Quality assurance management, Study notes of Quality Management

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LEARNING UNIT 5:

NATIONAL AND

INTERNATIONAL QUALITY

STANDARDS

Thinking Beyond

QUALITY ASSURANCE AND MANAGEMENT |QAMN316C

DIPLOMA IN MANAGEMENT

By 2030 , Central University of Technology, Free State will be a leading African University of Technology, shaping the future through innovation. Our Vision 2 0 3 0

Revised Bloom’s Taxonomy Levels Faculty of Management Sciences

**NQF 6 Level Descriptors + Bloom’s Level

• Aligned Verbs** Faculty of Management Sciences

Learning Outcomes After completing this unit, you should be able to:

1. Explain the structure and basic requirements of ISO 9000 quality management standards 2. Apply ISO 9000 principles when evaluating organisational quality systems 3. Analyse relationships between generic standards and industry-specific quality requirements 4. Evaluate the roles of external agencies in promoting quality awareness and improvement 5. Assess the benefits and limitations of implementing standardised quality management systems Faculty of Management Sciences

Why Quality Standards Matter Quality standards provide the operational and strategic framework through which organisations achieve consistency, reliability, and continuous improvement. Globalisation: South African organisations must meet international quality benchmarks to compete in global markets (e.g., automotive export sector). Consumer Protection: Standards safeguard consumers by ensuring products and services meet minimum safety and performance requirements. Regulatory Compliance: Government bodies and industry regulators in SA (e.g., SABS) increasingly require standards compliance for market access. Organisational Efficiency: Standardised processes reduce waste, minimise defects, and improve resource utilisation across all organisational functions. Faculty of Management Sciences

What Are Quality Standards Documented agreements containing technical specifications or criteria used as rules, guidelines, or definitions to ensure materials, products, processes, and services are fit for purpose (ISO, 2015 ) Developed by consensus among technical experts and approved by recognised standardisation bodies Provide a common language for quality across industries, sectors, and countries Two main types: Generic standards, applicable to all sectors (e.g., ISO 9001 ) Sector-specific standards, designed for specific industries (e.g., IATF 16949 for automotive) Standards are voluntary, but market forces and legislation often make adoption effectively mandatory Faculty of Management Sciences

What is ISO? ISO = International Organisation for Standardisation (nota bene: the acronym is from the Greek isos = equal) Founded: 1947 | Headquarters: Geneva, Switzerland 165 + member countries, including South Africa, represented by SABS Develops and publishes international standards across all sectors and industries Over 24 , 000 international standards published to date Standards are adopted nationally: ISO 9001 → SANS/ISO 9001 : 2015 in South Africa (published by SABS) Relationship: ISO → SABS → SANS (South African National Standards) ISO ≠ Certification body Faculty of Management Sciences

Historical Development of ISO 9000 Origins: British Standard BS 5750 ( 1979 ), rooted in military and defence quality requirements 1987 : First ISO 9000 series published internationally, 3 certifiable standards (ISO 9001 , 9002 , 9003 ) 1994 : First revision, minor updates and clarifications 2000 : Major revision, shift to process approach, customer focus, and continual improvement; 9002 and 9003 withdrawn 2008 : Minor update, further clarifications 2015 (Current version): Risk-based thinking introduced; leadership strengthened; context of organisation added; High-Level Structure (HLS) alignment with other ISO management standards Faculty of Management Sciences

ISO 9001: High Level Structure (HLS) – Harmonised Structure (HS)

**1. Scope

1. Normative references
2. Terms and definitions**
3. Context of the organisation
4. Leadership
5. Planning (Risk-based thinking)
6. Support (Resources, competence, communication, documentation
7. Operation (Process management)
8. Performance evaluation (monitoring, measurement, Audit)
9. Improvement (Nonconformities, Continual improvement) Faculty of Management Sciences

ISO 9000:

- The Seven Quality Management Principles - Overview The ISO 9000 series is philosophically grounded in 7 Quality Management Principles (QMPs) These principles provide the conceptual and operational foundation for designing and implementing any QMS They apply universally regardless of organisational size, sector, or geography The QMPs guide HOW an organisation approaches quality; they are orientations, not sequential steps Faculty of Management Sciences

ISO 9000:

- The Seven Quality Management Principles Principle Core Idea Customer Focus Meeting and exceeding customer requirements and enhancing satisfaction Leadership Leaders establish unity of purpose and direction at all levels Engagement of People Competent, empowered staff at all levels enhance the organisation's ability to create value Process Approach Consistent and predictable results are achieved through a system of interrelated processes Improvement Successful organisations maintain a continual focus on improvement Evidence-Based Decision-Making Decisions based on analysis and evaluation of data and information Relationship Management Managing relationships with interested parties (e.g., suppliers) to sustain performance Faculty of Management Sciences

Principles 4 – 5: Systems and Improvement Thinking

4. Process Approach: Consistent and predictable results are achieved more effectively when activities are understood and managed as interrelated processes within a system - A process has: inputs → activities → outputs → feedback - ISO 9001 : 2015 's entire structure is built around the process approach 5. Improvement: Continual improvement of overall performance is a permanent organisational objective, both reactive (corrective action) and proactive (preventive action) The PDCA Cycle (Plan-Do-Check-Act) is the operational model for Principle 5 Example: Toyota's Kaizen philosophy, incremental, continuous improvement by all employees at all levels, is the embodiment of Principle 5 Faculty of Management Sciences

Principles 6 – 7: Smart Decisions and Strong Partnership

6. Evidence-Based Decision Making: Decisions based on analysis of data and information produce more reliable, consistent, and defensible results; reduces reliance on intuition and organisational bias - Tools: statistical process control, customer satisfaction data, internal audit findings, KPI dashboards 7. Relationship Management: An organisation and its external providers (suppliers, partners, regulators, communities) are interdependent; optimising these relationships enhances performance Example: Sasol uses enterprise-wide data analytics dashboards for quality decisions (Principle 6 ) and long-term strategic supplier development under B- BBEE frameworks (Principle 7 ) Faculty of Management Sciences