Context of the Organization

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Context of the

Context of the Organization-ISO

Organization-ISO

9001:2015 Clause 4

Definition

As

As per per ISO ISO 9000, 9000, the the definitiodefinition n of of Context Context of of the the OrganizOrganization ation is is ““ businessbusiness

environment

environment “, ““, “combination of internal and external factors and conditions that can havecombination of internal and external factors and conditions that can have

an effect

an effect on an on an organization’s organization’s approach to approach to its products, its products, services services and investments and investments and and

intere

interested sted PartiPartieses“. The note states that this concept of Context of Organization is“. The note states that this concept of Context of Organization is

eq

equauall ll appappliclica!a!le le to to "o"ot t fofor r proprofit fit ororganganizizatiationon, , pupu!li!lic c seser#ir#ice ce orgorgananizaizatiotion n anandd

go

go#e#ern$rn$entental al ororgaganiznizatationion. . AAlso lso in in nornor$al $al lanlanguguagage e thithis s coconcncept ept is is alsalso o %no%no&n&n

as !usiness en#iron$ent, organizational en#iron$ent or ecosste$ of an organization.

Introduction:

The i$ple$ent

The i$ple$entation of '(S ation of '(S should !e the strategshould !e the strategic decision of the organizic decision of the organization andation and

is influenced ! the context of the organisation and the changes in that context. The

changes in the context can !e &ith respect to its specific o!)ecti#es, the ris%s associated

&ith its context and o!)ecti#es, the needs and expectations of its custo$ers and other

rele

rele#an#ant t inteinterestrested ed partparties, ies, the the prodproducts ucts and and serser#ice#ices s it it pro#pro#idesides, , the the co$pco$plexilexit t of of

pro

procecesssses es it it e$pe$plolos s anand d thetheir ir intintereractactionions, s, ththe e coco$pe$petetencnce e of of pepersrsons ons &i&ithithin n or or

&or

&or%ing on %ing on !eh!ehalf alf of of the organizthe organizatioation n and and its its size and size and orgaorganizanizationtional al strustructurcture.Te.Thehe

context o

context of an organf an organization &iization &ill ll include include internal fainternal factors succtors such as organh as organizationaizational culture,l culture,

and external factors such as the socio*econo$ic conditions under &hich it operates.The

scope of ISO

scope of ISO +IS 900-0/ states that organizatio+IS 900-0/ states that organization needs n needs to de$onstratto de$onstrate its e its a!ilit toa!ilit to

consist

consistentl pro#ide products and entl pro#ide products and ser#ices that $eet custo$er and ser#ices that $eet custo$er and applicaapplica!le statutor!le statutor

and regulator require$ents and ai$s to enhance custo$er satisfaction.

An interested part

An interested part &hich is &hich is not rele#ant not rele#ant to the to the qualit $anage$ent sste$ need qualit $anage$ent sste$ need notnot

!e considered and si$ilarl an require$ent of the interested part not rele#ant to the

qualit $anage$ent sste$ need not !e considered. +eter$ining &hat is rele#ant or

not rele#ant is dependent on &hether or not it has an i$pact on the organizations a!ilit

to

to coconsnsististenentl tl propro#i#ide de proproducducts ts anand d seser#ir#iceces s thathat t $ee$eet t cucuststo$eo$er r anand d apappliplicaca!le!le

statutor and regulator require$ents or the organizations ai$ to enhance custo$er

sa

satitisfsfacactitionon. . ThThe e ororgaganinizazatition on cacan n dedecicide de to to dedeteter$r$inine e adaddidititiononal al neneededs s anandd

expectations that &ill $eet its qualit o!)ecti#es. 1o&e#er, it is at the organizations

discretion &hether or not to accept additional require$ents to satisf interested parties

!eond &

!eond &hat is hat is required ! required ! this this Standard.Standard.

here are a

ne! clause relating to the context of the

organization"

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Clause 4 Context of the organization

This clauses require the organization to deter$ine the issues and require$ents that can

i$pact on the

i$pact on the planning of the qualit $anage$ent sste$. Interested parties cannot goplanning of the qualit $anage$ent sste$. Interested parties cannot go

!eond the scope of

!eond the scope of ISO 900.TherISO 900.There is e is no require$ent to go no require$ent to go !eond interes!eond interested partiested parties

th

that at arare e rerelele#a#ant nt to to ththe e ququalalitit  $a$ananagege$e$ent nt ssstste$e$. . CoConsnsidider er i$i$papact ct on on ththee

organizations a!ilit to consistentl pro#ide products and ser#ices that $eet custo$er

and

and applapplica!ica!le le statstatutorutor  and and reguregulatolator r requrequire$eire$ents nts or or the the orgorganizanizatiations ai$ ons ai$ toto

en

enhahancnce e cucuststo$o$er er sasatitisfsfacactitionon. . OrOrgaganinizazatitionons s cacan n go go !e!eonond d ththe e $i$inini$u$u$$

require

require$ents to $ents to deter$indeter$ine additional needs and e additional needs and expectexpectations for interested parties thatations for interested parties that

&ould not !e “rele#ant2 at the discretion of organization and should !e clear in qualit

$anage$ent sste$. The “Context of Organization2 clause has four su! clauses ie



 Clause 4#1 $nderstanding the Organization and its contextClause 4#1 $nderstanding the Organization and its context



 Clause 4#2 $nderstanding the needs and ex%ectations of interested %artiesClause 4#2 $nderstanding the needs and ex%ectations of interested %arties



 Clause 4#& Clause 4#& Deter'ining the sco%e Deter'ining the sco%e of the (ualiof the (ualit) 'anage'ent t) 'anage'ent s)ste's)ste'



 Clause 4#4 *ualit) 'anage'ent s)steClause 4#4 *ualit) 'anage'ent s)ste' ' and its and its %roces%rocessesses

Clause 4#1 $nderstanding the Organization and its

context

Th

The e ororgaganinizazatition on shshouould ld dedetetermrminine e exexteternrnal al anand d ininteternrnal al isissusues es fofor r ththee

org

organianizatization on relrelevanevant t to to its its purpurpospose, e, strastrategitegic c plaplanninning ng and and whiwhich ch affaffect ect thethe

organization’s ability to achieve its objectives . The Organization should monitor

and

and revreview iew the the infinformormatiation on aboabout ut exteexternarnal l and and intinternernal al ississuesues. . ManManageagemenment t

eview re!uired the monitoring of external and internal issues. The organization

must consider issues related to values, culture "nowledge and performance of

the

the orgorganianizatzation ion for for undundersterstandanding ing of of intinternaernal l ississues. ues. The The orgorganianizatization on musmust t

consider issues related to arising from legal, technological, competitive, mar"et,

cul

culturatural, l, socsocialial, , and and ecoeconomnomic ic envenviroironmenmentsnts, , whewhether ther intinternaernatiotionalnal, , natinationaonal,l,

regional or local for understanding of external context. #or considering internal

context as well as external factors both positive as well as negative factors must

be considered.

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An organizations context in#ol#es its “operating en#iron$ent.2 The context $ust !e deter$ined !oth &ithin the organization and external to the organization. It is i$portant to understand the unique context of an organization !efore starting the strategic planning.To esta!lish the context $eans to define the external and internal factors that the organizations $ust consider &hen the $anage ris%s. An organizations external context includes its outside sta%eholders, its local operating en#iron$ent, as &ell as an external factors that influence the selection of its o!)ecti#es 3goals and targets4 or its a!ilit to $eet its goals. An organizations internal context includes its interested parties, its approach to go#ernance, its contractual relationships &ith its custo$ers, and its capa!ilities and culture.An organizations internal context is the internal en#iron$ent &ithin &hich the organization see%s to achie#e its sustaina!ilit goals. The internal context $a include,

 5roduct and ser#ice offerings

 6o#ernance, organizational structure, roles, and accounta!ilit

 7egulator require$ents

 5olicies and goals, and the strategies that are in place to achie#e the$,

 Assets 3e.g., facilities, propert, equip$ent and technolog4

 Capa!ilities, understood in ter$s of resources and %no&ledge 3e.g., capital, ti$e, people, processes, sste$s, and technologies4

 Infor$ation sste$s, infor$ation flo&s, and decision*$a%ing processes 3!oth for$al and infor$al4

 7elationships of the staff8#olunteers8$e$!ers and the perceptions and #alues of their internal sta%eholders including suppliers and partners

 Organizations culture

 Standards, guidelines, and $odels adopted ! the organization and

 or$ and extent of the organizations contractual relationships.

Internal context can also !e defined as anthing &ithin the organization that $a influence the &a in &hich the organization $anages its internal ris%s. Once the internal context is understood, one can conduct the $acro*en#iron$ental external analsis using “5:ST2 3political, econo$ic, social and technological4 analsis.This analsis deter$ines &hich factors are can influence ho& the organization operates. The organization cannot control these factors, !ut the $ust see% to adapt to the$. The 5:ST factors can !e classified as opportunities and threats in a S;OT 3strengths,

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&ea%nesses, opportunities and threats4 analsis. Alternati#el, so$e organizations $ight use 5orters “i#e orces (odel.2 These $ethods are used to re#ie& a strateg or position or direction of an organization. Co$pleting a pest analsis is si$ple and helps the indi#iduals in#ol#ed in the organization to understand and find &as to deal &ith the context.

Political Factors Economic Factors

Ecological/Environmental Issues National economies and trends

Current legislation General taxation issues

Anticipated future legislation Taxation to activities, products, services

International legislation (global influences) easonalit! or ot"er #eat"er issues

$egulator! bodies and processes %ar&et and trade c!cles

Government policies, terms and c"ange pecific sector factors

'unding, grants, and initiatives Customer/enduser drivers

%ar&et lobb!ing groups Interest and exc"ange rates

ars and conflicts International trade and monetar! issues

Social Factors Technology Factors

*ifest!le trends Competing tec"nolog! development

+emograp"ics Associated/+ependent tec"nologies

Consumer attitudes and opinions $eplacement tec"nolog!/olutions

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*a# c"anges affecting social be"aviors Information and communications

Image of t"e organiation Consumer bu!ing mec"anisms

Consumer bu!ing patterns Tec"nolog! legislation

'as"ion and role models Innovation potential

%a-or events and influences Tec"nolog! access, licensing, patents

.u!ing access and trends Intellectual propert! issues

Et"nic/$eligious factors Global communication

Advertising and publicit! ocial media use

Et"ical issues %aturit! of organiations products/ services

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+xa'%le ,orter.s /ie orces odel#3

Although organizations cannot control $acro*en#iron$ent factors the need to $anage the$ to their ad#antage. The also need to protect the$sel#es fro$ 5:ST factors &hich $a increase operational costs or affect their reputation. The external contexts $icro* en#iron$ent consists of the organizations i$$ediate operations and ho& the affect its perfor$ance and decision*$a%ing. These factors ha#e a direct i$pact on the success of the organization. It is i$portant to ha#e a full analsis of the $icor*en#iron$ent !efore $o#ing to strateg de#elop$ent. 1ere are so$e of the $icro*en#iron$ental context factors.

 Custo'ers:

Organizations $ust attract and retain custo$ers ! offering products ser#ices that $eet their needs along &ith pro#iding excellent custo$er ser#ice

 +'%lo)ees:

There $ust !e a#aila!ilit of people &ith the $oti#ation to re$ain as contri!uting $e$!ers of the organization and de#elop the s%ills necessar to pro#ide a co$petiti#e edge

 Su%%liers:

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acti#ities. If a supplier pro#ides !ad ser#ice, this affects the &a the organization operates. Close supplier relationships are an effecti#e &a to re$ain co$petiti#e and secure the resources needed

 Inestors:

All organizations require in#est$ent to gro&. The $a !orro& the $one fro$ a !an% or ha#e people in#est in their &or%. 7elationships &ith in#estors need to !e $anaged carefull as pro!le$s can detri$entall affect the long*ter$ success of the organization

 edia:

5ositi#e $edia attention can !ring success to the organization ! $aintaining its reputational strength. (anaging the $edia 3including the presence in social $edia4 is a challenge.

 Co'%etitors:

(e$!ers of the organization need to ha#e a sense of !elonging. Can the organization offer !enefits that are !etter than those offered ! the co$petitors< Is there a strong #alue proposition< Co$petitor analsis and $onitoring is crucial if an organization is to $aintain or i$pro#e its position in the co$petiti#e landscape of the co$$unit. The organization $ust al&as !e a&are of its co$petitors acti#ities. The landscape can change quic%l.

As in the case of the $acro*en#iron$ental context, the organization cannot al&as control its $icro*en#iron$ent factors. =ut the $ust !e carefull $anaged together and &ith the internal context understanding. =oth internal and external context can ha#e influence o#er the organization. Custo$er pressures and co$plaints can force organizations to change #arious policies such as product returns and custo$er and technical support. Technological changes can pro#ide ne& and $ore effecti#e &as to handle co$$unications, operations, shipping and logistics. Cultural and religious differences $a hinder product or ser#ice entr into certain countries. 6o#ern$ents regulator and trade policies can pla a significant role in deter$ining ho& !usinesses operate, especiall in regard to international trade, taxation, and regulations. The $edia, including social $edia, can ha#e a huge i$pact on a co$pans i$age and pu!lic relations. A !ad ne&s #ideo or ne&s report can go #iral prett fast, and if our organization doesnt pro#ide an accepta!le response, the negati#e pu!licit and effects can last a long ti$e. Sociological forces often dri#e &hat, &here and ho& consu$ers !u product and ser#ices. There is an increasing trend in the nu$!er of consu$ers purchasing products online and reading re#ie&s !efore $a%ing a purchase. The $ultinational and $ulticultural trend in &or%force co$position can cause significant changes in hiring and retention of co$petent hu$an resources. If the response to these situations is unplanned, &ea% or unti$el, it $ight ha#e a dra$atic i$pact on the future of the !usiness > loss of custo$ers, serious production interruption or disruption, per$anent loss of organizational %no&ledge, e#en loss or !an%ruptc of the !usiness. Contextual issues can ha#e a positi#e i$pact, as it $a present opportunities

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such as ne&, i$pro#ed or increased a#aila!ilit of pre#iousl scarce resources, opening up of or access to ne& $ar%ets, a#aila!ilit of ne& technologies leading to reduced costs, i$pro#ed product qualit, ser#ices and operational efficienc. (an of these contextual issues can !e #ie&ed as #aria!les so$e changing faster, others slo&er, depending on &hether the organization is fast paced and leading edge or in a sta!le or $ature industr. Therefore #aria!ilit in these issues depicts uncertaint a!out their future !eha#iour. Such uncertaint can !e quite di#erse, co$plex and at ti$es highl unpredicta!le. This presents a dile$$a to organizations in ter$s of trac%ing and adapting to changes in these issues. This uncertaint introduces the need for understanding and use of ris% e#aluation, $itigation and $anage$ent. Thus each organizational contextual issue &ill ha#e its o&n specific set of uncertainties &ith different le#els of co$plexit and ris% and the need for specific controls to $itigate or eli$inate the ris%.

+xa'%le internal issues could include" ut are not li'ited to:

 Structure of the organization ? li$ited flexi!ilit &hen dealing &ith #aring de$ands

 oles !ithin the organization ? 7igid, personnel &illing to adopt to de$ands<

 ailailit) of reliale (ualified and co'%etent !or6 force ? #er good 3positi#e4

 Stailit) of !or6force > ;age !ench$ar%ing is not consistent &ith co$petitors

 Staff retention ? #er high 3positi#e4

 I'%act of unionization > @ncordial

 Staff co'%etenc) leels > high3positi#e4

 Contractual arrange'ents !ith custo'er *!eneficial

 ,a)'ent ter's fro' custo'ers-high credit

 Solenc) of custo'ers *etc

 +x%ansion of custo'er ase-etc

 Oerall strength of usiness to su%%ort funding needs *etc

 elationshi% !ith inestors # *etc

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 Serice leel agree'ents !ith custo'ers *etc

 Culture !ithin the organization *etc

+xa'%le external issues could include" ut are not li'ited to:

 ,olitical" econo'ic" social" technological" legal and regulator) ? a&s changing ,affecting product confor$it, $ini$u$ &age changing, e#olutions in $ore efficient $achiner affecting price

 O%erating ,er'its eco'ing tighter on e'ission leels ? technolog de$ands

 Oerall econo'ic %erfor'ance in the countr) ? a!o#e :@ nor$ 3positi#e4

 Co'%etitie eniron'ent ? o#erall lo&*cost of entr in to the $ar%et

 +cono'ic %lans for future *etc

 he nature and i'%act of econo') on 'ar6et *etc

 Custo'er de'ogra%hic *etc

 7eneral leels of consu'er confidence *etc

 Custo'er ex%ectation *etc

 Standardization and certification !ithin the industr) *etc

 egulation !ithin the industr) generall) *etc

 rade associations and lo)ing %o!ers *etc

 I'%act on neighors# *etc

Clause 4#2 $nderstanding the needs and ex%ectations of

interested %arties

The organization shall determine relevant interested parties and relevant re!uirements of relevant interested parties. elevant interested parties to be considered are those that could affect or potentially affect the organization’s ability to constantly provide products and services that meet customer and applicable statutory and regulatory re!uirements. Monitor and review information related to interested parties and relevant re!uirements.

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irstl, the organization &ill need to deter$ine external and internal issues that are rele#ant to its purpose, i.e. &hat are the rele#ant issues, !oth inside and out, that ha#e an i$pact on &hat the organization does, that &ould affect its a!ilit to achie#e the intended outco$e3s4 of its $anage$ent sste$. It should !e noted that the ter$ Bissue co#ers not onl pro!le$s, &hich &ould ha#e !een the su!)ect of pre#enti#e action in pre#ious standards, !ut also i$portant topics for the $anage$ent sste$ to address, such as an $ar%et assurance and go#ernance goals that the organization $ight set for its $anage$ent sste$. "ext the organization has to deter$ine rele#ant interested parties and rele#ant require$ents of rele#ant interested parties.

An interested part is a person or organization that can affect, !e affected !, or percei#e the$sel#es to !e affected ! a decision or acti#it thats &ithin the scope of the $anage$ent sste$. There &ill !e those external interested parties that i$pose specific legal, regulator or contractual require$ents in an organization. There $a also !e require$ents specified ! internal interested parties, for exa$ple $anage$ent and staff 3per$anent and te$porar4. Tpicall these &ould

include- Shareholders  O&ners  (anage$ent  :$ploees  Trade unions  Suppliers  5artners  Client  6o#ern$ent agencies  (edia  Societ

 an other person or organization interested in the organization

There is no require$ent in this International Standard for the organization to consider interested parties &hich ha#e !een deter$ined ! the organization not to !e rele#ant to its qualit $anage$ent sste$. Si$ilarl, there is no require$ent to address a particular require$ent of a rele#ant interested part if the organization considers that

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the require$ent is not rele#ant. +eter$ining &hat is rele#ant or not rele#ant is dependent on &hether or not it has an i$pact on the organizations a!ilit to consistentl pro#ide products and ser#ices that $eet custo$er and applica!le statutor and regulator require$ents or the organizations ai$ to enhance custo$er satisfaction. The organization can decide to deter$ine additional needs and expectations that &ill assist it to $eet its qualit o!)ecti#es. 1o&e#er, it is at the organizations discretion &hether or not to accept additional require$ents to satisf interested parties !eond &hat is required ! this International Standard.

INTERESTED PARTIES REQUIREMENTS

Executive .oard Good financial performance, legal compliance/avoidance of fines

*ocal residents No complaints relating to 0 noise, par&ing, "ealt" and safet!, pollution, #aste, emplo!ment

*a# enforcers/ $egulators

Identification of applicable statutor! and regulator! re1uirements for t"e products and services provided, understanding of t"e re1uirements, application #it"in t"e 2%, and update/ maintenance of t"em

Customers

3alue for mone!, "ig" 1ualit!, expectations for

design innovation, on time, lo#cost, 1uic& response, installation expertise, "ealt" and

safet!/E%

.an&/'inance Good financial performance

Emplo!ees 4rofessional development, prompt pa!ment "ealt" and safet!, #or&/ life balance, emplo!ment securit!

Insurers No claims/prompt pa!ment/ris& management

External providers 4rompt pa!ment, "ealt" and safet!, #or& relations"ip

Trade 5nions Compliance (emplo!ment la#)

One tool &hich can !e used for deter$ining the rele#ant require$ent of rele#ant interested parties is Sta%eholder analsis

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Example of ta&e"older anal!sis

Clause 4#& Deter'ining the sco%e of the (ualit) 'anage'ent

s)ste'

The organization must establish scope of the !uality management system by determining the boundaries and applicability of the !uality management system. $hile determining the scope the organization must consider the internal and external issues determined in %.&.,the re!uirements of relevant interested parties in %.'. and the products and services of the organization. e!uirements from this (nternational standards that can be applied by the organization shall be applied within the scope of the )M*. e!uirements from this (nternational standards that cannot be applied by the organization and which does not affect the organization’s ability or responsibility to provide product and services that meet the conformity of its product and services and enhancement of the customer satisfaction. The organization must ma"e available the scope and must maintain scope as documented information stating the +roducts and services covered by the )M* and any ustification where a re!uirement of this (nternational standard cannot be applied.

n exa'%le of ho! a sco%e could e deried

Organization.s %ur%ose and strategic direction

,ur%ose:

“ As one of India’s leading Data Communications manufacturers, installers and on-site managed service providers of ﬁber optic cabling for Information !echnolog" connectivit"#$ as %ell as installer and on-site managed service provider of copper cabling and I! cabinets& our reason for 'being’ is a combination of our vision, mission, and values(“

8hat is our ision

“!o become the most trusted manufacturer, installer and service provider of ﬁber optic)copper cabling I! cabling# and I! cabinets %ithin India and *urope(“

8hat is our 'ission

“!o expand our operations b" Consistentl" meeting customers expectations, and our legal re+uirements, %hich includes the enhancement of customer satisfaction through the effective application of our processes for continual improvement(“

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“ustainable business practices including$ corporate social responsibilit"  social, economical and environmental#, responsible governance, and e+ual opportunit" are all expected values %ithin our organization( !hese are reenforced through sustainable ethics and %or.force integrit" throughout all business operations( Co-operation and collaboration are expected norms %ithin the organization’s management, %ith recognition provided for all through regular appraisals( /e encourage and embrace an" values %hich enforce the behaviors that emplo"ees cherish(“

Strategic Direction:

“!o open t%o ne% offices in India, and one ne% ofﬁce in 0erman", and pain this "ear( !o implement and gain accredited certification to I1 2334 and I1 45334 in these ne% offices, %ithin a "ear of the ofﬁces opening( !o emplo" a motivated %or.force that %ill embrace the organization’s values, and complement the co-operation and collaboration needed to achieve the effective application of our processes for continual improvement( “

2# Organization.s intended results; of its *S

 ro' the Sco%e of the Standard:

 !o demonstrate its abilit" to consistentl" provide products and services that meet customer and applicable regulator" re+uirements

 !o enhance customer satisfaction through the$

 *ffective application of the 67

 Processes for continual improvement of the 67

 Assurance of conformit" to customer and applicable statutor" and regulator" re+uirements

 S%eci<c to our organization:

 8eduction in %aste, during manufacturing, through reduced re9ects, effective corrective action and improvements in process understanding and compliance

 !o assist in the creation of an effective .no%ledge database for the consistent provision of product and service, and for business continuit" purposes

+xternal issues

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 Competitive environment : overall lo% cost of entr" into the mar.et

 ;egislation, e(g( emplo"ment of non-nationals

 8egulation %ithin the industr" generall"

 1verall competition %ithin the recruitment sector

 1verall economic climate in the countr"

 Countries environmental re+uirements affecting products and service

 !echnolog" advances

 tandardization and certification %ithin the industr"

 Client consideration of bringing expertise in-house

 Client %or.ing environment other trades %or.ing alongside us,

 Client configuration changes during installation

 8elationships %ith external interested parties

 Perceptions)values of external interested parties

 <e" drivers and trends

 /or.force culture %ithin the sector and countr"

 Construction dela"s

 *xternal inspections)audits

 Competitors ceases trading

 Availabilit" of ra% materials

 Po%er cuts in countries

 Availabilit" of external providers : machiner" maintenance etc(

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 tructure of the organization

 8oles %ithin the organization

 Availabilit" of reliable, +ualified and competent %or.force

 tabilit" of %or.force

 taff retention

 taff training levels

 *xternal providers competence and availabilit"

 Availabilit" and +ualit" of candidates to fulfill our vacancies

 Culture %ithin the organization

 /or.ing hours

 taff morale

 Internal politics

 0overnance, Policies, ob9ectives

 trategies  Capabilities  8esources  <no%ledge  0eneral competence  !echnologies  Information s"stems

 Decision ma.ing processes

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 Perceptions)values of interested parties

 tandards, guidelines and models adopted

 Contractual relationships

 Potential con=icts

 Processes for resolving con=icts

 ocial customs

 7anagement’s abilities

 Priorities

 Database s.ills

 8oot cause anal"sis abilities

 Improvement tools and abilities to appl"

 Abilit" to motivate %or.force

 Pro9ect management expertise : ne% offices

 >nderstanding and experience in implementing I1 2334

 Co-operation of %or.force

Interested %arties and releant re(uire'ents

Executive Board

Good financial performance, legal

compliance/avoidance of fines, sustainable, corporate and social responsible with a suitable governance framework

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Law enforcers/ Regulators

dentification of applicable statutory and regulatory re!uirements for the products and services provided, understanding of the re!uirements, application within the "#$, and update/ maintenance of them,Legal compliance, prompt responses to investigations and en!uiries

%ustomers

&alue for money, high !uality, expectations for

design innovation, on time, low'cost, !uick response, installation expertise, legal compliance

Bank/(inance Good financial performance and cash flow

Employees )rofessional development, employment security and good employee working relationships

nsurers *o claims/prompt payment/risk management

External providers %lear, unambiguous contracts and scope of works, good working relationship

+rade nions %ompliance -applicable laws. and good working relationships with management

+roducts and services of the organization

 ?iber optic cable manufacture : multimode

 Conﬁguring )la"out)plans of cable routes %ithin a client building

 Installation of I! cabling on client site ﬁber optic and copper cabling#

 Installation of I! cabinets and connect cabling to active I! e+uipments

 !est connectivit" and data performance

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 1n-site net%or. incident management

 Provision)management of on-site I! human resource

 I! client disaster recover" service and help des.

Deter'ined sco%e

!he production, installation and on-site managed service of ﬁber optic cabling for Information !echnolog" connectivit"#, and the installation and on-site managed service of copper cabling and I! cabinets, at client sites in India, 0erman" and pain( anufacturing sites=Offices:

 India 7anufacturing#

 0erman" 1fﬁce#

 pain 1fﬁce# %%licailit):

All clause re+uirements are applicable to the above scope, except$ @( Design and development of products and services#( !his is because the organization does not design its products and services, but produces ﬁber cable and installs I! cabinets, and cabling along routes# according to established)deﬁned standards and industr" guidance( Clause @( is therefore not applicable to our 6ualit" 7anagement "stem( ?????????:nd of exa$ple?????????????

Clause 4#4 *ualit) 'anage'ent s)ste' and its %rocesses

Clause 4#4#1

The organization must establish, implement, maintain and continually improve its !uality management system as per the re!uirement of this standards by determining the process needed and its application through out the organization . $hile determining the processes, the organization must determine the inputs re!uired and the outputs expected from these processes, the se!uence and interaction of these processes, The organization must control these processes to ensure its effective operation. The organization must establish the criteria and methods which include monitoring, measurements and other related performance indicators to ensure the effective operation and control of these processes. The organization must determine and ensure the availability of the resources needed for effective operation of these processes.The personnel having authorities and responsibilities for these processes must be identified. -s per clause .&, the organization must determine ris" and opportunities, analysis

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them and must ta"e appropriate action to address them.There must be methods for monitoring, measuring, as appropriate, and evaluation of these processes. The organization must ma"e changes in its process if it fails to achieve intended result. The organization must loo" opportunities for improve for these process and for )uality management system as a whole.

Clause 4#4#2

The organization shall maintain documented information to the extent necessary to support the operation of processes and retain documented information to the extent necessary to have confidence that the processes are being carried out as planned.

The pri$ar focus of clause .. require$ents is to $anage and control all our '(S processes including processes for operations. '(S includes processes for $anage$ent3leadership4 acti#ities, 5lanning &hich includes ris% assess$ent, support processes 3such pro#ision of resources, co$$unication etc4, Operation, perfor$ance e#aluation and I$pro#e$ent as part of '(S. Clause .. requires the B 5rocess Approach to !e used in defining our '(S. +ocu$entation of '(S processes and the

need for and detail of specific process docu$entation is deter$ined ! ISO 900, custo$er, regulator and our o&n organizational require$ents, co$plexit of products and processes, effect on qualit,ris% of custo$er dissatisfaction, econo$ic ris%,effecti#eness and efficienc, co$petence of personnel.Clause .. requires ou to ha#e docu$ents needed to ensure the effecti#e planning, operation and control for '(S processes. =ased on these factors, ou $ust deter$ine &hat processes need to !e docu$ented and ho& ou &ill docu$ent it. "ot all processes need to !e docu$entedD our docu$ents $ust also include a description of the interaction !et&een our '(S processes. A nu$!er of different $ethods can !e used to docu$ent processes, such as graphical representations, &ritten instructions, chec%lists, flo& charts, #isual $edia, or electronic $ethods, etc. 5rocess flo&charts or !loc% diagra$s can sho& ho& policies, o!)ecti#es, influential factors, )o! functions, acti#ities, $aterial, equip$ent, resources, infor$ation, people and decision $a%ing interact and8or interrelate in a logical order. 5rocedures $a !e an accepta!le &a to docu$ent processes pro#ided the descri!e inputs and outputs, appropriate responsi!ilities, controls and resources needed to satisf custo$er require$ents. 7egardless of &hether or not ou docu$ent all of our processes, ou $ust pro#ide e#idence of effecti#e i$ple$entation of all our '(S processes. Such e#idence does not necessaril need to !e docu$ented.

Clause . c requires ou to deter$ine criteria for effecti#e process operation and control. Eou could deter$ine criteria to control inputs, outputs and resources used. or exa$ple

 7a& $aterials as an input to production &ould ha#e acceptance criteria that it $ust $eet !efore it can !e used.

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 inished product as an output of the production process $ust $eet acceptance criteria !efore it can !e shipped to the custo$erD

 The equip$ent used to transfor$ ra& $aterials into finished product $a ha#e set*up and capa!ilit criteria or para$eters that it $ust $eet in order to produce confor$ing product.

These criteria 3controls4 $ust !e esta!lished for each '(S process. "ote that such controls $a also co$e fro$ the custo$er, regulator or industr !odies. :quall i$portant are the specific $ethods required for effecti#e operation and control of each process. These $a include )o! tra#elersD &or% instructionsD in process inspection sheetD specifications and dra&ingsD S5C chartsD set up chec%listD $achine $anualsD etc. "ote these control $ethods $a appl to an or all of inputs, outputs or con#ersion acti#ities.

This clause also requires ou to $onitor and $easure our '(S processes. Clause 9. pro#ides require$ents to plan and i$ple$ent these controls for $onitoring and $easuring confor$it to process perfor$ance criteria deter$ined a!o#e. ;as to $onitor and $easure '(S processes $a include > trac%ing against process para$eters, goals and o!)ecti#es, using tools and records such as process chec%* sheetsD product acceptance criteriaD S5C recordsD production recordsD $aintenance recordsD la!or records, etc. (ore details on $onitoring and $easuring controls are

co#ered in clause 9..

@nder ..d, resources for '(S processes $a include facilit, $aterial, equip$ent, la!or, supplies, utilities etc. :#er '(S process &ill require a different co$!ination of resources. 7esource details $a !e identified in specifications,production schedules, !ill of $aterials, production tra#elers or routers, &or% instructions, etc. Infor$ation for '(S processes &ill #ar fro$ process to process and $a include *production schedules, !ill of $aterials, product acceptance and process perfor$ance criteria, production tra#eler or router, &or% instructions etc. @se clause F./ and other rele#ant clauses to control process infor$ation.

@nder .. e the organization shall has to ensure that adequate responsi!ilities and authorities are assigned as per as the require$ents gi#en in the clause /.G.

This pro$otes the use of ris% !ased thin%ing. 7is% is defined as the “effect of uncertaint.2 "otes in the definition further descri!e ris% as a “de#iation fro$ the expected,2 either positi#e or negati#e. The ter$ “uncertaint2 is defined as a lac% of infor$ation or %no&ledge a!out a potential e#ent that can !e expressed as a result of the li%elihood and consequence of such an e#ent. A positi#e de#iation arising fro$ a ris% can pro#ide an opportunit, !ut not all positi#e effects of ris% result in opportunities. Actions to address opportunities can also include consideration of associated ris%s. Clause .. f requires that &hen planning its '(S, the top $anage$ent $ust i$ple$ent and pro$ote a culture of ris%*!ased thin%ing throughout the organization to deter$ine and address the ris%s and opportunities associated &ith pro#iding assurance that the '(S can achie#e its intended result3s4D pro#ide confor$ing products and

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ser#ices, enhance custo$er satisfactionD pro$ote desira!le effects and i$pro#e$entD and pre#ent, or $itigate, undesired effects.

Clause .. g requires e#aluate of '(S processes as per the require$ent gi#en in clause 9..G and e#aluation $a !e done through a re#ie& of $easure$ent and $onitoring records and perfor$ance indicators for each process. These re#ie&s $ust identif opportunities to i$pro#e '(S processes, use of resources and product qualit. Clause .. h calls for i$pro#e$ent in process as per as the require$ent gi#en in clause 0. ;hen process nonconfor$ities occur, then correcti#e action is required to !ring the '(S process under control. 7e$e$!er, the correcti#e action process is not )ust for product related nonconfor$ities. 5rocesses $ust !e continuall i$pro#ed

through setting of incre$entall realistic, $easura!le o!)ecti#es. 5lanning for continual i$pro#e$ent requires a re#ie& of process data, resources and controls to !ring a!out

the desired change.

Clause ..a > ..h $ust !e applied to all '(S processes. "ote also that $an ISO 900 clauses 3e.g. clause H.D H.D H.D etc.4, require specific processes to !e esta!lished &ithin our '(S, These processes $ust also !e identified and controlled in our '(S.