Systematic process improvement using ISO 9001:2000 and CMMI
Systematic process improvement using ISO 9001:2000 and CMMI
Systematic process improvement using ISO 9001:2000 and CMMI
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4.1 <strong>ISO</strong> <strong>9001</strong>:<strong>2000</strong> 61<br />
the current state of <strong>process</strong> implementation in the organization, <strong>and</strong> marketplace<br />
requirements.<br />
The revision of the st<strong>and</strong>ard most certainly affects many organizations<br />
<strong>and</strong> their registrations or certifications. Depending on the structure of an<br />
organization’s quality management system (QMS), the impact can range from<br />
negligible to major. If the QMS documentation was based on organizational<br />
business objectives, reflected organizational <strong>process</strong>es, <strong>and</strong> was successfully<br />
implemented, changes to the QMS could be minimal. On the other h<strong>and</strong>,<br />
if the QMS was written to satisfy the 20 <strong>ISO</strong> clauses <strong>and</strong> did not reflect the<br />
way the organization really operates, satisfying the new requirements will<br />
be a major undertaking. Guideline documents, such as <strong>ISO</strong> 9000-3, which<br />
provided guidance for applying <strong>ISO</strong> <strong>9001</strong> to software, are also being withdrawn<br />
<strong>and</strong> no replacement yet exists (although as of this writing <strong>ISO</strong> 9000-3<br />
is being balloted).<br />
4.1.1 Quality management principles<br />
The <strong>ISO</strong> 9000:<strong>2000</strong> st<strong>and</strong>ard is based on a set of quality management principles.<br />
Although they are not explicitly called for in the normative portion of<br />
the st<strong>and</strong>ard, they can be traced to each major clause. They are defined in<br />
[4] <strong>and</strong> restated in [5]. In this section, we discuss each of the eight principles<br />
shown in Table 4.1.<br />
What do these principles mean <strong>and</strong> why are they important No single<br />
principle will ensure success. They must all be implemented to get the benefits<br />
of the st<strong>and</strong>ard. They are based on the experiences of many organizations<br />
<strong>and</strong> reflect a consensus of all the st<strong>and</strong>ard’s stakeholders. It is interesting to<br />
note that none of the principles contains the word quality in its title [6].<br />
Principle 1: customer focus<br />
An organization must underst<strong>and</strong> its customers <strong>and</strong> their needs. Customers<br />
can be defined not only as purchasers but also as users of products or services<br />
Table 4.1<br />
Principle<br />
Quality Management Principles<br />
Description<br />
1 Customer focus<br />
2 Leadership<br />
3 Involvement of people<br />
4 Process approach<br />
5 System approach to management<br />
6 Continual <strong>improvement</strong><br />
7 Factual approach to decision making<br />
8 Mutually beneficial supplier relationships
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