The 7 principles of quality management

Mar 2025 | Quality, Standards

Ever wondered why some businesses thrive while others flop faster than a pancake at a bad diner? The secret lies in quality management, and lucky for you, ISO has boiled it down to seven magical principles. Whether you’re running a multinational corporation or just trying to get your dog to listen to you, these principles can save you from chaos. So, grab your coffee (or energy drink), and let’s dive into the wacky yet wonderful world of Quality Management Principles (QMPs)!

#ISO 9001 #quality #quality management

The Secret Sauce of Success: Quality Management Principles That Even Your Grandma Would Approve!

So, picture this: ISO 9001:2015 walks into a bar, right? And it’s like, Hold my beer, 2008 edition, I’m ditching a whole principle! Yep, they went from 8 to a sleek 7 quality management principles, like Marie Kondo decluttering your business. Apparently, they found one principle was just holding up the line. And to make it all super clear, they’ve slapped some relatable quotes on each principle, like The customer is always right or Trust, but verify, because who doesn’t understand life better with a good cliché? Plus, they’re all about that High Level Structure life now, because apparently, even management standards need a fancy organizational chart. Basically, they’ve turned quality management into a sitcom, and we’re all just here for the punchlines.

QMP 1: Customer Focus – Because the Customer is Always... Well, Sometimes Right

The Deal:

The number one rule of business? Keep the customers happy! If they’re not, your business is about as useful as a chocolate teapot.

Why It Matters:

Imagine a world where companies don’t care about their customers. Oh wait, we don’t have to imagine – we’ve all been on hold with customer service for hours! Prioritizing customer needs means repeat business, glowing reviews, and fewer angry Yelp rants.

How to Nail It:

  • Actually listen to your customers (no, really, listen).
  • Ask what they want, instead of guessing like a bad magician.
  • Treat complaints like gold – they show you where you need to improve.
  • Don’t just meet expectations – exceed them like a superhero with extra powers.

Your most unhappy customers are your greatest source of learning.

Bill Gates

  • When discussing ISO 9001:2015 and its relation to "customer focus," the primary clause to highlight is: Clause 5.1.2 - Customer focus: This clause specifically mandates that top management demonstrate leadership and commitment concerning customer focus. It breaks down into ensuring:
  • NCustomer and applicable statutory and regulatory requirements are determined, understood, and consistently met.
  • NThe risks and opportunities that can affect the conformity of products and services and the ability to enhance customer satisfaction are determined and addressed.
  • NThe focus on enhancing customer satisfaction is maintained.
  • Here's a breakdown of how this relates to the principle of customer focus:
  • NUnderstanding and Meeting Customer Requirements: This involves actively determining and comprehending both stated and implied customer needs and ensuring they are consistently fulfilled.
  • NStatutory and Regulatory Requirements: It is vital that all applicable legal and regulatory requirements related to the products or services are identified and adhered to.
  • NEnhancing Customer Satisfaction: The standard emphasizes a commitment to not just meeting, but actively enhancing customer satisfaction. This involves continuously seeking ways to exceed customer expectations.
  • NRisk and opportunity management: That top management are responsible for identifying and addressing risks and opportunities that could effect customer satisfaction.
  • In essence, ISO 9001:2015 places a strong emphasis on customer focus, requiring organizations to prioritize customer needs and strive for continuous improvement in customer satisfaction.

QMP 2: Leadership – Be the Boss Everyone Wishes They Had

The Deal:

Good leadership is like a GPS – it gives direction, avoids potholes, and doesn’t lead you straight into a lake (looking at you, bad GPS systems!).

Why It Matters:

A company without leadership is like a headless chicken. Sure, it moves, but it’s not going anywhere productive.

How to Nail It:

  • Communicate your vision without sounding like a motivational poster.
  • Lead by example – don’t just talk the talk, walk the walk.
  • Empower employees so they’re not just corporate zombies.
  • Foster a culture of trust (yes, even Steve in accounting needs to feel trusted).

Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others.

Jack Welch

  • In ISO 9001:2015, the principle of leadership is primarily addressed within Clause 5, "Leadership." Here's a breakdown of the key elements:
  • Clause 5 - Leadership
  • NThis entire clause is dedicated to leadership and its role in the quality management system (QMS). It emphasizes the importance of top management's commitment and involvement.
  • 5.1 Leadership and commitment
  • This sub-clause outlines the responsibilities of top management in demonstrating leadership and commitment concerning the QMS. This includes:
  • NTaking accountability for the effectiveness of the QMS.
  • NEnsuring that the quality policy and quality objectives are established and compatible with the context and strategic direction of the organization.
  • NEnsuring the integration of the QMS requirements into the organization's business processes.
  • NPromoting the use of the process approach and risk-based thinking.
  • NEnsuring that the resources needed for the QMS are available.
  • NCommunicating the importance of effective quality management and conforming to the QMS requirements.
  • NEnsuring that the QMS achieves its intended results.
  • NEngaging, directing, and supporting persons to contribute to the effectiveness of the QMS.
  • NPromoting improvement.
  • NSupporting other relevant management roles to demonstrate their leadership as it applies to their areas of responsibility.
  • 5.2 Quality policy
  • This sub-clause focuses on establishing, implementing, and maintaining a quality policy that:
  • NIs appropriate to the purpose and context of the organization and supports its strategic direction.
  • NProvides a framework for setting quality objectives.
  • NIncludes a commitment to satisfy applicable requirements.
  • NIncludes a commitment to continual improvement of the QMS.
  • 5.3 Organizational roles, responsibilities and authorities
  • This sub-clause addresses the need for top management to ensure that the responsibilities and authorities for relevant roles are assigned, communicated, and understood within the organization.

QMP 3: Engagement of People – Because Zombies Aren’t Productive

The Deal:

Happy, engaged employees = productive employees. If your team hates their job, quality is going down the drain.

Why It Matters:

Think about the difference between a barista who loves making coffee and one who looks like they’d rather be anywhere else. You taste the difference, right?

How to Nail It:

  • Recognize and appreciate employees (bonus points for cake).
  • Encourage feedback and actually use it.
  • Give them autonomy (micromanaging kills the vibe!).
  • Invest in training – even superheroes need practice.

Take care of your employees, and they will take care of your business.

Richard Branson

  • When considering the "engagement of people" principle within ISO 9001:2015, it's important to understand that it's woven throughout several clauses, rather than being confined to a single section. Here's a breakdown of the key areas.
  • Clause 7 - Support
  • This clause is particularly relevant, as it deals with the resources needed for the QMS, including human resources.
  • 7.1.2 People
  • NThis sub-clause requires the organization to determine and provide the persons necessary for the effective implementation of its QMS and for the operation and control of its processes.
  • 7.2 Competence
  • NDetermine the necessary competence of persons doing work that affects the quality of products and services.
  • NEnsure that these persons are competent based on appropriate education, training, or experience.
  • NTake actions to acquire the necessary competence and evaluate the effectiveness of those actions.
  • NRetain appropriate documented information as evidence of competence.
  • 7.3 Awareness
  • This focuses on ensuring that persons working under the organization's control are aware of:
  • NThe quality policy.
  • NRelevant quality objectives.
  • NTheir contribution to the effectiveness of the QMS.
  • NThe implications of not conforming with the QMS requirements.
  • 7.4 Communication
  • Effective communication is vital for engagement. This clause addresses the need to determine internal and external communications relevant to the QMS.
  • Clause 5 - Leadership
  • This clause has requirements for top managment to engage, direct, and support persons to contribute to the effectiveness of the QMS. This is a very important part of the engagement of people.

QMP 4: Process Approach – The "Marie Kondo" of Business Operations

The Deal:

Efficiency isn’t about working harder; it’s about working smarter. Good processes mean fewer headaches and more high-fives.

Why It Matters:

Picture a restaurant where the chef and waiters have no system. Orders get mixed up, customers get angry, and the food? Well… let’s not talk about that.

How to Nail It:

  • Define clear objectives (so everyone knows what they’re doing).
  • Make sure responsibilities are clear (because I thought YOU were doing it isn’t an excuse).
  • Continuously improve – there’s always a better way.

Do not confuse motion and progress. A rocking horse keeps moving but does not make any progress.

Alfred A. Montapert

  • The "process approach" is a fundamental principle in ISO 9001:2015, and its application is woven throughout the standard. Here's a breakdown of the key clauses where it's emphasized:
  • Clause 4 - Context of the organization
  • 4.4 Quality management system and its processes
  • This is a core clause that mandates the organization to establish, implement, maintain, and continually improve a QMS, including the processes needed and their interactions, in accordance with the requirements of the standard. This clause requires organizations to:
  • NDetermine the inputs required and the outputs expected from these processes.
  • NDetermine the sequence and interaction of these processes.
  • NDetermine and apply the criteria and methods (including monitoring, measurements and related performance indicators) needed to ensure the effective operation and control of these processes.
  • NDetermine the resources needed for these processes and ensure their availability.
  • NAssign the responsibilities and authorities for these processes.
  • NAddress the risks and opportunities as determined in accordance with the requirements of 6.1.
  • NEvaluate these processes and implement any changes needed to ensure that these processes achieve their intended results.
  • NImprove the processes and the quality management system.
  • Clause 6 - Planning
  • 6.1 Actions to address risks and opportunities
  • NApplying a process approach involves identifying and addressing risks and opportunities within each process.
  • Clause 8 - Operation
  • NThis entire clause, which covers operational planning and control, is inherently based on the process approach. It details the requirements for controlling and managing the various processes involved in producing products and services.
  • Clause 9 - Performance evaluation
  • 9.1 Monitoring, measurement, analysis and evaluation
  • NThis clause requires organizations to monitor and measure their processes to assess their performance and effectiveness, which is a key aspect of the process approach.
  • Clause 10 - Improvement
  • 10.2 Nonconformity and corrective action
  • NWhen addressing nonconformities, organizations must apply a process approach to identify the root causes and implement corrective actions.
  • 10.3 Continual improvement
  • NContinual improvement of processes is a core part of the process approach.

QMP 5: Improvement – AKA "Don’t Get Stuck in the Stone Age"

The Deal:

Standing still is the fastest way to fall behind. If your business isn’t improving, it’s declining.

Why It Matters:

Blockbuster didn’t improve, Netflix did. Enough said.

How to Nail It:

  • Set improvement goals and actually work on them.
  • Encourage innovation (even the weird ideas!).
  • Analyze mistakes and learn from them.
  • Recognize and reward improvements (again, cake helps).

Without continual growth and progress, such words as improvement, achievement, and success have no meaning.

Benjamin Franklin

  • The quality management principle of "improvement" is a core tenet of ISO 9001:2015, and it's addressed in several clauses, particularly:
  • Clause 10 - Improvement
  • 10.1 General
  • NThis sub-clause requires the organization to determine and select opportunities for improvement and implement the necessary actions to meet customer requirements and enhance customer satisfaction. This includes considering the results of analysis and evaluation, and the outputs from management review
  • 10.2 Nonconformity and corrective action
  • NThis sub-clause focuses on addressing nonconformities and taking corrective actions. It requires the organization to react to nonconformities and, as applicable: take action to control and correct it; deal with the consequences.
  • NEvaluate the need for action to eliminate the cause(s) of the nonconformity, in order that it does not recur or occur elsewhere, by: reviewing and analysing the nonconformities; determining the causes of the nonconformities; determining if similar nonconformities exist, or could potentially occur.
  • NImplement any action needed.
  • NReview the effectiveness of any corrective action taken.
  • NUpdate risks and opportunities determined during planning, if necessary.
  • NMake changes to the quality management system, if necessary.
  • NRetain documented information as evidence of:the nature of the nonconformities and any subsequent actions taken; the results of any corrective action.
  • 10.3 Continual improvement
  • NThis sub-clause emphasizes the ongoing nature of improvement. It requires the organization to continually improve the suitability, adequacy and effectiveness of the quality management system.
  • Clause 9 - Performance evaluation
  • 9.1 Monitoring, measurement, analysis and evaluation
  • NThis clause provides the data and information needed to identify areas for improvement.
  • 9.3 Management review
  • NThe outputs of management review are to include decisions related to improvement opportunities.

QMP 6: Evidence-Based Decision Making – No More Guessing Games!

The Deal:

Decisions based on data are better than ones based on gut feelings (unless you’re a Jedi).

Why It Matters:

Ever made a decision based on a hunch and later regretted it? Businesses can’t afford that.

How to Nail It:

  • Gather data before making big moves.
  • Make sure your data is reliable (no fake news!).
  • Train employees to analyze data effectively.
  • Combine data with experience for balanced decision-making.

Without data, you’re just another person with an opinion.

W. Edwards Deming

  • The principle of "evidence-based decision making" in ISO 9001:2015 is deeply integrated into several clauses, emphasizing the importance of using data and information to inform decisions. Here's a breakdown of the key areas.
  • Clause 9 - Performance evaluation
  • This entire clause is fundamentally about gathering and analyzing data to support decision-making
  • 9.1 Monitoring, measurement, analysis and evaluation
  • NDetermine what needs to be monitored and measured.
  • NSelect appropriate methods for monitoring, measurement, analysis, and evaluation.
  • NAnalyze and evaluate the data and information resulting from monitoring and measurement.
  • NThis clause is the bedrock of evidence-based decision making, as it mandates the collection and analysis of data.
  • 9.2 Internal audit
  • NInternal audits provide objective evidence of the QMS's effectiveness.
  • 9.3 Management review
  • NManagement review relies on data and information from various sources to evaluate the QMS's performance and make informed decisions about improvements. The outputs of management reviews are decisions based on evidence.

QMP 7: Relationship Management – Be the Friend Everyone Wants

The Deal:

Strong relationships with partners, suppliers, and customers = long-term success.

Why It Matters:

You wouldn’t treat your best friend like garbage and expect them to stick around. The same applies to business relationships.

How to Nail It:

  • Work WITH suppliers, not against them.
  • Build trust with customers beyond just selling stuff.
  • Collaborate for mutual benefit (because win-win is always better than win-lose).

Coming together is a beginning, staying together is progress, and working together is success.

Henry Ford

  • The principle of "relationship management" in ISO 9001:2015 emphasizes the importance of managing relationships with interested parties, particularly suppliers, to optimize their impact on the organization's performance. While there isn't one single clause dedicated solely to "relationship management," it's addressed across several areas:
  • Clause 4 - Context of the organization
  • 4.2 Understanding the needs and expectations of interested parties
  • NThis clause mandates that the organization determine the interested parties that are relevant to the QMS and their requirements. This inherently involves managing relationships with those parties, including suppliers, customers, and other stakeholders.
  • Clause 7 - Support
  • 7.4 Communication
  • NEffective communication is essential for managing relationships. This clause requires the organization to determine internal and external communications relevant to the QMS, which includes communication with suppliers and other interested parties.
  • 7.1.6 Organizational knowledge
  • NWhen dealing with external providers, and knowledge that they possess, it is important to manage that relationship, in order to retain that knowledge.
  • 7.5 Documented information
  • NWhen dealing with external providers, it is important to have documented information of the agreements that are in place.
  • Clause 8 - Operation
  • 8.4 Control of externally provided processes, products and services
  • This clause is crucial for relationship management, as it focuses on managing the organization's relationships with external providers (suppliers). It requires the organization to:
  • NDetermine the controls to be applied to externally provided processes, products, and services.
  • NConsider the potential impact of externally provided processes, products, and services on the organization's ability to consistently meet customer and applicable statutory and regulatory requirements.
  • NEstablish and implement inspection or other activities necessary to ensure that the externally provided processes, products, and services meet requirements.
  • NMaintain documented information of the results of evaluations, monitoring of the external providers.
  • This clause emphasizes the need for organizations to establish clear communication channels, define expectations, and monitor supplier performance.
  • Clause 9 - Performance evaluation
  • 9.1.2 Customer satisfaction
  • NWhile focused on customer satisfaction, this clause also indirectly addresses relationship management, as it involves gathering and analyzing feedback from customers, which is a key aspect of managing customer relationships.

Conclusion

Quality – The Not-So-Secret Ingredient to Success

So there you have it! The seven quality management principles that can turn your business into a well-oiled machine (or at least help you avoid disaster). Whether you’re selling cupcakes, running a tech empire, or just trying to manage your life better, these principles can work for you. Now go forth and spread the gospel of quality – and maybe reward yourself with some cake while you’re at it. You’ve earned it!

References

  • Quality Management Principles, ISO.org

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