• 품질경영학회지
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• 제38권2호
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• pp.276-283
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• 2010

ISO 9000 family of standards are consisted of four international standards for implementing and operating effective quality management systems. They are interrelated and together form a coherent set of quality management system standards. ISO 9000, one of the standards, contains quality management principles, which is asserted to form the basis of other standards within the family. ISO 9001 is another standard within the family and contains requirements for quality management systems. This paper shows how the quality management principles of ISO 9000 are related with the requirements of ISO 9001.

• 산업공학
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• 제14권2호
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• pp.198-204
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• 2001

The ISO 9000 family of international quality management standards were revised on 15 December 2000. The ISO 9001:2000 standard is used for certification/registration and contractual purposes by organizations seeking recognition of their quality management system(QMS). We summarize key contents changed in ISO 9000:2000 family standards. To comply with ISO 9001:2000, we analyze the current QMS for steel outfit industry, using audit results from ISO 9001:1994 for seven steel outfit firms during last three years. We investigate statistical relationships between ISO 9001:2000 and ISO 9001:1994 requirements from a three dimensional contingency table with audit results. We observe that the importance of requirements of the ISO 9001:2000 sections makes a difference between companies.

• 산업경영시스템학회지
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• 제22권53호
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• pp.99-109
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• 1999

The International Organization for Standardization(ISO) is a worldwide federation of national standards bodies. Through ISO Technical Committees(TC), various International Standards are being carried out. Each member body interested in a subject for which a TC has been established has the right to be represented on that committee. ISO collaborates closely with the International Electro-technical Commission(IEC) on all matters of electro-technical standardization. ISO established the ISO 9000 Family standard in 1987, and International Standard ISO 9000-3 was worked by ISO/TC 176, Quality management and quality assurance, Subcommittee 2(SC 2), Quality systems, in accordance with the ISO/IEC Directives, Part 3: 1997 Rules for the structure and drafting of International Standards, Many organizations have applied the ISO 9000-3 for their quality system standard in the software sector. That means that ISO 9000-3: 1991 and ISO 9000-3: 1997 have been used successfully by the software industry as the internationally accepted interpretation of ISO 9001 for the development and maintenance of computer software. Additionally ISO 9000-3: 1997 involved how the software life cycle processes defined in ISO/IEC 12207: 1995, Information Technology - Software Life Cycle Processes related to the requirements of ISO 9001:1994. After having performed full reviews of the WD3, CD1, CD2 and DIS drafts of the future ISO 9001:2000, this document will partly replace the part of ISO 9000-3: 1997 for measurement analysis and improvement of quality management system in computer software industry, as an interpretation for organizations and certification bodies, which will be withdrawn when ISO 9001:1994 is replaced by ISO 9001:2000,.

• International Journal of Quality Innovation
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• 제2권2호
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• pp.145-150
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• 2001

The revised ISO9000 family of standards represents a significant improvement on the 1994 version and, if implemented well within organizations, should facilitate the development of effective, process-oriented Quality Management Systems. This paper describes how the International Standardized Testing Organization (ISTO) tests the understanding of ISO9000 : 2000, and presents an analysis of the results of the first examinations held in the UK, USA, Mexico and Hong Kong, in February and March 2001.

• 한국산업경영시스템학회:학술대회논문집
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• 한국산업경영시스템학회 2002년도 춘계학술대회
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• pp.433-438
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• 2002

A construction model of quality management system in manufacturing industry focuses on process approach and continual improvement amongst the quality management 8 principles which are elements of quality management system of ISO 9000:2000 family standards, and proposes the model that can construct quality management system throughout the process approach as more simple and effective way in developing and applying a quality management system for characteristics of the manufacturing industry.

• 산업경영시스템학회지
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• 제22권50호
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• pp.341-349
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• 1999

Ever since the ISO (International Organization for Standardization) established the ISO 9000 Family standard in 1987, many countries have selected this as their national standard and have provided support for its implementation and conducted assessment activities on the results of its implementation. Likewise, certification assessment was first begun in Korea in 1994, with the result that over 7,600 certificates have been issued to domestic enterprises during the past 5 years or so. This is significant not only in the remarkable growth rate in terms of quantity but also in the fact that it has made possible the establishment of a quality system that meets international standards among Korean enterprises. In this article, it will briefly introduce the establishment and certification of the ISO quality system for those organizations that are complying with the quality system as a part of the process of strengthening their quality competitiveness. For those organizations that have already established the quality system and implemented it for years, we will show the direction for continuous quality improvement in order for these organizations not only to fulfill the requirements but to maintain the superiority of the quality system and their management quality. In addition, it will show what preparations are necessary for organizations and certification bodies in order to expand a manufacturing process-oriented quality system to one that is geared to the total management quality.

• International Journal of Quality Innovation
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• 제3권2호
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• pp.159-173
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• 2002

Any organization's Six Sigma program may be at high risk without heeding the lessons learned from the past and that tries to operate without a robust business foundation. A foundation that preferably should consist of stepping-stones such as a 5-S house-keeping program, an effective Integrated Management System (IMS), which includes a strong focus on planning for quality to fully capture the Voice of the Customer (VOC), and an organization-wide training scheme, as well as a reliable Cost of Poor Quality (COPQ) system. That's the best advise I can give to any organization that wishes to embark on a Six Sigma improvement program and hope to be successful. The paper will elaborate on the above issues and provide suggested solutions based on the review of published historical information and the experiences encountered over the last four decades by the author, as a quality practitioner and consultant, in industries that produced safety-critical product. This author maintains that few fundamentally new or useful things have been created in the field of Quality during the last couple of decades. Nevertheless, this paper deliberates on a number of relatively “newer” issues including the concept of “three types of customers”, the CTC, “Critical To Customer” term, the eight Quality Management Principles of the new ISO 9000 family, the growth of industry-specific standards, the adoption of Integrated Management Systems, the rebirth of AS2561 COQ standard, the spread of Six Sigma as well as related ASQ certification and the need for a robust business foundation to ensure Six Sigma survival.