CHAPTER 5

• Quality and Strategy

• Total Quality Management (TQM) Principles
• Tools of TQM
• The Role of Inspection
• TQM in services
• Benchmarking
• Quality Systems
• Introduction to ISO
QUALITY DEFINITON :
• Quality is the totality of features and characteristics of a product or
service that bear on its ability to satisfy stated or implied needs. (ISO
8402)
• Quality is fitness for use. (Joseph Juran)
• Quality is a predictable degree of uniformity and dependability at low
cost and suited to the market. (Edwards Deming)
• Quality is a very important factor for it has become the market
differentiator for almost all products or services
• User-based - Better performance
• Manufacturing based - Conformance to
standards, making it right the first time
• Product based - Specific and measurable
attributes of the product.
These two ensure that certain standards are reached by products and services.

• Quality assurance
– The designing process(eg. Documenting standard operating
procedures or SOP according to relevant industry standard)
- A safe, effective product should be the result every time process are followed
- It is a process and procedures that improve quality

• Quality control
- Reactive and exist to identify defects in the quality of products after
they have been happened

Standards usually define the processes and procedures for organizational

activities and assist to maintain the quality in every aspect of organizational
functioning.
1. Performance - Primary operating characteristics of a product
2. Features - Secondary characteristics that supplement the product’s basic
function
3. Reliability - Probability of successful operation within stipulated time period
4. Conformance - Meeting the predetermined standards or specifications
5. Durability - A measure of product life including economical and technical
dimensions.
6. Serviceability - Solution to complaints given by customer
7. Response - Human to human interface
8. Aesthetics - Sensory characteristics
9. Reputation - Indirect evaluation of quality gained by past performance and
other intangibles.
• Company Reputation
-An organization can expect its reputation for quality—be it good or bad—to
follow it.
- Quality will show up in perceptions about the firm’s new products,
employment practices, and supplier relations.

• Product Liability
- The courts increasingly hold organizations that design, produce, or
distribute faulty products or services liable for damages or injuries resulting
from their use.
- Legislation such as the Consumer Product Safety Act sets and enforces
product standards by banning products that do not reach those standards
• Global Implications
-For both a company and a country to compete effectively in the global
economy, products must meet global quality, design, and price
expectations.
- Inferior products harm a firm’s profitability and a nation’s balance of
payments.
1. Sales gains Via
● Improve response
● Flexible pricing
● Improved reputation
2. Reduced cost via
● Increased productivity
● Lower rework and scrap cost
● Lower warranty cost
TOTAL QUALITY
MANAGEMENT
● Encompasses entire organization from supplier to
customer
● Stresses a commitment by management to have a
continuing companywide drive toward excellence in all
aspects of products and services that are important to the
customer
 • Customer-oriented
• Requires a long-term commitment for continuous improvement of all
processes
• Is a team work
• Requires commitment of the top-level management and continuous
involvement
• Is a strategy for continuous improvement of performance at all levels
Based on the characteristics mentioned above, TQM relies heavily on top
level management in terms of commitment and of their effectiveness in
projecting the right attitudes and culture towards the whole organization to
mobilize the whole workforce.
A. Top management commitment.-Top management should participate in the total
quality program. The top management should make sure that everybody in the
organization is communicated about the TQM
B. Focus on the customer.-Customer satisfaction is the lifeblood of TQM. Customers
include internal and external customers
C. Effective involvement and utilization of the entire workforce.-This concept also
known as ‘Principle of employees’ involvement’ or ‘Respect for people’ recognizes
that each person is responsible for the quality of his work.
D. Continuous improvement.-TQM is based on the quest for improvement. TQM
believes that there is always a better way of doing things, way to make better use
of the company’s total quality resources, a way to be more productive.
E. Treating suppliers as partners-A partnering relationship should be developed both
for the efficiency and effectiveness of implementation of TQM.
F. Establishing performance measures for the processes.-Quantitative data are
necessary to measure the continuous quality improvement.
• Consistently meet customer requirements (internal and external).
• Involve all management levels and maintain open communication.
• Identify training needs and ensure top management involvement.
• Foster a culture of continuous improvement and creativity.
• Prioritize supplier management and value-added work.
• Focus on quality to eliminate waste, reduce costs, and prevent issues.
• Implement performance measures at all levels and promote teamwork.
• 1. Problem-solving discipline
• 2. Interpersonal skills
• 3. Team work
• 4. Quality improvement process
• Puts customers at heart of production process
• Motivational since workers feel more involved and are
making decisions
• Less wasteful than throwing out defective finished products
• Eliminates cost of inspection
• Requires strong leadership-often missing in a business
• Substantial investment in training & support- but return on
investment not immediate
• May become bureaucratic
• Disruption and costs may outweigh benefits
 Strategy is the course of action to achieve goals.
Strategic planning is the process where organizations develop
a vision, mission, objectives, and goals. It’s typically led by the
CEO and executive team, determining the strategic
advantages based on the business environment. Strategic
planning covers a 3 to 10-year horizon, making it long-term
planning.
The quality statements include
• Vision statement
• Mission statement
• Quality policy statement

• Vision statement – is a declaration of what an organization aims to be

tomorrow. It is the ideal state which we should strive continuously to
achieve. The vision statement provides guidelines for decision-making.
• Mission statement – is the function of the organization. It provides the clear
statement of purpose for employees, customers, suppliers. The mission
statement answers the following questions:
1. Who we are
2. Who are the customers
3. What we do
4. How we do it

• Quality Policy Statement – is a guide for everyone in the organization as to

how they provide products and services to the customers. It should be written
by the CEO with feedback from the workforce and be approved by the quality
council. It is an important equirement of ISO 9000 quality systems..
For example, ISO 9000 Quality policy of V.M.K.V. Engineering
College, Salem is as follows:
• To make the students exposed to the latest engineering and
technological advancement
• To make the students prepared with knowledge, skill and
competence to stand up to any challenges in the spheres of
Engineering, Science, Technology and Management
• To make our college an institution of excellence
internationally and improve continually to match the
needs of the production and services sectors, and society
• Quality is the first policy.
• Internal and external customer’s needs should be fulfilled.
• Exceed or at least equal to the competitors’ products or
services
• Continuous quality improvement is essential
• Utilization of entire resources of organization
• Include business and production processes
DEMING PHILOSOPHY

Dr. W. Edward Deming, known as the “Father of

Japanese Quality Revolution,” approached quality
management from a statistical perspective. In 1950,
he presented 14 points for quality improvement to 21
Japanese industry leaders, which were later refined
over three decades. Deming defined quality through
design, conformance, and sales/service functions.
DEMING PHILOSOPHY
1. Create and publish the aims and purpose of the
organization
2. Learn the new philosophy.
3. Understand the purpose of inspection.
4. Stop awarding business based on price alone.
5. Improve constantly and forever the system.
6. Institute training.
7. Teach and institute leadership.
DEMING PHILOSOPHY
8. Drive out fear, create trust and create a climate for
innovation.
9. Optimize the efforts of teams, groups and staff areas.
10. Eliminate exhortations for the work force.
11. Eliminate numerical quotas for the work force.
12. Remove barriers that rob people of pride of
workmanship. .
13. Encourage education and self-improvement for everyone.
14. Take action to accomplish the transformation
CUSTOMER SATISFACTION – CONCEPT

Customer satisfaction is key to organizational success,

driving sales, repeat business, and improved cash flow. It’s a
vital measure of quality in both manufacturing and service
industries, especially amid global competition. Customer
satisfaction makes up 30% of the Malcolm Baldrige National
Quality Award. TQM focuses on meeting customer
expectations through quality products/services, fair pricing,
excellent service, and on-time delivery.
CONTINUOUS PROCESS IMPROVEMENT
• Quality-focused organizations aim for continuous improvement,
understanding that perfection is unattainable, but striving for it is
essential. Key aspects include:
• Treat all work as a process.
• Ensure processes are efficient and adaptable.
• Anticipate customer needs.
• Control performance with metrics (e.g., scrap reduction).
• Eliminate waste and non-value activities.
• Use benchmarking and innovation for improvements.
• Apply tools like SPC and QFD.
.
PROCESS FLOW
DIAGRAM
• A chart that visually
represent manufacturing or
service processes, outlining
the sequence of operations.

• They use standardized

symbols to depict process
steps, inspections, storage,
delays, and movement,
aiding in process
understanding and
improvement.

• These diagrams provide a

clear, overall picture,
helping to identify
inefficiencies and optimize
workflows.
CAUSE AND EFFECT DIAGRAM

• Also called
Ishikawa or Fishbone
diagram that visually
represent the
relationship between an
effect and its potential
causes, developed by Dr.
Kaoru Ishikawa.

• They help identify

and organize potential
causes for a specific
effect, highlighting major
and minor contributing
factors in a structured
manner.
CAUSE AND EFFECT DIAGRAM

• The diagram's
structure, resembling a
fishbone, categorizes
causes (e.g., Manpower,
Methods, Materials,
Machinery or Policies,
Procedures, People,
Plant) to explore root
causes effectively.

• Cause and Effect

Diagrams are used to
identify potential
problem causes,
summarize major cause
categories, and aid in
root cause analysis for
process improvement.
 A Histogram is a type of
Bar Chart that graphs the
frequency of occurrence of
continuous data and is a useful
tool for displaying, summarizing
and analyzing data.

Histograms show data

distribution through five types,
revealing different data
behaviors:
* Bell-Shaped: Symmetrical,
indicates a normal distribution.
* Double-Peaked: Two peaks,
suggests multiple distributions
within the data.
* Plateau: Flat top, indicates
multiple distributions.
* Comb: Alternating peaks,
suggests potential data
collection/analysis errors.
* Skewed (Right or Left):
Asymmetrical, often reflects
specification limits.
Disadvantages of
Histograms:
* Can be manipulated
to show different
interpretations (by
adjusting the number of
bars).
* Requires judgment
and experience to avoid
misleading conclusions.
* May obscure time-
related differences
within the data.
• The Pareto Chart is a bar
chart that allows for analysis
of data in search of the
Pareto Principle or the
80/20 rule, where roughly
20% of causes lead to 80%
of effects, initially observed
by Alfredo Pareto in wealth
distribution.
• These diagrams visually
highlight the "vital few"
factors causing the majority
of problems, enabling
focused and cost-effective
improvement efforts.
• Pareto Charts help identify
and prioritize the most
significant factors, allowing
users to concentrate on high-
impact areas and ignore less
important ones.
 The main purpose
of check sheets is to
ensure that the data
collected carefully and
accurately by operating
personnel. Data should
be collected in such a
manner that it can be
quickly and easily used
and analyzed. The form
of the check sheet is
individualized for each
solution and is designed
by the project team
• Scatter diagrams are
graphical tools that
illustrate the potential
influence or relationship
between two variables.
• Show the pattern of
relationship between
two variables (e.g.,
cutting speed and tool
life). Use points to
represent observed
values of the two
variables.
• Often include a "line of
best fit" to show the
trend.
Steps to Construct a Scatter
Diagram:
1. Collect paired data points.
2. Draw and label axes (cause = X,
effect = Y).
3. Plot data points.
4. Interpret the diagram for
direction and strength of
relationship.
Uses of Scatter Diagrams:
• Validate suspected cause-and-
effect relationships.
• Display the direction of the
relationship (positive,
negative).
• *Display the strength of the
relationship..
Statistical tools used to
monitor and control
repetitive processes.
Shewhart's View:
1. Define process
standards.
2. Act as instruments to
achieve goals.
3. Evaluate goal
achievement.

These charts visually

display data variations,
making it easy to see if a
process is within
tolerance.
.
DEFINITION OF INSPECTION

• Inspection ensures that a system is producing as

expected by checking for variations from the
standard.
• It involves measurement, tasting, touching,
weighing, or testing a product.
PURPOSE OF INSPECTION

• Detects deficiencies in the process and defects in

products.
• Helps identify a bad process immediately.
• -Does not correct defects, change the product, or
increase its value.
LIMITATIONS OF INSPECTION

•Expensive and does not add value to

the product.
• Does not fix issues, only identifies
them.
ROLE OF INSPECTION IN SYSTEM IMPROVEMENT

• Acts as a tool for improving the system by

identifying problem areas.
• Helps operations managers determine:
1. When to inspect
2. Where to inspect
WHEN AND WHERE TO INSPECT
• Deciding when and where to inspect depends on the type of process and the
value added at each stage. Inspections can take place at any of the following
points:
1. At your supplier’s plant while the supplier is producing.
2. At your facility upon receipt of goods from your supplier.
3. Before costly or irreversible processes.
4. During the step-by-step production process.
5. When production or service is complete.
6. Before delivery to your customer.
7. At the point of customer contact
Definition of Source Inspection
• The best inspection is when no inspection is
needed.
• Inspection is done at the source, meaning the
job is done correctly from the start.
Poka-Yoke
• A Japanese term for a foolproof device or technique
that ensures good-quality production.
• Prevents errors and provides quick feedback when
problems occur.
Checklists
• A type of poka-yoke that ensures consistency and
completeness in tasks.
• -Helps operators avoid mistakes and maintain
quality standards.
SERVICE INDUSTRY INSPECTION

• In service -oriented organizations, inspection points

can be assigned at a wide range of locations.
• Again, the operations manager must decide where
inspections are justified and may find the seven
tools of
• TQM useful when making these judgments.
INSPECTION OF ATTRIBUTES
• When inspections take place, quality characteristics
may be measured as either attributes or variables.
• Attribute inspection classifies items as being either
good or defective. It does not address the degree of
failure.
• Variable inspection measures such dimensions as
weight, speed, size, or strength to see if an item falls
within an acceptable range.
.
• Total Quality Management (TQM), a holistic
approach to quality management, encourages
businesses to pursue excellence across the board.
• Service- also known as the tertiary sector,
encompasses businesses that provide intangible
services rather than tangible goods, like healthcare,
education, and finance.
 FACTORS OF TQM IN A SERVICE SECTOR
When applying TQM in the service sector, it is important to consider a
few key factors.
• Employee Engagement - engagement among employees is the
primary factor. e.g employee participation in decision-making, problem-
solving, and idea-sharing
• Customer Comments - the second aspect. This enables businesses to
modify their goods or services to better satisfy client needs.
• Process Development - It entails evaluating current practices and
making adjustments that boost effectiveness and lower errors.
DETERMINANTS OF SERVICE QUALITY:
• Reliability - this refers to the consistency and dependability of the
service.
• Responsiveness - This measures how quickly and willingly service
providers respond to customer requests and needs.
• Competence - refers to the knowledge, skills, and abilities of service
providers.
• Access - refers to the ease with which customers can reach the
service provider.
• Courtesy - This encompasses the politeness, respect, and friendliness
demonstrated by service providers.
DETERMINANTS OF SERVICE QUALITY:
• Communication - refers to the clarity, accuracy, and effectiveness of
communication between the service provider and the customer.
• Credibility - refers to the perceived expertise, trustworthiness, and
reliability of the service provider.
• Security - This refers to the safety and privacy of the customer's information
and property during the service delivery process.
• Understanding/Knowing the Customer - This refers to the service
provider's ability to understand the customer's individual needs,
preferences, and expectations.
• Tangibles - This refers to the physical aspects of the service environment,
such as the appearance of facilities, equipment, and staff.
 IMPLEMENTATION OF TQM IN A SERVICE SECTOR
The following steps can be followed to implement TQM in a service
sector
• Formulation of Service Quality Strategy- Required well defined goal
and Analysis of the customer.
• Analysis of Service Process and Formulation of Quality Measures-
the method by which service functions operate must be accurately
identified.
• Establishment of A Control System- Process controls must be
established to continuously monitor the service process. Analyzing the
current process to identify critical performance areas, gathering data,
and creating a trial control system are crucial steps in this process
 IMPLEMENTATION OF TQM IN A SERVICE SECTOR
• Identifying Gaps and Setting Measures for Improvement- This
step focuses on identifying internal process issues that affect customer
satisfaction and expenses and exploring the potential for process
improvement
• Improvement in The Overall Service Quality- A new level of
process performance must be attained and maintained during the
involvement stage. It should then establish action plans, test them,
and put them into practice.
.
• Standard or point of reference
• Used to compare
• By which something can be measured or
judged
• Benchmarking is a process for obtaining a measure – a Benchmark.
• Simply stated, Benchmarks are the “What,” and Benchmarking is
the “How”.

The Process and of Benchmarking:

Therefore, the process of Benchmarking may involve asking 4 key
questions:
1. What should we benchmark?
2. Whom should we benchmark?
3. How do we perform the process?
4. How do they perform the process?
Benchmarking is a systematic method by which an
organization can continuously measure themselves against
the best industry practices or world class or ‘Best in Class’
and improve accordingly. Simply it is “the search of industry
best practices that lead to superior performance”
The goal of benchmarking is to make the best in class target
for the organization, based on the information from both
internal and external sources. The secret to benchmarking
technique is “borrow
7 Steps in Benchmarking Process
1. What to Benchmark
2. Understand Current Performance
3. Plan
4. Study Others
5. Reduce the gap and
6. Learn From Data
7. Use Findings
LEVELS OF BENCHMARKING IN COMPETITIVE
ENVIRONMENT:

• Internal benchmarking within one’s org.

• Competitive benchmarking analysis the performance and
practices of best-In-class companies.
• Non competitive benchmarking is learning something about
a process a company wants to improve by benchmarking.
• World class benchmarking- ambitious and looking towards
recognized leader
GENERAL AREAS OF BENCHMARKING/WHERE
BENCHMARKING:
Operational Strategies:
• Inventory management
• Inventory control
Marketing management
• Customer service levels
• Purchasing
• Billing and collection
• Purchasing practices
GENERAL AREAS OF BENCHMARKING/WHERE
BENCHMARKING:
Quality Improvement efforts /process
• Management of quality councils
• Overall equipment effectiveness etc.
H.R. Practices
• Talent Acquisition/Search
• Training and Development
• Compensation management etc.
Supply chain management
• Warehousing and distribution
• Transportation
TYPES OF BENCHMARKING:

There are (7) seven types of Benchmarking:

• Performance or operational benchmarking
• Process or functional benchmarking
• Strategic benchmarking
• Functional Benchmarking
• Internal Benchmarking
• External Benchmarking
• International Benchmarking
TYPES OF BENCHMARKING:
A. Performance or operational benchmarking:
• It involves pricing, technical quality, features and other quality
• Performed by reverse engineering in which competitor's products are taken apart
and analyzed
• It is also known as competitive benchmarking
B. Process or Functional benchmarking:
• Centres on work processes such as billing, order entry or employee training.
• It identifies the most effective practices in companies that perform similar functions,
no matter in what Industry.
C. Strategic Benchmarking:
• Examines how companies compute and seeks the winning strategies that have led to
competitive advantage and market success.
• Determine how well a company is prepared to compete in a segment and to help
define a best-in-class competitor is to construct a key success factor (KSF).
TYPES OF BENCHMARKING:
D. Functional benchmarking: or generic benchmarking- is used when an organization
look to benchmark with partners drawn from different business sectors or areas of activity
to find ways of improving similar functions or work processes. This sort of benchmarking
can lead to innovation and dramatic improvements.
E. Internal Benchmarking: Involves seeking partners from within The same organization.
The main advantages of IB are that access to sensitive data and information is easier,
standard data is often readily available and usually less time and resources are needed.
F. External Benchmarking: Involves seeking outside organizations That are known to be
best in class. External benchmarking provides opportunities of learning from those who
are at the cutting edge, although it must be remembered that not every best practice
solution can be transferred to others. In addition, EB may take up more time and resources
to ensure the comparability of data and information, credibility of findings and
development of sound recommendations.
G. International Benchmarking: It is used where partners are sought From other
countries because best practitioners are located elsewhere in the world. Globalization and
advances in IT are increasing opportunities for international projects. However, this can be
more time and resources to set up and implement and the results may need careful
analysis due to national differences.
PHASES OF BENCHMARKING
• Benchmarking is usually treated as a structural process. The
structure is best provided by developing a step by step model. Any
type of benchmarking process model should provide an adequate
framework for the successful planning and execution of a
benchmarking exercise. It should be flexible enough to encourage
people to modify the process to suit their needs and project
requirements.
 THERE ARE 5 STAGES OF BENCHMARKING:
1. Planning: Identify the product, service or process to be
benchmarked
2. Analysis: Determine the gap between the firm’s current
performance and that of the firm’s benchmarked and identify the
causes of significant gaps.
3. Integration: Establish goals and obtain the support of managers
who must provide the resources for accomplishing the goals
4. Action: Develop action plans, and team assignment, implement the
plans, monitor progress and recalibrate benchmark as
improvements are made.
5. Maturity: Leadership position attended, best practices fully
integrated into process.
XEROX ‘S TWELVE STEPS OF BENCHMARKING (1980):

Phase 1: Planning
• Identify what to benchmark;
• Identify comparative companies;
• Determine data collection method & collect data.
Phase 2: Analysis
• Determine current performance gap;
• Project future performance levels.
XEROX ‘S TWELVE STEPS OF BENCHMARKING (1980):
Phase 3: Integration
• Communicate finding and gain acceptance;
• Establish functional goals.
Phase 4: Action
• Develop action plans;
• Implement specific actions & monitor progress;
• Recalibrate benchmarks.
Phase 5: Maturity
• Attain leadership position
• Fully integrate practices into processes.
FACTORS TO BE KEPT IN MIND TO ENSURE SUCCESS
WITH BENCH MARKING:
• Benchmarking must have the full support of senior management and
they should actively Involve, with this process
• For benchmarking team and process training is very imp.
• Benchmarking should be a team activity
• Benchmarking is an ongoing process.
• Benchmarking efforts must be organized, planned, and carefully
managed.
• Used, correctly, benchmarking can lead you to the competitive edge in
today’s business market place.
• Benchmarking is a systematic method by which organizations can
measure themselves against the best Industry practices
• It promotes superior performance by providing an organized
framework through which organization learn how the best in class” do
things.
• It helps for continuous improvement.
• Benchmarking inspire managers (and organization) to compete.
• Through Benchmark process organization can borrow ideas, adopt
and refine them to gain competitive advantages.
• The most resistant criticism of Benchmarking
comes from the idea of copying others. BM is
not a panacea. It is not a strategy nor is it
intended to be a business philosophy.
Therefore, it is a time taking technique.
.
WHAT IS A QUALITY SYSTEM?
• According to the ASQ glossary, a quality management
system (QMS, alternatively “quality system”) is a mechanism
for managing and continuously improving core processes to
“achieve maximum customer satisfaction at the lowest
overall cost to the organization”.
• A Quality Systems serves as an organization's blueprint,
detailing its business model, processes, and performance
specifications.
• Organizations use quality system to control and improve the
effectiveness of the processes used to deliver a quality
product or service and ensure customers stay satisfied.
BENEFITS OF A QUALITY SYSTEM
• Operational consistency
• Establishes clear processes and accountability
• Minimizes mistakes or reworks
• Supports continuous improvement
• Ensures regulatory compliance
• Helps achieve organizational goals efficiently
• Builds customer trust and market competitiveness
COMPONENTS OF A QUALITY SYSTEM
• Quality Planning: This involves identifying the quality standards,
requirements, and procedures to ensure products or services meet
customer needs and expectations.
• Quality Control: This focuses on monitoring and measuring processes
and products to ensure they meet established quality standards.
• Quality Assurance: This encompasses the activities that ensure the
quality management system itself is effective and that processes are
consistently followed to achieve desired outcomes.
• Quality Improvement: This involves continuously seeking ways to
enhance processes, products, and services to achieve higher levels of
quality and customer satisfaction.
ORGANIZATIONS USE DIFFERENT QUALITY SYSTEM
FRAMEWORKS TO STRUCTURE THEIR SYSTEMS.

1. ISO 9001 - Globally recognized

standard that specifies requirements
for a quality management system (QMS.
Organizations use it to demonstrate
their ability to consistently provide
products and services that meet
customer and regulatory requirements.
focuses on maximizing
efficiency by eliminating
waste. It is consists of
five core principles ;
a) Identify value,
b) Map the value stream,
c) Create flow,
d) Establish pull , and
e) Seek perfection
 Six sigma is a
disciplined, data-
driven approach for
eliminating defects
and improving the
quality of processes.
It employs the
DMAIC process to
improve the
capability of their
business processes
- Developed by the US
Department of
Commerce to encourage
and recognize
performance excellence.
- Created in1987 in
response to foreign
competition eroding US
productivity growth by
having better product
and process quality.
- Baldrige national
quality award's criteria
are structured into seven
key categories:
• High implementation costs
• Potential resistance to change,
• The need for ongoing ongoing training and resources
• Risk of regulatory non-compliance which can lead to
regulatory delays, costly fines and penalties,reputatio n
damagen and operational inefficiecies
• Identify quality goals
• Choos the right QS Framework
• Define Processes and responsibilities
• Train employeess and allocate resources
• Monitor, assess, and continuously improve.
.
WHAT IS ISO?
1. ISO is a nongovernmental organization that comprises standards
bodies from more than 160 countries, with one standards body
representing each member country. For example, the American National
Standards Institute represents the United States.
2. ISO, brings global experts together to agree on the best way of doing
things – for anything from making a product to managing a process
3. ISO has developed over 25806 International Standards and all are
included in the ISO Standards catalogue.
4. The ISO is a network of 173 national standards bodies
• In 1946, after World War II, ISA members and the United Nations
Standards Coordinating Committee held a meeting on international
standards. Their work led to the formation of ISO as a
nongovernmental organization the following year.
• ISO is not an abbreviation. It is a word, derived from the Greek isos,
meaning "equal," which is the root for the prefix iso- that occurs in a
host of terms, such as isometric (of equal measure or dimensions) and
isonomy (equality of laws, or of people before the law).
1. Full members (or member bodies) - sell and adopt ISO
standards nationally.
2. Correspondent Members - sell and adopt ISO standards
nationally / within their membership territory.
3. Subscriber Member -do not sell or adopt ISO standards
nationally
Some of the most popular ISO standards include the following:
• 1. ISO/IEC 27000
• 2. ISO/IEC 17799
• 3. ISO/IEC 20000
• 4. ISO/IEC 12207
• 5. ISO 9000
• 6. ISO 14000