International system of standards ISO (ISO) and its requirements. ISO International Standards System (ISO) and its requirements ISO management

The requirements of the ISO 9000 quality system for job descriptions are described.

Quality control and management quality

Until recently, few people were able to objectively assess the level management by your company. The only standards of managerial activity concerned the rules for conducting accounting, and many now identify control taking into account. (Maybe they are still under the influence of the enigmatic phrase "Socialism is accounting"!). Perhaps the first real task in the field of setting modern management, relatively understandable and in demand by the broad masses of Russian leaders is the certification of an enterprise for compliance with standards quality ISO9000 systems.

Helping cut the road Russian suppliers to the Western market, and at the same time to push competitors at home, this standard, in addition, gives a powerful impetus to improving the system management enterprises in general. Moreover, it is currently being prepared new edition these standards, based on the concept of a system of universal quality management-TQM (Total Quality Management), which covers almost all aspects of the enterprise.

AT process certification, an enterprise is unlikely to be able to pass the stage of formalization business processes - description enterprises as a system processes one of the main requirements latest edition ISO9000 standard. However, on Russian enterprises, at the initial stage of preparation for certification, you just need to figure out "who does what" or, to put it more scientifically, determine the functionality and areas of responsibility. (One of the first guiding documents of the ISO9000 standard is called Management Responsibility). In the western, well organized business, this means issuing another document based on the existing ones, highlighting only one of the aspects of the activity (quality assurance). We have to carry out all the same work on the primary regularization business, which from the very beginning was designated by the BIG group as the first step in setting any tasks in the field of management.

When building systems quality documentation of all processes related to production products. But it is logical to assume that in general management processes companies, as purposeful economic systems, "documentation" is a prerequisite!

quality control- this is such coordination of activities that allows you to achieve pre-set goals with the maximum degree of confidence. At the same time, the goals should also be clearly defined and documented for a reasonable comparison of the desired result with the actual one (a typical example would be a budget form containing planned and actual indicators for a certain period).

Since often the "simple" setting of a goal and the timing of its implementation only guarantees "that the goal can be achieved on time or earlier, or may not be achieved" (see "Encyclopedic Dictionary of management personnel"), it is logical, for greater certainty, to take the next step and describe the implementation mechanism. The latter implies, in the general case, documenting typical actions, the correct implementation of which will lead to the solution of the tasks set. Accordingly, control can be carried out not only after the fact - the goal has been achieved / not achieved , but throughout process which will provide higher efficiency management deviations".

Not quite forgotten old or typical job description structure

The optimality of the "functionality" of the Company in strategic plan is determined by its ability to realize its mission, i.e. fulfill its main purpose, which determines its existence in this "best of all worlds." In a less distant future, the company is constantly solving operational problems in the near future. Going down to the lowest level of the organizational pyramid - a particular employee, we must be sure that his correct "production behavior" can contribute to the achievement of goals, and not vice versa. The classical scheme for determining and distributing the necessary functions (from company functions to functional duties employees) was considered in detail in almost all articles of the BIG devoted to the construction of a functional-organizational model of a company and software products of the orgware class. Here I would like to emphasize the need to document our requirements; those. creation of regulations that, on the one hand, indicate in the minds of the personnel what exactly is expected of them, and on the other hand, will serve as the basis for regular verification of the compliance of real ("as is") and ideal processes("how to").

These documents must be either Descriptions of business processes", i.e. a thing for many Russian companies unfamiliar and indigestible, or more familiar " Job Descriptions"(DI). Having overcome the natural aversion to this phrase, and having broken the stable association with piles of yellowed booms gathering dust in the archives, "where no one took them and does not take them" (except perhaps during a trial), we venture to suggest that with the right approach to definition official duties instructions (continuing to quote) - "like precious wines, their turn will come." The job description is, in fact, the only organizational and legal document that has been preserved at the enterprises that defines the tasks and responsibilities of an employee in the performance of his official activities in accordance with his position. Let us try to breathe life into it again, since, unfortunately, many concepts and tools management, among which the "official" turned into empty shells, the meaning and content of which was lost during the periods of formal use in the period of "developed socialism" or complete managerial confusion when changing formations.

To begin with, we will try to remember the meaning that was originally invested in certain sections of the typical structure of CI (Fig. 1), and such patriarchs of management science at the beginning of the century as Taylor and Fayol stood at its cradle. In the 40-50s. the concept of S. Pharma was proposed, which designated, among other things, 3 "fundamentals" with which the employee interacts in the course of his activity - things, information and people. It is important to describe the extent and modes of such interaction, as this serves as the basis for further analysis work. And this is a direct path to the concept business- reengineering, which is associated with the restructuring and optimization of material and information flows based on modern computer technologies.

In the most logical versions of the job description, as a rule, the following sections can be distinguished:

1. The exact name of the position and the place of the employee in the company - this section establishes the direct and functional subordination of the employee, replacement by position during absence, etc.

2. Directions of activity (or Functions) - a stable, separate type of activity in which the employee takes part

3. Functional responsibilities - specific operations assigned to the employee and / or form of participation in their implementation For example: Function - Quality control .

Responsibilities:

* Distribution of work on the development, implementation and maintenance of the system quality ;

* Identification of those responsible for the performance of work;

* Analysis system implementation results quality ;

* Informing management about the status of work; on non-fulfillment by individual units/employees of their obligations to fulfill them;

* Methodological guidance on the creation of the system quality; Etc.

4. Funds - workplace, technological and communication equipment, vehicles, office equipment, etc. provided to the employee to perform their functional duties. This important section is often undeservedly omitted by our managers, which results in situations when a program for automating personnel records is purchased, the first task is determined - the development of a staffing table, and in accordance with the latest technologies in the field of management, a person responsible for its solution is appointed, but "things and now there", because "Responsible" forgot to buy a computer. By the way, this state of affairs is referred to in the ISO 9000 standards as "poor manufacturing procedure".

5. Rights - which are granted to an employee for access to company resources (something, anyone) and Powers - special kind rights associated with managerial functions and decision-making

6. Responsibility - the established need to be responsible for one's actions within the framework of previously fixed duties, rights and powers

7. Regulations - documents by which the employee must be guided in his current activities. The first item in this section is often the "job description" and the disregard with which many enterprises treat this document is, to put it mildly, incomprehensible.

When choosing the sections included in the Job Description, it should be considered in the context of all internal company documents regulating the activities of personnel in the enterprise. For example, the form of CI under consideration does not include relationships and connections by position and the document flow accompanying these relationships. Such information, from our point of view, and with the necessary degree of accuracy, can be given in description of business processes, rather than being listed in the CI out of context. The presence of "Regulations on subdivisions" makes it redundant to indicate in the instructions employees subordinate by position (from the bottom in the hierarchy) - for this, formally, it is enough to indicate only the immediate superior, etc.

Often, requirements for personnel are placed in the Instruction. Such information, especially personal requirements, according to world standards management, are included in special internal documents like " Description positions" (or " Description workplace"), which are not shown to employees and serve as a guide for personnel services in the search and selection of personnel for vacant positions. On the other hand, in advanced companies that have implemented controlling techniques, CI may include criteria for evaluating the performance of an employee holding a given position.

But, although the canonical form of DI is not standardized, two main blocks can be distinguished in its composition - the "Regulations on Functional Duties" (going back to Taylor and which we will deal with later) and description balance of duties, rights and responsibilities (A. Fayol's contribution to science).

Three wrong and three right approaches to the formation of functional duties

So, the main question of creating a DI is "how to form and maintain up to date its core - the Regulations on Functional Duties"?

From the very beginning, this requires special software products of the orgware class - fixing the organizational and functional model. These products really support new Information Technology who are able to work with non-quantitative and not always clear information. It is the "paper" methods of creating and updating personnel documents, discredited in Russia a good bureaucratic idea of ​​documenting activities (the "Germans", they say, such documents were supported, but what about the "German", etc.). "Old" software products in the field management personnel at best automate the same old methods of work, or even completely limited to the area of ​​\u200b\u200bformal accounting (inventory!) of personnel, without explicit fixation of what these personnel do. There are three, most common now, ways to form the content of the DI, if such a question was raised by the company's management:

1. Speculative correction of old documents

2. Compilation of CI based on the results of a survey of employees in the workplace

3. Use of tariff-qualification directories

After the document is drawn up in one way or another, it is agreed and signed by the employee. All methods with varying degrees can fix what each individual employee does or should, but the overall picture of the activity, for someone who wants to understand the role of each in general process rather than just making sure everyone works hard, tends to be exceptionally opaque! It is practically impossible to trace the relative value of individual functions of an employee for the achievement of the company's goals, and indeed their relationship in general.

There are also three correct paths, as you may have guessed. Let's call them conditionally: deductive (top-down), inductive (bottom-up), and "from processes ".

In the first case, the company's managers are invited to take a fresh look at it - to present it in the form of a "black box", the structure of which is not known, and describe the current state: what the company offers to the world, what business-functions help this, which subsystems (functions) of management regulate the activities of the company. Functions can be formed not only "from the head" - by the "brainstorming" method, but also from a typical classifier or from reference models of similar enterprises.

Further, the structure of the "black box" is revealed, and the existing organizational links are described (for example, staffing). Functions are sequentially detailed so that the functions required at the enterprise level are brought to specific performers. This is the most radical ("zero") option that can be applied to relatively small (albeit not very) enterprises, when a serious restructuring of businesses is required, cleaning from the old not efficient operation and its bearers.

The second (inductive) method is used in quite successful enterprises, it is extremely attentive to positive experience, tries to preserve and systematize it. After carrying out this work, business becomes reproducible, for example, in a branch or a regional subsidiary.

The first thing that even the most "successful" enterprise will have to face is the almost complete absence of documents regulating business- at best, it is a yellowed leaf with squares (" structural scheme"), a staffing table, a telephone directory, or, all the same, "dusty" job descriptions of interest to historians of factories and plants. However, any information about the company must be carefully collected, grouped functions by departments and entered into orgware ( or, in Russian, "Structurizer") in quality primary tables - "classifiers". In separate classifiers it is necessary to enter organizational links and businesses(goods, products and services) companies.

If there are no documents, or it is clear that they are absolutely not reliable, you can start with a survey of the company's personnel. Moreover, it is desirable to conduct a survey at two levels: top managers responsible for functional areas or individual businesses("what functions do they think the departments perform"), as well as the employees of these departments ("what do they actually do"). Thus, you will get three primary models of the company: "according to documents", "view from above" and "view from below".

Having eliminated the inevitable contradictions between the "three models", you can proceed to the next stage - the classification of functions according to the components of management and the main business processes. Functions in the primary classifiers are marked by types, and then reduced to basic classifiers - "management functions" (and, separately, " business-functions").

The purpose of this work is to highlight real contours management(closed management cycles) and production and commercial chains implemented in the company. (Often, many of the functions and documents existing at enterprises were "inherited" from non-market methods management, do not carry significant information, creating only the appearance of activity and unnecessary costs).

In this case, it is advisable to follow a certain sequence of actions:

1. At the first stage, it is advisable to issue only the composition and description functions (regardless of who these functions are assigned to). This, firstly, will allow you to focus on the task, which, from the point of view of setting management very important - description enterprise functionality. Secondly, it will allow you to get rid of the impression that they just did this when the initial survey was conducted.

2. Appointment of those responsible for coordination and their further division into those responsible for description smaller fragments are best done from top to bottom. At the top level (for example: Marketing and sales, Production, Logistics, Technical support of production, Information Support, Administrative control, Financial and economic control, Organization of accounting, Provision and quality control, Safety and Security environment) it would be advisable for the Director-General to do so.

3. Already at the first level, if one cannot be found who considers it possible to be responsible for the entire group of functions, they can be divided before being submitted for approval. This can be done by the director himself. (For example, to separate from the entire administrative management highlight the functions "Document management at the enterprise", "Legal support", etc.). The same is true for production, logistics, etc. But it is important that the same format and list of top-level functions be taken as a basis - this creates unity descriptions enterprises.

4. Further, those responsible for coordinating the selected groups of functions appointed by the director, if they cannot agree on everything in their section on their own, give authority to someone who can do this for relatively smaller functions, etc.

5. An interesting consequence of this method of coordination is that the responsibility for coordination well reflects the responsibility for performing this function in the enterprise! (In the course of work on coordination, it is advisable not to emphasize this, but keep it in mind).

Now everything becomes easy. The agreed classifiers of "functions" and "businesses" are projected onto the classifier of organizational units (performers are fixed). This, in the first approximation, ends the stage of creating a system-functional model of the enterprise and the "Regulations on the organizational structure", which orgware easily generates from this model. Further detailing of functions and links (down to employees), and consideration of the orgware model in various sections, allows you to get other basic reports - for example, Regulations on the organization of marketing work, logistics or Regulations on departments and services. At the bottom of this "organizational programming pyramid" are the required Regulations on the functional duties of employees, which directly follow from the functions necessary for the enterprise!

And finally, the method of creating a DI, coming from business process descriptions. It, of course, most accurately allows you to identify all business-operations implemented by employees, linking them with the existing workflow. At the stage business process modeling, it is required not only to recalculate and fix businesses and functions, but to determine the interaction between the elements of the previously described organizational and functional structure. If we recall that even the first exercise in the vast majority of companies has not been completed, then what can we say about the next stage, which is an order of magnitude more difficult. However, there are software products that provide technological support, and some support both methods. descriptions. But, it must be emphasized once again that it is impossible to immediately take the second step - first, according to the technology outlined earlier, at least the "owners" should be determined processes or, what is the same, responsible for rather large functions. (A function, in general, is always advisable to interpret as a collapsed process, subject to further refinement at the operational level).

It is obvious that after process descriptions we get the most accurate level of knowledge about the activities of specific employees. After that, everything business-operations are imported (according to -ownership) into existing function classifiers and are formally assigned to employees. Here, it is important to note that with the help of orgware it is possible to balance and formally secure the rights and responsibilities of employees, thereby creating real job descriptions - the dream of many generations of personnel officers and managers.

In conclusion, two remarks.

1. Only a few companies can afford to have a complete description its activities as a system processes. Therefore, in quality objects for formal descriptions must be selected "key" processes companies that have the greatest impact on its competitiveness.

2. From the point of view of the BIG, when building a system management Both ways of documenting the activities of an enterprise are important for an enterprise - "process" allows for "horizontal integration", i.e. to connect material and information flows with the necessary accuracy and completeness. The second, "system-targeted", as it were, gives meaning to the company's activities (management by objectives) and supports "vertical integration" - coordination among themselves of various hierarchical contours management from strategic planning to operational management of line units and activities of employees.

• HR records management

Keywords:

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In conditions of rather fierce competition, the introduction of certain quality guarantees is of fundamental and decisive importance in the selection by the buyer or consumer of the services and products of a particular company. At the same time, certification of quality management systems and obtaining the ISO 9001 series standard is considered the best and main guarantee.

ISO standards in Russia, including the most famous ISO 9001 standard, combine many years of experience in most countries of the world in the field of quality system management and are the latest versions of the evaluation criteria for managing all work and production processes in enterprises.

ISO 9001 certified is an official document confirming the full compliance of the current quality management system with the requirements prescribed in the international standard ISO 9001.

Today, having gone through a whole range of various additions and modifications, the international standard ISO 9001 has become fully adapted and harmonized in accordance with current European standards and is aimed at maximizing the quality of products (services).

The ISO 9001 standard has a clear structure, consisting of 8 sections:

• scope and purpose;
• Normative references;
• basic definitions and terms;
• Quality Management System;
• level of management responsibility;
• management (management) of resources;
• output of products (services);
• analysis, measurement and improvement.

The first three sections of the standard are official and do not contain requirements and norms.

the main objective The ISO 9001 standard consists in actively stimulating the proper organization of various production processes and the work of the company as a whole in order to comply with specific legal requirements and to fully satisfy the desires and demands of consumers and partners.

The implementation of the QMS based on the receipt of ISO 9001 standards confirms that:

• the company's personnel are well acquainted with their duties, rights, powers and responsibilities, and also have the necessary competence for better, more efficient and correct performance of work;
• the company has predetermined processes that affect the quality of products;
• all production processes are regulated and provided with all necessary resources;
• conditions have been created for the competent implementation of the production infrastructure and environment, as well as the quality work of the company's employees;
• system of preliminary collection and further analysis of information about production processes satisfaction of consumers and products, is optimally adjusted and provides objective information for timely adoption of the necessary decisions to improve the work of personnel and the enterprise itself;
• a motivated quality-oriented system has been created;
• work processes are organized with subsequent focus on the expectations of the end user, including the implementation the latest technologies improving consumer properties, parameters and characteristics of manufactured products;
• internal audits are carried out, capable of ensuring continuous improvement of processes and activities;
• the company has established records management and document management;
• the organization pays Special attention competent work with suppliers and partners;
• the top management of the organization is familiar with the level of quality and bears full responsibility for it;
• the enterprise sets and develops quality goals and regularly plans to achieve them;
• the company has a well-functioning system of responses to claims and complaints made by buyers and customers (development of effective measures to eliminate shortcomings and failures);
• a continuous improvement process is in place to ensure sustainable development companies.

For each organization, the project for the development of quality systems in accordance with the ISO 9001 standard is unique and is determined on the basis of its size, types of activity, the presence of a branch network, features organizational structure, the level of development of the existing and current management system, etc.

Stages of standardization in accordance with ISO 9001

The ISO 9001 standardization process itself is not a complete guarantee of the quality of a service or product, but only provides a set of norms and rules for the civilized activities of an organization in compliance with standard and universal step-by-step steps.

The stages of the project for the implementation and development of ISO 9001 series standards consist of the following main activities:

• preparatory stage - creation terms of reference, calendar plans, administrative registration of work, project management plan;
• assessment of the current quality management system (QMS) of the organization;
• conducting training and special trainings for employees and responsible officials in the company;
• regulation of processes and definition of the QMS process model;
• development of QMS documentation and organizational structure of management;
• creation of a QMS improvement process;
• execution of a cycle of internal audits;
• implementation of ISO 9001 certification.

A competently and correctly designed and implemented quality management system, as well as its subsequent certification in the ISO system, has a number of economic and strategic advantages for business owners.

Key Benefits of Holding an ISO 9001 Certification

The high level of competitiveness of an enterprise and its products or services in the market is directly affected by regular and continuous improvement of the company's activities as a whole. This ensures a uniform improvement in the quality of products and services offered. The main rules and regulations in this area and defines the well-known international standard ISO 9001, which is evidence of the company's production of goods High Quality and compliance of its technologies and activities with international standards.

A company that owns this certificate has a number of undeniable advantages over other companies that do not have such a standard, namely:

• Achieving a high level of quality allows you to reduce total cost products, as well as reduce the cost of defective products;
• significant improvement and optimization of current business processes;
• increasing the level of cooperation;
• active improvement of the quality of personnel work;
• ability to streamline activities structural divisions enterprises;
• the possibility of obtaining government orders and the company's entry into the international external consumer market;
• increasing confidence on the part of financial and insurance organizations, which affects the investment of large investments in the development of the enterprise.

Based on this, an organization or company that adheres to the conditions and requirements of this certificate receives many useful opportunities, ranging from effective competition with other manufacturers to a significant improvement in the quality of the manufactured product or service. Even these two basic parameters can maximize and increase the profit of the company. The ISO 9001 standard in this regard is a worthy guarantee of success, longevity and prosperity of the manufacturer.

Standardization according to ISO 9001 does not eliminate the need to issue separate certificates for certain types of goods, products and services included in the list of categories requiring mandatory certification.

ISO 9001 standard

ISO 9001 standards are international standards that describe the requirements for the quality management system of organizations and enterprises. ISO 9000 standards include ISO 9001 standards, the demand for which is increasing every day. This current version of ISO9001:2008 Quality Management Systems. Requirements." This is the only compliance standard that can be certified. This procedure is not a mandatory certification and is carried out at the request of the applicant.

It is worth noting that the ISO 9001:2008 standard is successfully used by organizations of any size, it has been successfully implemented by more than 1 million companies in 170 countries around the world. Using the ISO 9001:2008 standard ensures that the customer receives high quality products and services, which leads to increased sales growth and business success. In addition, the implementation of the ISO 9001:2008 standard can help check the performance of the entire system, improve its efficiency, motivate, involve top management and reduce losses.

Important feature of ISO 9001:2008

An important feature of the ISO 9001:2008 standard is that it does not imply monotonous structure of quality management systems and related documentation describing them. Therefore, by implementing a quality management system based on the ISO 9001:2008 standard, you can be sure of exceptional individuality and see for yourself how flexible this system is. After all, the development and implementation of an organization's quality management system is influenced by: the size of the organization, the products manufactured, the structure of the organization, the applicable processes, changing needs, specific goals, external environment, changes or risks associated with this environment.

ISO 9001:2008 is used successfully by organizations of all sizes and has been successfully implemented by more than 1 million companies in 170 countries.

ISO 9001:2008 aims to apply a process approach to the development, implementation, and subsequently improvement of the effectiveness of a quality management system in order to increase end-user satisfaction by predicting and fulfilling its requirements. The benefits of the process approach are innumerable. First of all, it is the continuity of control, which is achieved through combinations and interactions at the junction of individual processes.

This approach helps to better understand and fulfill requirements, achieve planned results, ensure their effectiveness, improve the process by objectively evaluating and measuring it. Also, in addition to the process approach, the implementation of a quality management system based on the ISO 9001:2008 standard for all processes in an organization can allow the application of the Plan-Do-Check-Act cycle. This cycle can be briefly described as:

• planning (plan) - the development of goals and processes necessary to achieve results in accordance with the requirements of consumers and the policy of the organization;
• implementation (do) - implementation of processes;
• check (check) - continuous control and measurement of processes and products in comparison with the policy, goals and requirements for products and reporting on the results;
• action (act) - taking actions to continuously improve the performance of processes.

The timing and cost of implementing the ISO 9001:2008 standard depend on individual features Your type of organization and the degree of functioning of the actions of the system. In most cases, this does not take more than 2 weeks. If you still have doubts, you can order a free consultation of our specialists ( there should be some kind of "click" button here). With their help, you can choose a certification system that is best suited for your organization.

And let the lack of standard price lists not scare you, it only means that we approach each case separately, weigh all the exclusivity of the situation and take all possible measures to optimize the implementation of the ISO 9001:2008 standard. By contacting us, you are guaranteed to receive a unique offer that allows you to improve existing processes and establish thorough control, and most importantly, increase the position of your organization / company in the market.

Upon completion of the work, you receive from us:

1. ISO 9001:2008 certificate in Russian and English;
2. permission to use the quality mark;
3. a quality manual for your organization;
4. organization standards for your organization.

Remember that working with us will help you reach new heights!

The ISO 9000 series of standards, which describe a quality management system model, are designed to help organizations consistently provide customers and other interested parties with products or services that can meet their requirements and expectations. This series of standards was created by a committee of the International Organization for Standardization - ISO; based on these standards, national standardization organizations can develop national counterparts, in particular, in Russia these are the GOST R ISO 9000 series standards.

The ISO 9000 standard defines the basic provisions and principles of quality management that create the basis for the development and maintenance of a quality management system, the specific requirements for which are formulated in the ISO 9001 standard.

Organizations seeking recognition for their quality management system may use this standard to independent evaluation, they can also be used to demonstrate the fulfillment of contractual requirements.

Organizations can receive an independent external assessment from a third party - a certification body, after passing the appropriate audit. More than a million organizations around the world have certified quality management systems, confirming the effectiveness of the ISO 9001 standard as one of the most common tools for building a management system.

The IS0 9000 series includes:

ISO 9000 Standard - Fundamentals and Vocabulary. The standard is intended to establish a common understanding of the terms and concepts used in the ISO 9000 series of standards.

ISO 9001 - Requirements. The standard defines the requirements that organizations' quality management systems must meet. Being general and universal, the ISO 9001 standard can be applied to any business, suitable for all organizations, regardless of the field of activity, size, form of ownership, geographical location.

ISO 9004 - Recommendations for performance improvement. The standard contains recommendations based on eight quality management principles that have been developed for managers to improve the performance of the organization and meet the requirements of all interested parties.

ISO standards are structured to be easily integrated into an organization's existing management system to meet and exceed customer requirements and expectations. Thanks to latest version standard, which entered into force in 2015, was developed taking into account the so-called high-level structure that underlies all the most commonly used standards that define the requirements for various systems management of organizations, ISO 9001 has become much more compatible with, for example, standards such as ISO 14001 (requirements for environmental management systems), ISO 45001 (requirements for occupational health and safety management systems), ISO 39001 (requirements for safety management systems traffic), ISO 27001 (requirements for management systems information security), ISO 20000 (requirements for an IT service management system) and others

Benefits of Implementation and Certification

• increasing customer satisfaction by fulfilling their requirements;
• improving the efficiency of the organization's internal processes;
• continuous improvement of the organization's processes by identifying and eliminating losses in the implementation of activities;
• improvement of internal communications, planning mechanism and distribution of material resources;
• increasing staff motivation through transparency and clarity of functional duties;
• enrichment of personnel knowledge in the field of quality;
• reducing costs by increasing productivity, improving the quality of manufactured products, services rendered and reducing the level of defectiveness;
• continuous improvement of the organization's activities through the use of modern instruments quality management;
• increasing the competitiveness of the organization in the Russian and world markets

The ISO 9001 quality management system is one of the items in the ISO 9000 series. The latter is an international system that regulates quality management in an enterprise. It consists of many parts, each of which has its own task. For example, ISO 9000 itself can be described as a collection of management definitions. And ISO 9001 contains advice for practical application.

What is ISO 9001 Quality Management System for?

Any fact must be confirmed officially, and in our time it is customary to have a “piece of paper” for everything. So, enterprises that have passed a special test receive a certificate of compliance with ISO 9001.

What is it for? In truth, this document will give little to IP Vasechkin, who sells clothes on the market. This certificate is only required if your customers or suppliers are interested in it. In some business areas, ISO certification is mandatory. This applies to the economic and public spheres.

! An interesting fact is that for a large number of consumers, the inscription on the package "compliance with ISO 9001" increases the level of confidence in the company. Many believe that this certificate is a guarantee of the quality of the product. Although this is not true - the standard only guarantees the presence of work on quality in the enterprise, and nothing more.

Many firms today use ISO certification as a means of competition. For some, this allows best conditions cooperation with partners, others use it as a PR tool.

What does ISO 9001 say?

ISO 9001 2008 (latest version) is optional. But still, in order to obtain a document confirming compliance with these regulations, the company will need to work hard.

For example, the basic principle of management and the ISO standard is the simple truth: Plan, Implement, Control, Analyze (PDCA). This means that all actions of your enterprise must be clearly planned and implemented. Implementation should take place under strict control, as a result of which an analysis of the work done is carried out. If something did not work out or more perfect ideas appeared in the control process, then it is necessary to make changes to the plan and again the same circle: implementation, control, analysis.

Everything would be fine, but how will the commission know that you have a similar scheme? Of course, again papers. Therefore, every step and every point of this golden rule should be displayed in graphs, tables and other internal documents of your company.

In addition, in the ISO 9001 quality management system there is a provision that the company must have packages of documents that reflect the policy, goals and management of achieving product quality.

Also, the company must have a quality control department and, of course, the heads of this department. Of course, to work on the quality of a product, one cannot do without working with consumer opinion. Therefore, there must be continuous Feedback: consumer surveys, analysis of behavioral factors, collection of information.

By the way, one paper about each process will not be enough. All this should be carried out at the enterprise constantly and continuously.

Conclusion

We hope that we were able to clarify the situation. It is up to you to decide whether to receive an ISO certificate of conformity or not. But as practice shows, any preparation for certification has a beneficial effect on the working environment of the company. At these moments, the maximum amount of attention is paid to each process, which allows you to see what was missed earlier and improve the productivity of the company.

You will learn:

• What is the ISO 9001 standard and what are its features.
• How much does it cost and how long does it take to prepare a certificate for a quality management system.

ISO 9001 is the most popular set of international standards in the world, created by the International Organization for Standardization. Despite the fact that all ISO standards are only advisory in nature, in about 100 countries around the world they are used as basic ones. Part of the ISO package has also been approved in Russia, within the framework of official state standards(GOST). The State Committee of the Russian Federation for Standardization, Metrology and Certification (Gosstandart) is a national member of ISO and participates in the work of this organization.

ISO 9001 establishes a minimum set of requirements for quality systems and is used for the purposes certification. One of the main features of this standard is its universality - it can be applied to any kind of activity.

What is the ISO 9001 standard?

ISO 9001, the first version of which appeared back in 1987, is the world's largest standard dedicated to the creation of a quality management system (QMS). It is based on attention to the needs of the client. Requirements and standards have been repeatedly revised and updated, but the main provisions remain unchanged today.

The main task of the QMS is not control the quality of each individual operation or unit of production, but to develop conditions to minimize errors in the work. This approach appeared in the 2008 version of the standard and was developed in the ISO 9001:2015 version.

Formally, the implementation of the ISO 9001 standard is considered voluntary. There are industries, such as the military-industrial complex or the aircraft industry, where the implementation of its individual elements, reflected in industry standards, is mandatory.

The standard is based on many concepts and methodologies developed by leading quality management specialists. In particular, the sequence of actions that must be performed during the implementation and operation of the QMS, or the RDCA cycle, was created by the famous American scientist Walter Shewhart.

Based on the provisions of ISO 9001, the enterprise creates a QMS documentation system that regulates all activities that are somehow related to the provision of services and the production of material goods. Detailed documentation depends on the needs of a particular enterprise, the only condition is that it must comply with the requirements of the standard. The developed documentation should be rotated with strict implementation of all the described procedures. The management of the enterprise should exercise leadership in all major issues. All information important for the successful functioning of the QMS must be carefully studied and analyzed.

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Features of ISO 9001

The international standard ISO 9001 is based on several fundamental principles:

1. Strict customer orientation. the main objective QMS implementation– maximum satisfaction of consumer needs and work for the future. The organization should continually conduct research into customer needs and expectations. In the future, the information obtained is used in the production of products.
2. Staff involvement. To achieve all the goals, it is necessary that each employee knows his place in the production of the product.
3. Process approach. QMS includes many interrelated processes. Understanding how this system functions, with all its processes, resources and means, allows the enterprise to optimize its activities to the maximum and obtain an effective result.
4. Improvement. Every organization strives to improve its performance at some stage. This is an inevitable consequence of the reaction to the emergence of new opportunities and changes in external and internal circumstances.
5. Certification. If the manufactured product meets all the requirements, an independent body can provide a certificate of conformity, which will increase the recognition and prestige of the product in the market.

Differences of ISO 9001:2015 from earlier versions

The 9001 standard has been revised several times. After the first version released in 1987, there were updates in 1994, 2000 and 2008. On the this moment the current version is 9001:2015. It differs from the previous ones in a number of ways:

1. Development of the QMS and setting goals, taking into account external and internal factors determined for each organization separately.
2. The requirements put forward by all interested parties to the QMS are taken into account
3. A risk-based approach has been introduced in the QMS. The use of formal risk management in identifying opportunities and risks is optional. The method is chosen by the organization itself, in accordance with its own needs.
4. Emphasis on the management of measurements in the QMS as a whole, including in products and in the processes of the organization.

Why standardization is needed

Successful business development requires produce competitive products. Competitiveness is based on continuous development. Competitive fight becomes even more acute with the advent of globalization: with the expansion of the market, the consumer can purchase products from most world manufacturers. As a result, the manufacturer that can offer a quality product at the lowest price survives on the market.

For more efficient operation of the company, strengthening competitive advantage, searching for new markets and improving the situation in old ones, all areas of activity should be streamlined in single system management. One of them is the quality control system.

Due to the fact that obtaining the ISO-9001 certificate of conformity is voluntary, the vast majority of firms resort to this in order to solve certain business problems. Among other things, the presence of a certificate of conformity allows the company to apply the appropriate certification marking to its product, which affects consumer confidence. Also, the presence of a certificate may become one of the conditions for winning a tender or concluding a contract with foreign firms.

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Implementation of ISO 9001 quality management system at the enterprise

The ISO TC 176 team that developed the ISO 9000 standards proposed the following procedure for implementing a quality management system according to the ISO 9001 standard:

• Try to set goals. Why do you need to implement QMS? Perhaps you want to increase product credibility, reduce costs, reach a new level and a new market?
• Try to articulate what others expect of you. Others are not only customers, but others can be stakeholders - your suppliers, the shareholders of the organization, the state, the society as a whole.
• Find all the information you need about ISO 9001:
  • General information
  • Supporting information, which can be obtained directly from the ISO website
  • Study the world experience of using ISO 9001. In Russia and the CIS, the necessary information can be found in the magazines "Standards and Quality" and "Quality Management Methods".
• Explore QMS guides:
  • ISO 10006 - Guide to quality assurance in project management
  • ISO 10007 - Configuration Management Guide
  • ISO 10014 - guidance on economic management
  • ISO 10015 - A guide to training and quality management
  • ISO/TS 16949 - studied if necessary. Particular requirements for the application of ISO 9001 in the manufacture of vehicles and auto parts
  • ISO 19011: Guidelines for the verification of a QMS.
• Assess the compliance of your management system with the requirements of ISO 9001. This can be done by yourself or by hiring an external company for a thorough audit.
• Review the requirements of ISO 9001 related to manufacturing activities. Make sure your quality management meets these requirements. In particular, for the following processes:
  • Production and maintenance
  • Procurement
  • Design / Development
  • Communication with the consumer
  • Control of means of observation and measurement
• If inconsistencies are found and work processes are further improved, a plan must be made to eliminate them. In the process - to allocate resources, distribute the roles and responsibilities of performers, draw up a work schedule.
• Follow your work plan. Carry out all the developed activities and carefully record the progress according to the schedule.
• Conduct periodic internal reviews and audits. The ISO 19011 standard can be used to create guidelines for auditing and evaluating the qualifications of auditors.
• Decide to what extent you need official certification. There are several reasons for obtaining a certificate of conformity:
  • Satisfying the requirements of the market or consumers
  • Satisfying the requirements of various regulatory organizations
  • Satisfaction of obligations under an agreement with foreign or national partners
• If certification is needed, contact an accredited certification body. After a thorough audit, you will be issued a certificate of conformity of the quality management system with the requirements of ISO 9001.
• Regardless of whether you have a certificate, keep improving and growing your business.

How is ISO 9001 certified?

The final stage of QMS implementation is obtaining an official certificate ISO conformity 9001. Certification takes place with the participation of bodies accredited within the framework of a single national system, voluntary systems or an international system. The list of national authorities can be viewed on the Rosaccreditation website. The list of voluntary certification systems is available on the Rosstandart website. If it is planned to conduct in one of the voluntary systems, the parent body itself determines for the applicant one of the accredited certifying organizations.

The legislation does not prohibit the involvement of third parties consulting companies, helping with the creation of new control mechanisms, the development of documents and certification. Thanks to professionalism and delayed mechanisms, consulting firms significantly speed up and simplify the process.

Certification can be called an external audit. An independent party evaluates how well the product control system functions in the production. This verification takes place in two stages - a documentary and field assessment by an independent expert of the certifying body and a specialist from Rosaccreditation or another certification system.

If the submitted documents and the activities of the applicant company fully and fully comply with all existing requirements, a certificate is issued stating that the company has created and implemented a QMS.

Terms and cost of obtaining a certificate for a quality management system

The time required for the full implementation of the 9001 quality management system at the enterprise is calculated individually. In most cases, this can take from several months to several years. After implementation, the QMS is assessed for compliance with existing standards, following which a certificate is issued. This stage takes up to two weeks, the exact period depends on the size of the enterprise and the number of employees.

The ISO 9001 certificate is issued either according to international rules or according to national ones. In the first case, it is issued by an international certification body - for example, TUV Thüringen or Afnor. In the second, accredited certification bodies or voluntary systems. If the company operates exclusively in the domestic market, it is enough to issue a national document. If the plans include cooperation with foreign partners or attracting investments from abroad, the international certificate ISO 9001 is more preferable. Depending on the number of employees of the enterprise, it may take from 15 to 250 thousand rubles to complete the document.

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ISO 9001 Documentation

One of the main aspects of meeting the international standards ISO 9001 is documentation. The responsibilities of the organization include:

1. Definition of the Quality Policy. It represents the main directions and goals of the enterprise in the field of quality, developed and formally formulated by the management of the organization. In the absence of a detailed policy, the firm's performance in the field of quality is uncertain. In turn, a well-developed policy enables employees and other stakeholders to get a clear idea of ​​​​how management relates to the quality of the product being released.
2. Definition of Quality Objectives. This is a hierarchical structure. At the top level are the overall goals of the enterprise. Goals are revealed from top to bottom, to the level of divisions, departments, or even individual employees. At the same time, if the ISO 9001 quality system is just being developed, such a level of detail will only hurt: appropriate mechanisms will be required to obtain reliable data on the achievement of goals.
3. Drafting of the Quality Manual- a document that discloses the quality management system. The document may contain or refer to QMS procedures established to manage activities that affect quality within the organization. Serves to facilitate the management of all procedures and activities of the enterprise in the field of quality.
4. Document management of the quality management system. Includes the following steps:
   1. Creation of a document, from its planning to implementation and registration.
   2. Use and storage of the document
   3. Updating, including changes and approvals.
   4. Cancellation, transfer to storage, destruction of the document.
5. Records management. A record is a document that contains the results achieved and other evidence of the work done.
6. Internal audits, with the help of which the management of the enterprise controls the compliance of work and results in the field of quality with the requirements of ISO 9001 and the requirements of the enterprise. Results internal audit are carefully analyzed by management and enable the company to declare compliance with the quality standard.
7. Corrective actions. Includes a series of actions and procedures that are taken to eliminate the causes of non-compliance with the quality of the standard. When developing, it should be taken into account that in quality management, non-compliance with the standard is understood as any deviation from the established requirements, both for the worse and for the better. Therefore, each case is considered separately.
8. Preventive actions.

The form and storage medium of documents do not matter. The degree of documentation of each stage directly depends on the size of the enterprise, the competence of the staff, the complexity of production processes.