Iso Tr 10014
I have seen the DIS version of the standard. It is now a FDIS standard and due for release any time in 2006.
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Quality management systems — Guidelines for realizing financial and economic benefits
This International standard is addressed to top management. It provides guidelines for realizing financial and economic benefits through the application
of the quality management principles derived from ISO 9000:2000.
These eight principles are subsequently referred to as ‘management principles’ within the body of this standard.
This standard builds upon these interrelated management principles to develop processes that facilitate the realization of the organization’s objectives.
The management principles are:
Customer focus;
Leadership;
Involvement of people;
Process approach;
System approach to management;
Continual improvement;
Factual approach to decision making; and
Mutually beneficial supplier relationships[/B]
Adoption of these principles is a strategic top management decision. It affirms the relationship between effective management and realization of financial and economic benefits. Tactical deployment of appropriate tools fosters the development of a consistent systematic approach for addressing financial and economic objectives. A self-assessment is included in this standard as a gap analysis tool (see annex A).
Successful integration of the management principles relies on the application of the process approach and the PDCA (Plan-Do-Check-Act) model. This approach enables top management to assess requirements, plan activities, allocate appropriate resources, implement continual improvement actions and measure results in order to determine effectiveness. It allows top managers to make informed decisions, whether they relate to the definition of commercial strategies, the development of a new product or the execution of financial agreements.
Financial and economic benefits that can result from the application of the management principles include:
improved profitability and/or improved budgetary performance
improved return on investment;
increased competitiveness;
improved revenues;
reduced costs;
optimization of available resources;
improved customer retention and loyalty.
This standard applies equally to organizations with products including tangible goods, services, software and processes. It is relevant in both the public and private sector and can provide useful guidance regardless of the number of employees, diversity of product offerings, revenues, complexity of processes or number of locations.
The intent of this document is to provide top management with the information they need to facilitate effective application of principles and selection of tools that enable success and sustainability of an organization.
1 Scope
This International Standard provides guidelines for realizing financial and economic benefits from the application of management principles developed from the ISO 9000:2000 quality management principles.
These are subsequently referred to as ‘management principles’ within the body of the standard.
This standard is directed to top management of the organization and complements ISO 9004:2000 for performance improvements. It provides examples of achievable benefits and identifies management methods
and tools that are available to assist with the achievement of those benefits.
This International Standard consists of guidelines and recommendations, and is not intended for certification, regulatory or contractual use.
2 Normative reference
ISO 9000:2000, Quality management systems — Fundamentals and vocabulary.
3 Terms and definitions
For the purposes of this International Standard, the terms and definitions given in ISO 9000:2000 apply.
4 Structure of this standard
As a strategic objective, organizations focus on the identification of achievable financial and economic benefits.
This International Standard is designed to assist top management to identify and realize increased benefits by the application of the management principles. To achieve financial and economic benefits, relevant processes
have been identified for each principle and examples of methods and tools have been provided to assist in the application of the principles.
The added value from the expected benefits should reflect the systemic interrelationships between processes and a holistic view of the organization and its interested parties.
Clause 5 utilizes the combination of the management principles and the P-D-C-A (plan – do – check – act) approach. This is reflected in the flowcharts found in sub-clauses 5.1 to 5.8 inclusive. Each sub-clause
describes some key benefits (under "Act" in the last column of the flowcharts) that can be achieved by taking prioritized action to apply the principles through the use of selected methods and tools. Examples of applicable methods and tools are presented under the P-D-C columns. The sub-clause on “Continual improvement” (5.6) illustrates how the P-D-C-A approach can be effectively applied to top management’s strategic planning and review process in order to realize and further improve financial and economic benefits.
Annex A provides top management with a self-assessment tool for identification of financial and economic benefits, particularly when used in conjunction with clause 5 and Annex B, that provides a broad overview of
achievable benefits cross-referenced to the management principles. The self-assessment helps to establish the organization’s strengths and weaknesses in management principles implementation and enables effective
application, prioritization and progress evaluation of the developed principles described in this standard. It can be utilized for initial assessment as well as periodic reviews.
Some of the common methods and tools are briefly described in Annex C. Those listed are not intended to be exhaustive or all-inclusive. It is recommended that top management should further investigate the methods
and tools available and implement those that reflect the specific needs of the organization.
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