HR 411

LESSON IX
QUALITY STANDARDS
© 2011 Cengage Learning. All©Rights

2014 Cengage Learning.
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o Standard is an agreed way of doing something.
o Standards are important in international trade
because incongruent standards can be barriers to trade,
giving some organizations advantages in certain areas
of the world.
 The Malcolm Baldridge Award is a United States quality award
that covers an extensive list of criteria evaluated by independent
judges.
 August 20, 1987, the Baldridge Award was signed and became a
law (Public Law 100-107).
 The name was taken after the Secretary of Commerce under the
Reagan administration.
 Baldridge was killed in an accident shortly prior to the action of
the Senate legislation.
 Baldridge , a highly respected man by world leaders had a key
role on the trade policy of the Reagan’s administration.
MALCOLM
BALDRIGE
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 He was able to provide solution to the technology transfer differences
with China and India. He successfully holds the first meeting with the
Cabinets of Soviet Union in 7 years. These Cabinet level talks made
the way for an increased accessibility of US in the Soviet Union.
Purposely the Baldrige Award was created to:
1. Assist encourage US firms to make quality and productivity
improvement for pride of recognition at the same time gain profit
despite competition;
2. Distinguish the accomplishments of those firms that made quality
improvements of their goods and services and become an example
for the rest;
3. Create guidelines and standards which business, industry,
government and other enterprises can use to assess their own quality
efforts for improvements; and
4. Offer definite guidance for other US firms that desire to learn how
to manage for high quality through making accessible specified
information on how winners were able to transform their cultures
and achieve distinction.
MALCOLM
BALDRIGE
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 The main focus of award is to encourage
high-performance management practices
that lead to satisfied customer and good
business outcomes.
 It was grouped to different categories:
Manufacturing, small business, service,
nonprofit health care and non-profit
organizations.
MALCOLM
BALDRIGE
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 Criteria for Performance Excellence with the intention to persuade
firms to enhance their competitiveness using an aligned approach
to organizational performance management with the following
outcomes:
1. Delivery of increasingly improving value, adding to
market place success.
2. Enhancement of the general company performance and
capabilities
3. Learning on organization and personal level
 The criteria addressed are categorized as:
1. Leadership
2. Strategic planning
3. Customer Focus
4. Measurement, Analysis and Knowledge Management
5. Workforce Focus
6. Process management
7. Results
CRITERIA TO BECOME
BALDRIGE AWARDEES
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Organizational Profile:
Environment, Relationships, and Strategic Situation
2 5
STRATEGIC WORKFORCE
PLANNING FOCUS
1 7
LEADERSHIP RESULTS
3 6
CUSTOMER OPERATIONS
FOCUS FOCUS
Measurement, Analysis and Knowledge Management
FRAMEWORK OF
BALDRIGE AWARD
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 The scoring of responses to Criteria Items and Award applicant feedback
are based on two evaluation dimensions namely process and results.
 Process:
1. Approach refers to the methods used by an organization to address
the Baldrige Criteria Item requirements in Categories 1-6. Features
includes:
a) Appropriateness of the methods to the Item requirements
b) Effectiveness of your use of the methods
c) Use of a systematic approach
d) Innovation
2. Deployment refers to the extent to which an approach is applied in
addressing the requirements of the Baldridge Criteria Item.
Evaluated on the basis of the breadth and depth of application of
approach to relevant work units throughout the organization.
Features includes:
a) Relevance d) Breath across all work units
b) Complete coverage e) Depth through multiple
c) Consistency levels
EVALUATION
PROCESS
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 Process:
3. Learning refers to new knowledge or skills acquired through
evaluation, study, experience, and innovation. It can be
achieved through research and development, evaluation and
improvement cycles, ideas and input from employees,
customer ideas and input, faculty, staff, students, patients, and
other stakeholders; best practice sharing; and benchmarking.
Features includes:
a) Organizational learning and Personal learning
b) Embedded in operations
4. Integration refers to the harmonization of plans, processes,
information, resource decisions, actions and results and
analysis to support key organizations wide goals. Features
includes:
a) Begins with alignment
b) Culminates in interconnectivity
EVALUATION
PROCESS
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 US commerce Secretary Penny Pritzker named four US
organizations as 2015 recipients of MBNQA, the nations
highest presidential honor for performance excellence:
1. Midway USA, Columbia, Mo. (small business; won
in the same category in 2009)
2. Charter of School of San Diego, San Diego,
California (education)
3. Charleston Area Medical Center Health System,
Charleston, W.V. (health care)
4. Mid-America Transplant Services, St. Louis, Mo.
(nonprofit)
MALCOLM BALDRIGE
AWARDEES FOR 2015
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ISO STANDARDS
 The name ISO comes from the Greek word ‘isos’ meaning equal.
 Founded on Feb 23, 1947, the International Organization for
Standardization is an International standard-setting body
composed of representatives from various national standards
organization.
 in 1946, 65 delegated from 25 countries meet to discuss the future
of International Standardization.
 ISO/R1:1951 Standard reference temperature for industrial length
measurements (called Recommendations at this time) is the first
ISO standard. Now, ISO 1:2002 (Geometrical Product Specification)
 1961 DEVCO was established, a committee for developing country,
and in 1968 introduces Correspondent membership
 In 1987, ISO publishes its first quality management standard, ISO
9000 family
 In 2010, ISO 26000, for Social Responsibility is launched.
 In 2012, ISO has 163 members and has a total of over 19,000
standards. Today it almost cover almost all aspects of technology
and business.
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DIFFERENT TYPES OF ISO
 Quality Management - The ISO 9000 family addresses various
aspects of quality management and contains some of ISO’s best
known standards. CONGRATULATIONS!!
o ISO 9001:2015 – sets out the requirements of a quality
management system.
o ISO 9000:2015 – covers the basic concepts and language.
UM TAGUM COLLEGE
o ISO 9004:2009 – focuses on how to make a quality
management system more efficient and effective.
o ISO 19011:2011 – sets out guidance on internal and external
audits of quality management system.
ISO 9001:2015 CERTIFIED
o ISO 9001:2015 – sets out criteria for a quality management
system and is the only standard in the family that can be
certified to.
WITH NO NON-CONFORMITY
 Using ISO 9001:2015 helps ensure that customers get
consistent, good quality products and services, which in
turn brings business benefits.

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ISO STANDARDS
 Environmental Management
o ISO 14001:2004 – Basis of development of an
environmental management system (EMS). An EMS
is a set of guidelines and procedures developed by an
organization to ensure compliance.
 An EMS benefits an organization by increasing
environmental awareness and investigating ways
to reduce its costs.
o ISO 14004:2004 – provides more specific information
for implementation and maintenance of an EMS,
with the aim to continually improve the plan based
on its performance.
o ISO 50001 – yet-to-be released standard will address
energy management and ways to increase energy
efficiency and reduce environmental impact of
organizations.
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ISO STANDARDS
 Health and Safety
o ISO 22000 – sets global guidelines for food
safety handling. (Kraft Foods)
 Its aim is to focus on the food chain and
reduce hazards and safety issues such as
food-borne illnesses.
o IWA 1:2005– addresses issues in the
healthcare sector.
o ISO 9001:2000 – addresses quality
management in the medical device industry.

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ISO STANDARDS
 Transportation
o ISO/TS 16949 – reviews all areas of
automotive industry supply chain. It
concentrates on areas of training, monitoring,
analysis and improvements within the
industry.
o ISO/PAS 30003:2008 – looks at specific
concerns within shipping and marine
technology.

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ISO STANDARDS
 Social Responsibility
o ISO 26000 – assures that business and
organizations do not operate in a vacuum.
 Provides guidance on how businesses and
organizations can operate in a socially
responsible way.
o ISO 26000:2010 – provides guidance rather
than requirements, so it cannot be certified to
unlike some other well-known ISO standards.

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ISO STANDARDS
 Energy Management
o ISO 50001 – supports organizations in all sectors to
use energy more efficiently, through the development
of an energy management systems.
o ISO 50001:2011 – provides a framework of
requirements for organizations to:
1. Develop a policy for more efficient use of energy.
2. Fix targets and objectives to meet the policy
3. Use data to better understand and make
decisions about energy use
4. Measure the results
5. Review how well the policy works and
6. Continually improve energy management.

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ISO STANDARDS
 Risk Management
o ISO 31000 – about the risk affecting organizations
that can have consequences in terms pf economic
performance & professional reputation, as well as
environmental, safety & societal outcomes.
o ISO 31000:2009 – offers principles and guidelines,
provides principles, framework and a process for
managing risk. However it cannot be used for
certification purposes but does provide guidance for
internal or external audit programs..

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ISO STANDARDS
 Food Safety Management
o ISO 22000 – addresses food safety management. Contains a
number of standards each focusing on different aspects of food
and safety management.
o ISO 22000:2005 – contains the overall guidelines for FSM.
o ISO 22004:2014 – provides generic advice on the applicant of ISO
22000
o ISO22005:2007 – focuses on traceability in the feed and food chain
o ISO/TS 22002-1:2009 – contains specific prerequisites for food
manufacturing
o ISO/TS 22002-2:2013 – contains specific prerequisites for catering
o ISO/TS 22002-3:2011 – contains specific prerequisites for farming
o ISO/TS 22002-4:2013 – contains specific prerequisites for food
packaging manufacturing.
o ISO/TS 22003:2013 – provides guidelines for audit & certification
bodies.
o ISO 22000:2005 – sets out requirements for a FSM system and can
be certified to.
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ISO STANDARDS
 Information Security Management
o ISO/IEC 27001– helps organizations keep information assets
secure
 Helps the security of assets such as financial information.
Intellectual property, employee details or information
entrusted to you by third parties.
 Occupational Health and Safety
o ISO 45001 – Will help organizations reduce burdens (work-
related accidents/diseases) by providing a framework to improve
employee safety, reduce workplace risks and create better, safer
working conditions, all over the world.
 Anti-Bribery Management Systems
o ISO 37001 – ISO is currently developing a new standards to help
organization fight bribery and promote an ethical business
culture.
 Medical Devices
o ISO 13485 – designed to be used by organizations involved in the
design, production, installation and servicing of medical devices
and related services.
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
© 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part..
REGISTRATION STEPS TO BECOME ISO
CERTIFIED
 After the company made the plans, built the quality system and
conducted the audit, the next step is the ISO Registration Process. The
purpose of registering the company is to show that it met the
requirements.
1. Finding an ISO 9001 Registrar
 Search can be done in the ANSI-ASQ National Accreditation
Board (ANAB) to select the registrar right for the company.
 Any company applying for registration can consult the ISO
website for a complete list of ISO Member bodies.
2. Selecting an ISO Registrar
 A company applying for registration should select a registrar
that has experience within the scope category of its specific
industry, which can be found also on the ANAB site.
3. Creating an ISO Application
 A company and a Registrar will agree on the application
contract. It defines the rights and obligations of both parties,
& includes liability issues, confidentiality & access rights.
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CERTIFIED
4. Conducting a Quality Document Review
 The registrar will require a copy of the company quality
manual and procedures to verify that all requirements of the
standard are addressed (2-4 weeks advanced).
5. Determining Pre-Assessment Need
 This 2-4 weeks initial review will identify any significant
omissions or weaknesses.
 It is the initial review of the company’s Quality Management
System
 Pre-assessment may be conducted but registrar cannot
provide guidance on how to implement a quality system,
only evaluating the QS and documentation to meet ISO
requirements is allowed
6. Issuing an ISO Assessment
 During the Audit or physical onsite of procedures in action,
the auditors will issue findings if they assess anything that
doesn’t meet requirements, or non conformities.
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CERTIFIED
 During the Audit or physical onsite of procedures in action,
the auditors will issue findings if they assess anything that
doesn’t meet requirements, or non conformities.
 The flow of activities during audit are as follows:
1. Opening Meeting
2. Brief tour of the facility
3. Additional review of the documents
4. Examination
5. Daily review
6. Closing Meeting
7. Audit report issued
 The severity and issue of findings. Two categories of
nonconformities depending on severity
1. A Minor Nonconformance
2. A major Nonconformance

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CERTIFIED
 The difference of major to minor nonconformance is that the
registration cannot proceed until all major nonconformities
are closed and verified by the Registrar (re-audit). Minor
conformities requires a corrective action plan and they are
closed at the first surveillance.
5. Completing ISO 9001 registration
 After all the findings are put into the ISO audit report and
nonconformities are addressed, the registering company has
the option to register as ISO 9001 conformant.
 The company will receive a certificate and can also be listed
on a register, which the company can use to publicize its
registration and use in advertising.
6. Checking with Surveillance Audit
 Registrar performs regular surveillance in the system.
 Over the 3 year period of the certificate, auditors will
perform one full and two partial checks of the company
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SOME ISO CERTIFIED COMPANY IN THE
PHILIPPINES
o SyCip Gorres Velayo & Co. (SGV & Co.)
 Since 1996, it has been the only ISO 9002-certified professional
services firm in the Philippines since 1996
o Mekeni Food Corporation (MFC) of Pampanga
 Since 1991,Mekeni decided to ride out the disaster (Mt.
Pinatubo) and help rebuild the local community.
 Today, despite being further challenged by a serious outbreak
of foot and mouth disease in 1996 and the Asian financial
crisis of 1997, MFC is now a major food processing
organization, employing 1000 people on a 14.8 hectare site in
Pampanga.
 The company produces local longganisa and tocino sausages
and hotdogs and processes ham and bacon.
 One of the first meat processing plants in Asia to implement
and certify to ISO 22000:2005, Food Safety Management
systems.

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SOME ISO CERTIFIED COMPANY IN THE
PHILIPPINES
o Food and Drug Administration (FDA)
 ISO 9001:2008 certified by the TUV Rheinland Philippines
o Philippine Long Distance Telephone Company and its ICT(PLDT)
 Recently ISO 22301:2012 certified for its VITRO Data Center
from Societe Generale de Surveillance (SGS)-the world’s
leading inspection, verification, testing and certification
company
 VITRO Data Center was also the first data center in the
country to be certified for the ISO 14001:2004 ,EMS and ISO
9001:2008, QMS standards.
 Consistently recertified for the ISO 27000:2005 Information
Security Management system standard.
 ISO 22301:2012 is the world’s first international standard for
Business Continuity Management System and was created to
assist organizations in developing risk-reduction measures in
the event of business disruptions, be these natural disasters or
manmade crises.
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LESSON IX

© 2011 Cengage Learning. All©Rights

Measurement, Analysis and Knowledge Management

© 2011 Cengage Learning. All©Rights

© 2011 Cengage Learning. All©Rights

© 2011 Cengage Learning. All©Rights

© 2011 Cengage Learning. All©Rights

© 2011 Cengage Learning. All©Rights

© 2011 Cengage Learning. All©Rights

© 2011 Cengage Learning. All©Rights

© 2011 Cengage Learning. All©Rights

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