AS NZS ISO 10014:2022 pdf free download - Quality management systems—- Managingan organization for quality results — Guidance for realizing financial and economic benefits

AS NZS ISO 10014:2022 pdf free download – Quality management systems—- Managingan organization for quality results — Guidance for realizing financial and economic benefits

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AS NZS ISO 10014:2022 pdf free download – Quality management systems—- Managingan organization for quality results — Guidance for realizing financial and economic benefits.
This document gives guidelines for realizing financial and economic benefits by applying a top-down structured approach to achieving financial and economic benefits. The structured approach uses the quality management pnnciples and quality management system described In the ISO 9000 famIly of management system standards to:
a) monitor and manage trends in key performance metrics; bJ take improvement action based on the observed metrics.
This document is directed specifically to the top management of an organization.
This document is applicable to any organization, whether from the public, private or not-forprofit sector, regardless of its business model, revenue, number of employees, diversity of product and service offerings, organizational culture, complexity of processes, place or number of locations.
This document complements ISO 9001:2015 and ISO 9004:2018 for performance improvements and provides examples of achievable benefits from the application of concepts in those standards. This document identities associated practical management methods and tools to assist In realizing the benefits.
2 Normative references
The following documents are referred to in the text in such a way that some or all of their content constitutes requirements of this document. For dated references, only the edition cited applies. For undated references, the latest edition of the referenced document (including any amendments) applies.
ISO 9000:2015, Quality management systems — Fundamentals and vocabulwy
3 Terms and definitions
For the purposes of this document, the terms and definitions given in ISO 9000:2015 and the
Following apply.
ISO and IEC maintain terminological databases for use in standardization at the following addresses:
— ISO Online browsing platform: available at https://www.isoorg/obp
— IEC Electropedia: available at http://www.eli’ctropctha.orgJ
verifiable measurement used for quantifying or evaluating a result
EXAM PLE Indicator; performance i ndkator; key performance indicator.
financial benefit
organizational improvement expressed in monetary form
Note 1 to entry: Financial benefits should be realized by Implementing cost-effective management system processes. RevIew results, trends and risks
This ongoing process will be an input to management’s periodic review of perlormance as required by the quality management system (e.g. shareholder meetings, board meetings, management reviews). There can be synergies in reviewing all defined performance metrics and organization-level data during management review.
Metrics found to have either unacceptable performance levels or adverse trends arc thus identilied. Similarly, in this step, organizations can also identify metrics with exceptional results where there can be beneficial lessons learned which are applicable to other parts of the organization. ldcntl& opportunities and metrics at risk
The next step Is to analyse the results and trends to identify those that are at risk. This analysis is performed agarnst the organizational goals and expectations, including quality obbectlves. This should include a review of the processes where the metrics indicate that the processes are not performing as they should and are potential risks to ongoing performance.
For example, a performance metric that currently has acceptable performance levels but has an adverse trend over time can represent a future risk if the adverse trend is not addressed in a timely manner. Improvement actions should be identified to stop and reverse the trend (see Annex A).
Where process results are performing well against the organizational goals and expectations or trending favourably, there can be opportunities to share best practices across the organization.
Organizations should consider the use of simple graphical tools such as dashboards. For example, colour-coded trafflc lighr charts can easily show trends. A metric in red colour Indicates that the process needs immediate management attention, yellow (amber) colour indicates that the underlying process should be monitored more frequently, and green colour indicates that the process is operating satisfactorily. The specification limits for red, yellow and green should be established in advance to facilitate consistent communication.
Dashboards can include internal and external benchrnarking to encourage organizations to achieve higher performance. Assign action plans
After the analysis of results, top management should assign actions to the appropriate process owner(s).
For metrics that indicate exceptional performance, top management can assign process owners to
analyse the critical success factors, Identify best practices and endeavour to replicate the process improvement successes in other areas.

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