ABSTRACT
Key concepts: FMECA, auditors, self-assessment, factual approach to decision making, audits (customer, supplier, internal, for certification), certification, audit findings, management commitment, records, forms, document management, eight principles, involvement of staff, instructions, leadership, management by system approach, quality manual, certification body, customer orientation, sustainable performance, quality plan, quality policy, audit evidence, procedures, four sectors, mutually beneficial relationships with suppliers, management review, quality management system
Earlier versions of the standard (1987, 1994, see Chapter 3) were criticized for: • the administrative burden of the system, i.e., lots of “red tape”; • the abundance of instructions: writing procedures and instructions is not a solution to
all organizational issues; • the optimal design for the organization’s activity focuses exclusively on procedures; • the minor role of staff involvement and training; • content and structure being derived from the needs of industry and therefore not
suited to service-providing companies; • looking at quality management from the perspective of compliance is not equivalent
to improving it.
