《JIS-TR-Q-0005-2003-ENG.pdf》由会员分享，可在线阅读，更多相关《JIS-TR-Q-0005-2003-ENG.pdf（70页珍藏版）》请在三一文库上搜索。
1、TR TECHNICAL R E P O R T Translated and Published by Japanese Standards Association Quality management system- Guidelines for sustainable growth ICs 03.120.10 Reference number : TR Q 0005 : 2003 (E) PROTECTED BY COPYRIGHT 36 S Copyright Japanese Standards Association Provided by IHS under license wi
2、th JSALicensee=IHS Employees/1111111001, User=Wing, Bernie Not for Resale, 03/12/2007 00:33:02 MDTNo reproduction or networking permitted without license from IHS -,-,- TR Q 0005 : 2003 Foreword This Technical Report (TRI is Type II standard information (TRI published by the Minister of Economy, Tra
3、de and Industry, following deliberations by the Japanese Industrial Standards Committee under the Industrial Standardization Law. Released: 2003-01-09 Valid for: 2006-01-08 Date of Public Notice in Official Gazette: 2003-01-09 Investigated by: Japanese Industrial Standards Committee Conformity Asses
4、sment Board TR Q 0005 : 2003, First English edition published in 2003-06 Translated and published by: Japanese Standards Association 4-1-24, Akasaka, Minato-ku, Tokyo, 107-8440 JAPAN In the event of any doubts arising as to the contents, the original TR is to be the final authority. O JSA 2003 All r
5、ights reserved. Unless otherwise specified, no part of this publication may be reproduced or utilized in any form or by any means, electronic or mechanical, including photocopying and microfilm, without permission in writing from the publisher. Printed in Japan PROTECTED BY COPYRIGHT Copyright Japan
6、ese Standards Association Provided by IHS under license with JSALicensee=IHS Employees/1111111001, User=Wing, Bernie Not for Resale, 03/12/2007 00:33:02 MDTNo reproduction or networking permitted without license from IHS -,-,- TR Q 0005: 2003 Contents Page O o. 1 0.2 0.3 0 . 4 0.5 0.6 0.7 0.8 1 1.1
7、1.2 2 3 3.1 3.2 3.3 3 . 4 3.5 3.6 3.7 3.8 3.9 3.10 3.11 4 4 . 1 4 . 2 4.3 4.4 5 5.1 5.2 6 6.1 6.2 6.3 Introduction 1 General 1 Elements and creation of knowledge 2 Learning 2 Innovation 3 Understanding of the profile 3 Consistency with TR Q 0005 family of standards 4 Relationship with JIS Q 9001 4 C
8、oexistence with other management systems 4 Scope 4 General 4 Application 5 Normative reference 5 . . . . . . . . Terms and definitions 5 missi on 5 values 6 vision 6 strategy 6 business strategy 6 quality policy 6 enabler 6 best practice 6 benchmarking 6 business model 7 organizational profile 5 . .
9、 . . . . Quality management system 7 Business strategy and quality management system * Business strategy 11 * * * * * * . . * 9 * *. . . * * * * * * * 7 Planning for quality management system 13 Establishing quality management system 15 Learning and innovation 16 Learning 16 Innovation 19 . . . Mana
10、gement responsibility 25 Management 25 Customer focus 25 Social responsibility 25 . . PROTECTED BY COPYRIGHT Copyright Japanese Standards Association Provided by IHS under license with JSALicensee=IHS Employees/1111111001, User=Wing, Bernie Not for Resale, 03/12/2007 00:33:02 MDTNo reproduction or n
11、etworking permitted without license from IHS -,-,- TR Q 0005: 2003 6.4 6.5 7. 7.1 7.2 7.3 7.4 7.5 7.6 7.7 7.8 7.9 8 8.1 8.2 8.3 8.4 8.5 8.6 8.7 8.8 8.9 8.10 8.11 9 9.1 9.2 9.3 10 10.1 10.2 10.3 10.4 10.5 10.6 11 11.1 11.2 Quality policy 27 Responsibility, authority, and communication 27 28 28 30 31
12、32 32 33 34 35 36 36 36 37 38 39 Design and development 40 43 46 . Resource management Developments of human resources . Developments of technological capabilities of the organization Infrastructure Information . . Work environment . . Collaboration with partners . Natural Financial resources . Moni
13、toring and measuring the asset provision process . Product realization Marketing Research and development Planning of product realization . . product planning . Configuration and modification control Purchasing 45 Product inspection and testing 47 Monitoring and measurement of product realization pr
14、ocess Improvement of quality management system Improvement production and service . 48 49 49 49 51 52 Product delivery and customer support . . Internal audit Management review . Assessment of awareness of customers and other interested parties . 53 53 53 56 58 59 61 62 Strategic management review 6
15、2 63 Selfiassessrnent General . Customer satisfaction . Employee satisfaction . Coexistence with partners Trust of investors and shareholders . Impact on society . Innovation in quality management system . (U) PROTECTED BY COPYRIGHT Copyright Japanese Standards Association Provided by IHS under lice
16、nse with JSALicensee=IHS Employees/1111111001, User=Wing, Bernie Not for Resale, 03/12/2007 00:33:02 MDTNo reproduction or networking permitted without license from IHS -,-,- TECHNICAL REPORT TR Q 0005:2003 Quality management system - Guidelines for sustainable growth O Introduction 0.1 General For
17、an organization to fulfill its mission, maintain competitiveness and achieve sustainable growth, it is essential for the organization to upgrade its reason for existence by winning satisfaction of customers and other interested parties in the value of the products supplied by the organization. For t
18、his reason, the organization shall adapt to changes in the environment swiftly, upgrade general performance of the or- ganization effectively and efficiently and respond to the needs and expectations of cus- tomers and other interested parties in order to create outstanding customer value. The manag
19、ement guidelines presented in this Technical Report is founded on the following 12 Quality Management Principles identified in view of the changes in thinking in organizational management, as well as changes in the environment sur- rounding many organizations. Creating customer value The organizatio
20、n should provide products (or services) in which customers recognize value. Focus on social value The organization should fulfill towards society its responsi- bility in public service, such as ethics, safety and protection of the environment. Visionary leadership The leader should establish vision,
21、 clear-cut policy to achieve division, guide and motivate people, and lead the organization in the appropriate direction. Understanding core competence The organization should be aware of its core com- petence, consisting of technologies, capabilities, and organizational climate that the organizatio
22、n possesses (andlor should possess). Involvement of people The organization should utilize the knowledge, skills, crea- tivity, etc., of people in its activities. Collaboration with partners The organization should collaborate with partners to create value and win customer satisfaction. Total optimi
23、zation with attention to the ideals in each process. Process approach The organization should define the processes for creating values, assess their interrelationship, and administer and manage them, together with of applying these processes as a system. Factual approach Organizational and personal
24、learning The organization should encourage personal learning and utilize personal knowledge as organizational knowledge. Agility changes in the environment. The organization should build systems for total optimization, The organization should make decisions based on facts. The organization should ma
25、ke decisions and act with agility in response to PROTECTED BY COPYRIGHT Copyright Japanese Standards Association Provided by IHS under license with JSALicensee=IHS Employees/1111111001, User=Wing, Bernie Not for Resale, 03/12/2007 00:33:02 MDTNo reproduction or networking permitted without license f
26、rom IHS -,-,- 2 TR Q 0005 : 2003 1) Autonomy The organization should make decisions and taking action based on its own values standards. The technical report has been written for the purpose of providing the following benefits. - Improvement in the peoples awareness, knowledge and attitude toward le
27、arning. - Assessment of capabilities of the organization - Improvement and innovation of businesses and processes - Adaptation to environmental changes 0 . 2 The elements of knowledge are “tacit knowledge” and “explicit knowledge”. “Tacit knowledge” is personal knowledge related to specific conditio
28、ns that cannot be easily expressed in language and difficult to communicate to others. On the other hand, “explicit knowledge” is knowledge that can be communicated through media such as language and illustrations and can be regarded “organization of knowledge”. Elements and creation of knowledge In
29、teraction between tacit knowledge and explicit knowledge, which are in comple- mentary relations with each other, leads to creation of personal knowledge and, through learning and activity, to greater stimulation of creation of knowledge by people in the organization and to improvement of organizati
30、onal knowledge. Through shared experience of tacit knowledge of an individual with tacit knowledge of others, knowl- edge is created and, by emerging to the surface, becomes clear as explicit knowledge. Furthermore, such knowledge combines with existing explicit knowledge to create a new explicit kn
31、owledge. Acquisition of such explicit knowledge into oneself is inter- nalization of knowledge. 0.3 Learning Continual improvement/innovation executed to adapt to rapid envi- ronmental changes is dependent on organizational knowledge. Of accumulation of or- ganizational knowledge is the foundation o
32、f creating customer value and achieving sustainable growth for the organization. Knowledge is acquired through analysis of in- formation and personal experience and evolves into wisdom when this knowledge com- bines with action. Consolidation and sharing of such knowledge and wisdom builds or- ganiz
33、ational knowledge. The objective of learning is to gather and share personal knowledge and consoli- date and crystallize it into organizational knowledge. Moreover, organizational knowl- edge promotes improvements/innovation and therefore enriches the substance of or- ganizational knowledge through
34、further learning of such experiences to achieve greater sophistication. Learning is founded on voluntary action, autonomy and mutual trust, regardless of the methodology, and this is consolidation and sharing of knowledge conducted through relations among colleagues in a dynamic manner. Education an
35、d training themselves can be learning. PROTECTED BY COPYRIGHT Copyright Japanese Standards Association Provided by IHS under license with JSALicensee=IHS Employees/1111111001, User=Wing, Bernie Not for Resale, 03/12/2007 00:33:02 MDTNo reproduction or networking permitted without license from IHS -,
36、-,- 3 TR Q 0005 : 2003 0.4 Innovation By nature, an organization does not have life span like a living or- ganism. However, the rationale of its existence is lost when it no longer is able to adapt to environmental changes, leading to termination. In case of rapid environmental changes or aggregate
37、of changes exceeding the threshold value for the organizations flexibility, innovation becomes essential. The objective of innovation is to adapt to rapid changes in the environment of the organization and to aggregate of changes. In addition, it means change in the environment of the organization i
38、tself. Innovation means destroying all or part of an existing framework to build a new one. Improvement is based on the existing framework and has its limits in creative de- struction. Innovation is not gradual improvement of performance through modifica- tions but is aimed at dramatic leap, in whic
39、h singular thinking of an individual or learning organization brings their ability to the full. In contrast to innovation that destroys the existing framework, building of a to- tally new framework where none existed is called creation. In other words, it means creation of a new paradigm with paradi
40、gm shift or creative development on ones own. It points to totally new change. Because of this, this is heavily dependent on the excep- tional individual or potential capabilities of the leader. The term “innovation” used in this Technical Report should be used to suggest “creation” as well. For an
41、organization not to lose its rationale of existence, it is necessary to make innovation not a transient event but making it to repeat itself after a suitable interval. At the same time, however, uninterrupted change and continuing innovation to ad- dress it may cause wear in the organization. To pre
42、vent wear in the organization caused by innovation, attention should be paid toward extensive selection of target of the innovation, selection of suitable method of innovation, preservation of invariables (such as values), and control of innovation speed. 0.5 Understanding of the organizational prof
43、ile To achieve sustainable growth of the organization, the organization shall have appropriate understanding of the characteristics of the business activities that it engages in constantly. In the application of this Technical Report that provides comprehensive guidelines on Quality Management Syste
44、ms founded on sustainable growth as its basic approach, each organization needs not apply everything in the guidelines with equal level of im- portance. Especially when sustainable growth of an organization is the objective, it is not necessary to apply everything in the guidelines with equal level
45、of importance. The reason is that the elements of quality management system that should be prioritized in an organization for sustainable growth varies by the products the organization sup- plies, the industry to which it belongs and the management environment of the or- ganization. Therefore, the T
46、echnical Report introduces the concept of the organizational pro- file. By clarifying the profile of the organization based on the various characteristics that underlie the organization, from the perspective of the environment surrounding the organization and the capabilities and resources found ins
47、ide the organization, the areas and elements that should be prioritized in the quality management system of the PROTECTED BY COPYRIGHT Copyright Japanese Standards Association Provided by IHS under license with JSALicensee=IHS Employees/1111111001, User=Wing, Bernie Not for Resale, 03/12/2007 00:33:
48、02 MDTNo reproduction or networking permitted without license from IHS -,-,- 4 TR Q 0005 : 2003 organization can be established. In addition, viewpoints, benchmarks, and weights are to vary in self-assessment, depending on the ideal profile of the organization, as basis for appropriate evaluation of the organization. 0.6 This Technical Report had been written for the purpose of use separate from TR Q 0006 Quality management system -Guidelines for self-assessment. However, it may be used as complementary material that is in consistency with this Technical Report. Moreover, this Technica