BS ISO 10014 pdf download

BS ISO 10014 pdf download

BS ISO 10014 pdf download Quality management — Guidelines for realizing financial and economic benefits
This International Standard provides guidelines for realizing financial and economic benefits from theapplication of the ISO 9000 quality management principles.
NOTEThese are herein referred to as “management principles
This lnternational Standard is directed to top management of an organization and complements ISO 9004 forperformance improvements. lt provides examples of achievable benefits and identifies management methodsand tools that are available to assist with the achievement of those benefits.
This lnternational Standard consists of quidelines and recommendations, and is not intended for certification.
regulatory or contractual use.
2 Normative references
The following referenced documents are indispensable for the application of this document. For datedreferences,only the edition cied applies. For undated references, the latest edition of the referenceddocument (including any amendments) applies
ISO 9000:2005, Quality management systems – Fundamentals and vocabulary
3 Terms and definitions
For the purposes of this document, the terms and definitions given in ISO 9000 apply
NOTE 1 in lSO 9000:2005, the term product (3.4.2) is defined as the “result of a process”, where process (3.4.1) isdefined as “set of interrelated or interacting activities which transforms inputs into outputs”. The term produciencompasses four generic product categories: services, sotware, hardware, and processed materials. These terms arefurther described in ISO 9000.
NOTE 2Documents referenced outside the lSO 9000 family of standards might have terms and definitions that differfrom those of ISO 9000.
Structure of this standard
This lnternational Standard is designed to assist top management identify and realize benefits by the4.1application of the management principles. To achieve financial and economic benefits, relevant processeshave been identified for each principle, and examples of methods and tools have been provided to assist inthe application of the principles.
The added value from the expected benefits should reflect the interrelationships between principlesprocesses and a holistic view of the oraanization and its interested parties.
4.2 Clause 5 combines the process approach, the eight management principles and the Plan-Do-Check-Act (PDCA) methodology. This is reflected in the flowcharts found in 5.1 to 5.8, inclusive. The key selection tool to determine the most appropriate subclause for priority improvement action is self-assessment (see 4.3 and Annex A).
Examples of applicable methods and tools are presented within the Plan, Do and Check columns in each flowchart. The list of methods and tools shown in the Plan, Do and Check columns is not exhaustive, and users should select those most appropriate to their organization. Some methods and tools are utilized in more than one subclause indicating the interrelationship between principles.
The subclause on “Continual improvement” (5.6) illustrates how the PDCA approach can be effectively applied to top management’s strategic planning and review process in order to realize and further improve financial and economic benefits. Subclause 5.6 is embedded within the Act column of all other subclauses in Clause 5.
The output from implementing the overall process is financial and economic benefits. The achievable benefits are examples and are not intended to be all inclusive. A generic representation of the overall process model for realizing financial and economic benefits is shown in Figure 1 .

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