% T+_ QRS X)ภ( QR~ % ) ภภ_ ]i'm T i ]-) \( + ]R X V P ) ภ,] Q m ภT+_ QRS X) % _ Q +W) \ X( ภภ,] %) QRS ภภT )]R ภ) X QRS 23

( ภภT : 5 ภ) X QRS (System Approach to Management) ( ภภ: Identifying, understanding and managing interrelated processes as a system contributes to the organizationÂ&#x192;s effectiveness and efficiency in achieving its objectives. \ R} QWm P+P % % $ X ภภX V P ) ภR Q% i(ภ]_ Q ภW) ภภ\ QRS ภ\ภm^WRut P m%) P ] ภภX) \( %) P ] ) ภ,] P m%) U ภ]_ Q 24

( ภภT : 6 ภR R ) X X)Q OT) (Continual Improvement) ( ภภ: Continual improvement of the organizationÂ&#x192;s overall performance should be a permanent objective of the organization. \ R} i'm m) \ ] %QRS i'm _ P ]m ภm % ภX)ภR R ) X X)Q OT) ) % $ ภ\( Q OT) %O) _ P-mP ภR R ) X X)Q OT) R R ) X X)Q OT) U ) ภm P m ภR R QRS QR~ % W) ภP ) ภP m X \( ภ)% X)ภR R ) X X)Q OT) 25

( ภภT : 7 ภ] P+ OU j Wm)Q ++ (Factual Approach to Decision Making) ( ภภ: Effective decisions are based on the analysis of data and information. \ R} i'm TP-mWm)%'( m) QWm hr Wm)%'(^]m % T m) ภm) Q Wm)%'(Q OT)P m^]m Q Th'ภm) \( Q-OT)hO)^]m ภภ] P+ m) ภ_ P ] ( T% ] % 'm \( )_ + ] P+Q

) P-m U Wm)Q ++ R ภ\( t- t P ภ] P+ \( ]_ Q ภQ OT)i(ภ]_ Q T] 26

( ภภT : 8 % % $ ภi'mW Q OT)R , - X %ภ(Mutually Beneficial Supplier Relationships) ( ภภ: An organization and its suppliers are interdependent and a mutually beneficial relationship enhances the ability of both to create values. \ R} ภ_ ]\( ]Q(O)ภi'mW / 'X m T _ tV ^%X% ภm % % $ ,] + hr R , - U \( \ X Ru /\(ภQR( T %-_ t\( ภX %ภm Q O)WX % X %%O)ภ) X QRS 'R$ % ภm X Q % P mQ hr X W) ภR i( _ Q + X %ภ27

ก ] % _ Q +W) INPUT

PROCESS

OUTPUT

OUTCOME 0& 12 3 4?

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ภ" OUTCOME TARGET - ' L ) \C $"" " #& !] KC Hภ(QMS)

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P (IQA) 6. i'm +R Q% )ภ+ ภX ) ( Certification Body : CB ) 7. ภภP ) ภT) 'XP ISO 9000 31

W) i'm ] ' ( Top Management )

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W) \ Â&#x20AC;Â&#x160; ( QMR ) Prepare Implement Promote

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W) _ + ] _ Q)ภ( Working Party )

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W) i'm +R Q% P ( IQA)

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SUPPORT

OPERATION 37

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Briefly Explanation about Model's Requirement 41

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ISO 9000 ก ก P-m

HOSPITALITY SERVICES COMMUNICATIONS HEALTH SERVICES MAINTENANCE TRADING PROFESSIONALS ADMINISTRATION SCIENTIFIC

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Model's Approach for QA 44

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Q) P m) ภQ-OT)% T X i( | O) ภQRS ^R %Wm) ภ( ]m

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ISO 9000:2000 tt X Quality Assurance: Part of quality management, focused on providing confidence that quality requirement will be fulfilled

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Benefits of the Model 47

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What is Next?

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ISO 9001:200x NEW Version ( X ภ_ ( ] %ภQR( T \R( W) ISO9000 [rT Ru++ O)Q ) - T RY 2000 X + R ภP-mQ ) - T P %XQ%OT)^ ,] % Tภ_ ] O)R % ภV 5 RY m) % ภ\( R R P %X i ]-) ,] ภ%ภISO/TC 176 \( % \i P ) \ ภX +

% ISO9000 Q ) - T P %XP ^ % T 3 W) RY 2007 ,] % ภ) W) ภR R O) m) P-m ( ภภ% i(ภm) V (Low impact) \( % R , - % ภ(High benefit)

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Thank You 53