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T1142E
ISO 10006:2017: QUALITY MANAGEMENT — GUIDELINES FOR QUALITY MANAGEMENT IN PROJECTS (E-STANDARD_
ISO 10006:2017 gives guidelines for the application of quality management in projects. It is applicable to organizations working on projects of varying complexity, small or large, of short or long duration, being an individual project to being part of a programme or portfolio of projects, in different environments, and irrespective of the kind of product/service or process involved, with the intention of satisfying project interested parties by introducing quality management in projects. This can necessitate some tailoring of the guidance to suit a particular project. ISO 10006:2017 is not a guide to project management itself. Guidance on quality in project management processes is presented in this document. Guidance on project management and related processes is covered in ISO 21500. ISO 10006:2017 addresses the concepts of both "quality management in projects" and "quality management systems in projects". These are distinguished by being addressed separately by the following topics and clauses: - quality management in projects includes: quality management systems in projects (Clause 4); management responsibility in projects (Clause 5); resource management in projects (Clause 6); product/service realization in projects (Clause 7); and measurement, analysis and improvement in projects (Clause 8); - quality management systems in projects includes: project characteristics (4.1); quality management principles in projects (4.2); project quality management processes (4.3); and a quality plan for the project (4.4).
T1155E
ISO 10001:2018: QUALITY MANAGEMENT — CUSTOMER SATISFACTION
This document gives guidelines for planning, designing, developing, implementing, maintaining and improving customer satisfaction codes of conduct. This document is applicable to product- and service-related codes containing promises made to customers by an organization concerning its behaviour. Such promises and related provisions are aimed at enhanced customer satisfaction. Annex A provides simplified examples of components of codes for different organizations. NOTE Throughout this document, the terms "product" and "service" refer to the outputs of an organization that are intended for, or required by, a customer. This document is intended for use by any organization regardless of its type or size, or the products and services it provides, including organizations that design customer satisfaction codes of conduct for use by other organizations. Annex C gives guidance specifically for small businesses. This document is aimed at customer satisfaction codes of conduct concerning individual customers purchasing or using goods, property or services for personal or household purposes, although it is applicable to all customer satisfaction codes of conduct. This document does not prescribe the substantive content of customer satisfaction codes of conduct, nor does it address other types of codes of conduct, such as those that relate to the interaction between an organization and its personnel, or between an organization and its suppliers.
T1157E
ISO 10003:2018: QUALITY MANAGEMENT — CUSTOMER SATISFACTION — GUIDELINES FOR DISPUTE RESOLUTION EXTERNAL TO ORGANIZATIONS (E-STANDARD)
This document gives guidelines for an organization to plan, design, develop, operate, maintain and improve an effective and efficient dispute-resolution process for complaints that have not been resolved by the organization. This document is applicable to:
T1627E
ISO 13528:2022 STATISTICAL METHODS FOR USE IN PROFICIENCY TESTING BY INTERLABORATORY COMPARISON
This document provides detailed descriptions of statistical methods for proficiency testing providers to use to design proficiency testing schemes and to analyse the data obtained from those schemes. This document provides recommendations on the interpreta
T866E
ASQ/ANSI/ISO 26000-2010: GUIDANCE ON SOCIAL RESPONSIBILITY (E-STANDARD)
This American National Standard provides guidance on the underlying principles of social responsibility, recognizing social responsibility and engaging stakeholders, the core subjects and issues pertaining to social responsibility and on ways to integrate socially responsible behaviour into the organization. This International Standard emphasizes the importance of results and improvements in performance on social responsibility. This standard is intended to be useful to all types of organizations in the private, public and nonprofit sectors, whether large or small, and whether operating in developed or developing countries. While not all parts of this standard will be of equal use to all types of organizations, all core subjects are relevant to every organization. All core subjects comprise a number of issues, and it is an individual organization's responsibility to identify which issues are relevant and significant for the organization to address, through its own considerations and through dialogue with stakeholders. Governmental organizations, like any other organization, may wish to use this standard. However, it is not intended to replace, alter or in any way change the obligations of the state.
T887E
ISO 2859-5:2005: SAMPLING PROCEDURES FOR INSPECTION BY ATTRIBUTES - PART 5: SYSTEM OF SEQUENTIAL SAMPLING PLANS INDEXED BY ACCEPTANCE QUALITY LIMIT (AQL) FOR LOT-BY-LOT INSPECTION
ISO 2859-5:2005 contains sequential sampling schemes that supplement the ISO 2859-1 acceptance sampling system for inspection by attributes, whereby a supplier, through the economic and psychological pressure of lot non-acceptance, can maintain a process average at least as good as the specified acceptance quality limit, while at the same time provide an upper limit for the risk to the consumer of accepting the occasional poor lot. The sampling schemes defined in ISO 2859-5:2005 are applicable, but not limited, to the inspection of: end items, components and raw materials, operations, materials in process, supplies in storage, maintenance operations, data or records, and administrative procedures. These schemes are designed to be applied to a continuing series of lots, that is, a series long enough to permit the described switching rules to be applied. These switching rules provide: a) enhanced protection to the consumer (by means of tightened sampling inspection criteria or discontinuation of sampling inspection) should deterioration in quality occur; and b) an incentive, at the discretion of the responsible authority, to reduce inspection costs (by means of reduced sampling inspection criteria) should consistently good quality be demonstrated over time. The individual sampling plans are not designed to be applicable outside of the schemes in which they are presented. If lots are produced in isolation or in a series too short for ISO 2859-5:2005 to apply, the user is advised to consult ISO 2859-2 for appropriate sampling plans.
T892E
ISO 3951-4:2011: SAMPLING PROCEDURES FOR INSPECTION BY VARIABLES - PART 4: PROCEDURES FOR ASSESSMENT OF DECLARED QUALITY LEVELS (E-STANDARD)
ISO 3951-4:2011 establishes sampling plans and procedures by variables that can be used to assess whether the quality level of an entity (lot, process, etc.) conforms to a declared value. The sampling plans have been devised so that their operating characteristic curves match those of the corresponding attributes plans in ISO 2859-4 as closely as possible, so that the choice between using sampling by attributes and sampling by variables is not influenced by attempts to increase the chance of accepting an incorrectly declared quality level. In this part of ISO 3951, there is a risk of between 1,4 % and 8,2 % of contradicting a correct declared quality level. The risk is 10 % of failing to contradict an incorrect declared quality level which is related to the limiting quality ratio. Sampling plans are provided corresponding to three levels of discriminatory ability, and for the cases of unknown and known process standard deviation. In contrast to the procedures in the other parts of ISO 3951, the procedures in ISO 3951-4:2011 are not applicable to acceptance assessment of lots. Generally, the balancing of the risks of reaching incorrect conclusions in assessment procedures will differ from the balancing in the procedures for acceptance sampling. ISO 3951-4:2011 may be used for various forms of quality inspection in situations where objective evidence of conformity to some declared quality level is to be provided by means of inspection of a sample. The procedures are applicable to entities such as lots, process output, etc. that allow random samples of individual items to be taken from the entity. The sampling plans provided are applicable, but not limited, to inspection of a variety of products such as: end items; components and raw materials; operations; materials in process; supplies in storage; maintenance operations; data or records; administrative procedures. The procedures are intended to be used when the quality characteristics are measurable variables that are independent and normally distributed, and where the quantity of interest is the fraction of items that are nonconforming.
E1529
NAVIGATING THE MINEFIELD (EBOOK). A PRACTICAL KM COMPANION
This book was written for anyone who is interested in using their knowledge more effectively to optimize operations. This knowledge can be their own, that of the teams in which they work, or the knowledge of the wider communities and teams in which they participate. Whether you are a recently appointed knowledge management (KM) staffer, an experienced ‘KMer’ who feels stagnant and stuck, or a senior manager with KM oversight responsibility looking for ways to improve the use of knowledge in your organization, this book was written for you. It is based on interviews with individuals who have created and managed successful KM programs around the world. The authors examine and analyze diverse KM programs and tactics, using quotes, insights, and stories to show why these programs are successful and how they improve both knowledge capture and knowledge flow. The book examines 19 KM programs, including those at Airbus, ARUP, Cadbury Schweppes, Hewlett Packard (HP), the International Center for Tropical Agriculture, (CIAT), Lloyds Register Marine, NASA, MPM PETRONAS, U.K. National Health Service Digital, and the U.S. Army. Praise for Navigating the Minefield: “Having worked with Paul both in person and at workshops across the globe, I’ve found him to be an incredibly insightful individual. Paul has the rare ability to bridge varying points of view within a room, find the commonality, and carry the debate forward through insight and ingenuity. Patricia’s experience working through the U.S. Nuclear Regulatory Commission is a fascinating read, and draws the depth of both knowledge management and an engineering background to the fore. This combination is felt throughout the read, and the incredible experience and expertise both Patricia and Paul bring is felt throughout the pages. The breadth of scope covered is truly compelling, illustrating not just innovative approaches towards cost savings and efficiencies from an organizational knowledge sharing sense, but also quality of life, quality of culture, and in a very literal sense, saving lives as illustrated through narrative regarding the U.S. Army. Navigating the Minefield is a fascinating read, and a must for the global knowledge professional. “ Eric Hunter Director of Knowledge, Technology & Innovation Strategies, Bradford & Barthel, LLP and Executive Director, Spherical Models, LLC “Whether you are starting out in KM or have more KM experience, there is something for you in this KM companion. Some of the ideas were new to me and I found much to inspire my own KM efforts. It’s good to learn lessons from other KMers, learning from both good and bad KM experiences. What I like about this companion is that it has a range of realistic up-to-date examples both on how to start KM in an organisation and also how to sustain KM. The examples are drawn from 19 KM programmes from diverse organisations, from government and industry sectors from across the world, and provide great stories to encourage KM in organisations. There are useful anecdotes that you can reuse to sell KM in your organisation.” Karen McFarlane CILIP Trustee, CILIP Board Chair Former UK Government Head of Profession for Knowledge and Information Management “Books purporting to educate on the multi-dimensional subject of knowledge management often tend to polarise, over-emphasising the near-religious philosophical aspects of the discipline or over-engineering the technology driven tools and techniques. Eng and Corney have approached the subject from a practical perspective, looking through a selection of concise case studies for what works and what does not across an array of organisations worldwide. That their subject matter comes from multiple sectors across an international pool of organisations with clear multicultural challenges makes the stories documented that much more interesting and useful. As someone who set up the first massively successful knowledge management functions at one of the world's most prominent but risk-averse global financial institutions in its 150-year history, the challenges documented by Eng and Corney and their resolution recommendations resonate. As someone who now has to craft global business strategies by relying on the mature KM solutions of one of the world's most successful consulting firms, the pain points and road blocks highlighted make perfect sense. A quick and easy read, Navigating the Minefield is not a tome meant to outdo War and Peace, but rather is an easy read and a handy reference guide to everyday KM practitioner problems and practical, implementable solutions. A copy of it will sit within easy reach on my desk.” Larry Campbell Head of Financial Services Strategy, KPMG Former Group Chief Knowledge Officer, HSBC “I first met Patricia Eng when she was describing her KM program at the NRC at KM World in 2009 and was blown away by her candor, her common sense, and her ferocious determination to deliver value. I have worked with Paul Corney on numerous occasions and have always been impressed by his ability to take a strategic, balanced view, followed by an unerring ability to get to the heart of the matter. KM practitioners go deep, KM consultants go broad. When you get an alliance between the two, and then add their formidable personal networks, you get something quite extraordinary. This is an unparalleled distillation of learning and wisdom from multiple continents and organisation types, on how to go about implementing KM. It should be required reading for KM practitioners (and consultants), those who are new and those who want to reflect on their practice.” Patrick Lambe Partner, Straits Knowledge “Whether you are new to knowledge management or a seasoned KMer, Navigating the Minefield is an absolute must-read. Chockablock with time-tested techniques and sage advice, this book simplifies the rather complex domain of managing organizational knowledge. Unlike many books in the field, Navigating the Minefield offer solutions that will work in practice, and not just in theory!” John P. Girard, Ph.D. Peyton Anderson Endowed Chair Middle Georgia State University
E1487
ADVANCED QUALITY AUDITING (EBOOK). AN AUDITOR’S REVIEW OF RISK MANAGEMENT, LEAN IMPROVEMENT, AND DATA ANALYSIS
Auditors from any industry must "learn the language of upper management" if they truly want to effect positive change throughout their environments. If quality auditors want to remain relevant and keep from becoming marginalized, they need to add new skills and credentials, and even more importantly, move beyond conformance monitoring to determine how their work might impact the corporate bottom line. The purpose of this book is to accept that challenge in presenting two ways that auditors can "learn [to speak] the language of upper management"—either by helping to drive continuous improvement or by helping to manage risk. This book has essential information that will help guide an organization’s efforts to glean more value from their audit process. It helps grow the audit function beyond verification audits. It provides insight for using the audit function to improve organizations using lean principles. It also discusses how the audit function can contribute to and be formally integrated into the ongoing risk management program. This book is about advancing the profession of auditing, as well as the skills of individual auditors. "Buy. Read. Reread. It will kick start your risk-based thinking journey. Then, buy the book for each member of your auditing team." Greg Hutchins, PE Director, Certified Enterprise Risk Manager Academy "While there is a constant influx of books on auditing entering the market today, Advanced Quality Auditing: An Auditors Review of Risk Management, Lean Improvement and Data Analysis stands out among them as Lance excels at demonstrating to readers how they can embrace the methodologies for continual improvement as they apply to the audit program and audit professionals. By combining the use of the audit checklist development matrix tool (ACDM) and various lean tools that are traditionally applied to processes other than auditing, auditors can ensure they not only audit for compliance but also add value to the audits, demonstrating the value of audit program, and in turn, themselves. The clarity of explanation and illustrative charts and diagrams of the Kano model makes it easy for the beginning auditor to understand and implement, while providing deeper insights to experienced auditors in how to leverage the model in the continual improvement of the audit program. Lance clearly makes the case that as audit professionals we should all embrace the use of the Kano model and apply it to our own audit programs to ensure we are always positioned to “delight” our customers." Nancy Boudreau ASQ Audit Division Chair (2014-2015) “Lance Coleman has taken a traditional topic on auditing and written a professional synopsis of key concepts in terms so clear as to make them understandable and useful to the reader. A great book to use and have as reference. Well done!” Dr. Erik Myhrberg IRCA Certified QMS Lead Auditor Co-author, A Practical Field Guide for ISO 13485:2003
P992
THE BLACK BELT MEMORY JOGGER. A POCKET GUIDE FOR SIX SIGMA SUCCESS
A low cost tool that can bring you Six Sigma success. Help all of your Black Belts become the teachers, mentors, and leaders you know they can be.Starting with a clear depiction of the DMAIC model and the roles and responsibilities that help ensure that Si
T1576E
ISO 2859-4: 2020SAMPLING PROCEDURES FOR INSPECTION BY ATTRIBUTES — PART 4: PROCEDURES FOR ASSESSMENT OF DECLARED QUALITY LEVELS (E-STANDARD)
This document establishes single sampling plans for conformance testing, i.e., for assessing whether the quality level of a relevant audit population (lot, process, inventory, file etc) conforms to a declared value. Sampling plans are provided corresponding to four levels of discriminatory ability. The limiting quality ratio (LQR) (see Clause 4) of each sampling plan is given for reference. For levels I-III, the sampling plans have been devised so as to obtain a risk no more than 5 % of contradicting a correct declared quality level. The risk of failing to contradict an incorrectly declared quality level which is related to the LQR is no more than 10 %. The sample sizes for level 0 are designed in a way that the LQR factors of the sampling plans are compatible with the LQR factors for level I. In contrast to the procedures in the other parts of the ISO 2859 series, the procedures in this document are not applicable to acceptance assessment of lots. Generally, this document mainly focuses on controlling type I error, which differs from the balancing of the risks in the procedures for acceptance sampling. This document can be used for various forms of quality inspection in situations where objective evidence of conformity to some declared quality level is to be provided by means of inspection of a sample. The procedures are applicable to entities such as lots, process output, etc. that allow random samples of individual items to be taken from the entity. The sampling plans provided in this document are applicable, but not limited, to the inspection of a variety of targets such as: end items; components and raw materials; operations; materials in process; supplies in storage; maintenance operations; data or records; administrative procedures; accounting procedures or accounting entries; internal control procedures. This document considers two types of quality models for discrete items and populations, as follows. i) The conforming-nonconforming model, where each item is classified as conforming or nonconforming, and where the quality indicator of a population of items is the proportion p of nonconforming items, or, equivalently, the percentage 100 p of nonconforming items. ii) The nonconformities model, where the number of nonconformities is counted on each item, and where the quality indicator of a population of items is the average number ? of nonconformities found on items in the population, or, equivalently, the percentage 100 ? of nonconformities on items in the population.
E1295
A LEAN GUIDE TO TRANSFORMING HEALTHCARE (EBOOK). HOW TO IMPLEMENT LEAN PRINCIPLES IN HOSPITALS, MEDICAL OFFICES, CLINICS, AND OTHER HEALTHCARE ORGANIZATIONS
This book is an implementation manual for lean tools and principles in a healthcare environment. Lean is a growth strategy, a survival strategy, and an improvement strategy. The goal of lean is, first and foremost, to provide value to the patient/customer, and in so doing eliminate the delays, overcrowding, and frustration associated with the existing care delivery system. Lean creates a better working environment where what is supposed to happen does happen. On time, every time. It allows clinicians to spend more of their time caring for patients and improves the quality of care these patients receive. A lean organization values its employees and encourages their involvement in organizational initiatives which, in turn, sustains hospital-wide quality improvements. The opportunities for lean in healthcare are limitless. This is not a book to be read and forgotten, nor is it meant to sit on a book shelf as another addition to an impressive but underutilized collection of how-to books. As the name implies, it is a guide; a companion to be referenced again and again as the organization moves forward with its lean transformation. "This is a well-researched, well-written work by an individual who understands the current healthcare environment. It provides a practical and sound understanding of the concepts and application for Lean and Six Sigma."James R. BenteVice President, Quality all in the context of healthcare. Because examples illustrate the benefit of Lean not just to the healthcare industry, but to us as patients, the business case is especially compelling. Instructions address technical challenges and draw from best practices in change management. The guide provides a road map for implementation and seasoned insights that leave one trusting that Lean is very doable, and a necessity."A reader in Seattle, Washington"I thoroughly enjoyed this book as it provides concrete and detailed examples of Lean principles applied to a healthcare environment. I myself am new to healthcare and am overwhelmed at the wealth of opportunities for improvement. I plan on using some lean principles to demonstrate that improvements don't have to be complex or costly to achieve results"A reader in Montreal, Quebec"This is an excellent resource. I consider it 'required reading' for all that are new to Lean / Process Improvement. In my role, I facilitate 5-10 concurrent process improvement projects. This book has been invaluable as a teaching tool. I've asked each project leader to buy, read and study this book. All have commented that it has an easy read, helped them to understand the Lean concepts, and quickly implement the tools. As a group, we're better able to speak the same language and have a common understanding of the tools.I highly recommended this book. I would also recommend the website (www.leanhospitals.org), wh.."A reader in Wausau, Wisconsin
E1523
WE MOVE OUR OWN CHEESE! (EBOOK). A BUSINESS FABLE ABOUT CHAMPIONING CHANGE
Have you ever felt that you had a great insight that would benefit your department, division, or organization and found that you seem to be the only one who can see it? Worse yet, has it ever seemed that while you are struggling to pull your idea into cons
T1142E
- ISO 10006:2017: QUALITY MANAGEMENT — GUIDELINES FOR QUALITY MANAGEMENT IN PROJECTS (E-STANDARD_
T1157E
- ISO 10003:2018: QUALITY MANAGEMENT — CUSTOMER SATISFACTION — GUIDELINES FOR DISPUTE RESOLUTION EXTERNAL TO ORGANIZATIONS (E-STANDARD)
T1627E
- ISO 13528:2022 STATISTICAL METHODS FOR USE IN PROFICIENCY TESTING BY INTERLABORATORY COMPARISON
T887E
- ISO 2859-5:2005: SAMPLING PROCEDURES FOR INSPECTION BY ATTRIBUTES - PART 5: SYSTEM OF SEQUENTIAL SAMPLING PLANS INDEXED BY ACCEPTANCE QUALITY LIMIT (AQL) FOR LOT-BY-LOT INSPECTION
T892E
- ISO 3951-4:2011: SAMPLING PROCEDURES FOR INSPECTION BY VARIABLES - PART 4: PROCEDURES FOR ASSESSMENT OF DECLARED QUALITY LEVELS (E-STANDARD)
E1487
- ADVANCED QUALITY AUDITING (EBOOK). AN AUDITOR’S REVIEW OF RISK MANAGEMENT, LEAN IMPROVEMENT, AND DATA ANALYSIS
T1576E
- ISO 2859-4: 2020SAMPLING PROCEDURES FOR INSPECTION BY ATTRIBUTES — PART 4: PROCEDURES FOR ASSESSMENT OF DECLARED QUALITY LEVELS (E-STANDARD)
E1295
- A LEAN GUIDE TO TRANSFORMING HEALTHCARE (EBOOK). HOW TO IMPLEMENT LEAN PRINCIPLES IN HOSPITALS, MEDICAL OFFICES, CLINICS, AND OTHER HEALTHCARE ORGANIZATIONS