ISO 9001 Implementation Guide

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6. Resource Management

Businesses need resources so that the organization can perform effectively and meet or exceed customer requirements. Those resources must come from a strong management commitment, which is what this clause is all about.

Indeed, resource management has become increasingly important for businesses because of growing pressure for new product development, enhanced services and, of course, profitability. Unfortunately, the first items to be cut from the operational budget when sales take a downturn are often resources-people, training, equipment, etc. What most organizations don't see, however, is the long-term effect of those actions: Cutting resources, although sometimes necessary, often translates into cutting quality - and everyone knows the effect that can have on customer satisfaction.

Experts from TC 176 recognized a greater need for resource management when revising ISO 9001:2000-in fact, they deemed it to be a strategic imperative for any organization. The concept, however, isn't anything new to quality management systems; resource management was scattered throughout the 1994 version. (Clauses 4.1.2.2 and 4.18 are good examples.) But the concept is greatly enhanced in the new standard. Experts realized that having a vision from management concerning resources is a critical factor for an organization's quality and, ultimately, its success.

That said, there are some changes that organizations should be aware of. In fact, the biggest difference that ISO 9001:2000 has over the 1994 version is a strong focus on improving all aspects of the system. Again, continual improvement is a key ingredient to any organization's success. Try to think about success and profitability of an organization without improving the quality of products, services or even the workplace. A long shot indeed…

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QUALITY MANAGEMENT SYSTEMS, GENERAL REQUIREMENTS, DOCUMENTATION REQUIREMENTS, GENERAL, QUALITY MANUAL, CONTROL OF DOCUMENTS, CONTROL OF RECORDS, MANAGEMENT RESPONSIBILITY, MANAGEMENT COMMITMENT, CUSTOMER FOCUS, QUALITY POLICY, PLANNING, QUALITY OBJECTIVES, QUALITY MANAGEMENT SYSTEM PLANNING, RESPONSIBILITY, AUTHORITY AND COMMUNICATION, RESPONSIBILITY AND AUTHORITY, MANAGEMENT REPRESENTATIVE, INTERNAL COMMUNICATION, MANAGEMENT REVIEW, GENERAL MANAGEMENT REVIEW, REVIEW INPUT, REVIEW OUTPUT, RESOURCES MANAGEMENT, PROVISION OF RESOURCES, HUMAN RESOURCES, GENERAL, COMPETENCE, AWARENESS AND TRAINING, INFRASTRUCTURE, WORK ENVIRONMENT, PRODUCT REALIZATION, PLANNING OF PRODUCT REALIZATION, CUSTOMER-RELATED PROCESSES, DETERMINATION OF REQUIREMENTS RELATED TO THE PRODUCT, REVIEW OF REQUIREMENTS RELATED TO THE PRODUCT, CUSTOMER COMMUNICATION, DESIGN AND DEVELOPMENT, DESIGN AND DEVELOPMENT PLANNING, DESIGN AND DEVELOPMENT INPUTS, DESIGN AND DEVELOPMENT OUTPUTS, DESIGN AND DEVELOPMENT REVIEW, DESIGN AND DEVELOPMENT VERIFICATION, DESIGN AND DEVELOPMENT VALIDATION, CONTROL OF DESIGN AND DEVELOPMENT CHANGES, PURCHASING, PURCHASING PROCESS, PURCHASING INFORMATION, VERIFICATION OF PURCHASED PRODUCT, PRODUCT AND SERVICE PROVISION, CONTROL OF PRODUCTION AND SERVICE PROVISION, VALIDATION PROCESSES FOR PRODUCTION AND SERVICE PROVISION, IDENTIFICATION AND TRACEABILITY, CUSTOMER PROPERTY, PRESERVATION OF PRODUCT, CONTROL OF MONITORING AND MEASURING DEVICES, MEASUREMENT, ANALYSIS AND IMPROVEMENT, GENERAL MEASUREMENT, ANALYSIS AND IMPROVEMENT, MONITORING AND MEASUREMENT, CUSTOMER SATISFACTION, INTERNAL AUDITS, MONITORING AND MEASUREMENT OF PROCESSES, MONITORING AND MEASUREMENT OF PRODUCT, CONTROL OF NONCONFORMING PRODUCT, ANALYSIS OF DATA, IMPROVEMENT, CONTINUAL IMPROVEMENT, CORRECTIVE ACTION, PREVENTIVE ACTION,

ISO 9001 GUIDE

ISO 9001 guide

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