ISO 9004 2009 Translated into Plain English

We've also translated the NEW ISO 9001 2015 standard into plain English.

4.
SUCCESS MANAGEMENT

4.1 QUALITY MANAGEMENT APPROACH

Adopt a quality management approach.

  • Establish a quality management system (QMS) that is based on ISOís quality management principles.

    • Focus on your organization's customers.

    • Respect the expectations of interested parties.

    • Provide leadership for your organization.

    • Involve your organization's people.

    • Use a process management approach.

    • Take a systems approach to management.

    • Encourage continual improvement.

    • Get the facts before you decide.

    • Work with your organization's suppliers.

  • Use your quality management system (QMS) to ensure that resources are used efficiently.

 

4.2 SUSTAINED CORPORATE SUCCESS

Meet the needs and expectations of interested parties.

  • Identify all relevant interested parties.

  • Assess the potential impact interested parties could have on the performance of your organization.

  • Figure out how youíre going to meet the changing needs and expectations of your interested parties.

  • Meet the long range needs and expectations of your organizationís interested parties.

  • Establish and maintain contact with your organizationís interested parties.

Monitor your organizationís business environment.

  • Analyze your organizationís business environment.

  • Identify both short-term and emerging risks.

  • Establish appropriate processes to achieve your organizationís general strategy.

Develop a long-term planning perspective.

  • Anticipate your organizationís future resource needs.

Assess your organizationís compliance.

  • Assess compliance with current plans.

  • Assess compliance with current procedures.

Establish processes for innovation and continual improvement.

 

4.3 BUSINESS ENVIRONMENT

Monitor your organizationís changing business environment.

  • Use your environmental monitoring methods to identify the risks related to the changing needs and expectations of interested parties.

    • Assess your organization's interested party risks.

    • Manage your organization's interested party risks.

 

4.4 INTERESTED PARTIES

Meet the needs and expectations of interested parties.

  • Meet the needs and expectations of customers.

  • Meet the needs and expectations of employees.

  • Meet the needs and expectations of suppliers.

  • Meet the needs and expectations of partners.

  • Meet the needs and expectations of owners.

  • Meet the needs and expectations of society.

Balance the needs and expectations of interested parties.

 

5.
STRATEGIC MANAGEMENT

5.1 GENERAL CORPORATE ORIENTATION

Establish a mission for your organization.

  • Make sure that your mission is clearly understood.

  • Make sure that your mission is accepted and supported.

Establish a vision for your organization.

  • Make sure that your vision is clearly understood.

  • Make sure that your vision is accepted and supported.

Establish values for your organization.

  • Make sure that your values are clearly understood.

  • Make sure that your values are accepted and supported.

 

5.2 STRATEGY AND POLICY FORMULATION

Establish a process to develop your strategy and policies.

  • Develop plans and provide resources to support your strategy and policy development process.

  • Analyze your organizationís strategic needs and unique policy requirements.

  • Establish a strategy and policies to ensure that your mission, vision, and values are accepted and supported by your interested parties.

Establish a process to review and update strategy and policies.

  • Develop plans and provide resources to support your strategy and policy review and revision process.

Establish a process to monitor your business environment.

  • Develop plans and provide resources to support your environmental monitoring and analysis process.

  • Monitor your organizationís business environment.

  • Analyze your organizationís business environment.

Establish a process to identify the needs of interested parties.

  • Develop plans and provide resources to support your interested party needs assessment process.

  • Identify the needs and expectations of interested parties.

  • Establish a process to identify the outputs that you require in order to be able to meet the needs and expectations of interested parties.

  • Analyze the needs and expectations of interested parties.

Establish a process to assess your capabilities and resources.

  • Develop plans and provide resources to support your capability and resource assessment process.

  • Analyze your current capabilities and resources.

Establish a process to identify future technology needs.

  • Develop plans and provide resources to support your new technology assessment process.

  • Analyze your future technology needs.

Establish a process to identify future resource needs.

  • Develop plans and provide resources to support your future resource assessment process.

  • Analyze your future resource needs.

 

5.3 STRATEGY AND POLICY DEPLOYMENT

5.3.1 IMPLEMENTING STRATEGY AND POLICIES

  • Implement your organizationís strategy and policies.

    • Establish processes and practices to translate your strategy and policies into measurable objectives.

    • Establish and maintain processes and practices needed to achieve your objectives.

  • Evaluate strategic risks and develop counter measures.

5.3.2 MANAGING PROCESSES AND PRACTICES

  • Ensure that processes and practices are efficient and effective.

    • Communicate with interested parties in order to figure out whether or not your processes and practices are efficient and effective.

    • Assess and understand your current performance and evaluate the efficiency and effectiveness of your processes and practices.

    • Control your processes and practices in order to ensure that they are efficient and effective.

    • Provide resources to support processes and practices.

    • Develop objectives that are designed to ensure that processes and practices are efficient and effective.

    • Ensure that process results (outputs) are consistent with your organizationís strategy.

5.3.3 DEPLOYING STRATEGY AND POLICIES

  • Identify your organizationís process relationships.

    • Describe the sequence and interaction of your processes.

  • Use your process descriptions to support process review activities.

    • Use your process descriptions to show the relationship between organizational structures, systems, and processes.

    • Use your process descriptions to identify potential process interaction problems.

    • Use your process descriptions to help prioritize changes and proves improvement activities.

    • Use your process descriptions as a framework for setting objectives at all organizational levels.

    • Use your process descriptions to figure out how to deploy your strategy and policies.

  • Deploy (implement) your organizationís strategy and policies.

 

5.4 STRATEGY AND POLICY COMMUNICATION

Establish a communications process.

  • Make sure that communications are effective.

Communicate with your interested parties.

  • Communicate both vertically and horizontally.

  • Tailor your communications to meet differing needs.

Communicate your strategy and policies.

  • Establish a feedback mechanism.

  • Establish a feedback review cycle.

Address changes in your business environment.

 

6.
RESOURCE
MANAGEMENT

6.1 GENERAL RESOURCE MANAGEMENT

Identify the resources you need to achieve your objectives.

Develop resource management policies and methods.

Establish resource management processes.

Ensure that resources are used efficiently and effectively.

Review resource availability and suitability.

 

6.2 FINANCIAL RESOURCE MANAGEMENT

Provide the financial resources your organization needs.

  • Provide resources to support current operations.

  • Provide resources to support future operations.

Establish processes to allocate financial resources.

  • Make sure that financial resources are used to help achieve your organizationís objectives.

 

6.3 HUMAN RESOURCE MANAGEMENT

6.3.1 MANAGEMENT OF PEOPLE

  • Make sure that your organizationís vision, values, and environment support the active involvement of your people.

    • Establish a shared vision and shared values.

    • Establish a supportive work environment.

  • Make sure that your organizationís people are managed efficiently and effectively.

    • Establish an effective management approach.

    • Establish processes that empower your people.

6.3.2 COMPETENCE OF PEOPLE

  • Establish and maintain a ďpeople development planĒ.

    • Establish and maintain the associated people development processes for your organization.

6.3.3 INVOLVEMENT OF PEOPLE

  • Help your organizationís people to understand how significant their job responsibilities are and how important their activities are.

    • Make sure that people understand how their work activities create and deliver value to customers.

  • Take steps to motivate and involve your people.

    • Consider establishing a career planning system.

    • Consider creating a knowledge sharing process.

    • Consider introducing a recognition and reward system.

    • Consider providing mentoring and coaching opportunities.

    • Consider establishing a skills qualification system.

    • Consider monitoring the needs of your people.

 

6.4 EXTERNAL RESOURCE MANAGEMENT

6.4.1 ESTABLISHING MUTUALLY BENEFICIAL RELATIONSHIPS

  • Establish mutually beneficial partnership agreements with partners and suppliers.

    • Establish agreements with product suppliers.

    • Establish agreements with service providers.

    • Establish agreements with technology suppliers.

    • Establish agreements with financial institutions.

    • Establish agreements with governmental organizations.

    • Establish agreements with nongovernmental organizations.

    • Establish agreements with other relevant interested parties.

  • Develop mutually beneficial relationships with your partners and your suppliers.

    • Consider providing partners and suppliers with resources.

    • Consider helping partners and suppliers to improve.

6.4.2 SELECTING AND EVALUATING SUPPLIERS AND PARTNERS

  • Establish processes to manage your partners and suppliers.

    • Establish processes to identify partners and suppliers.

    • Establish processes to select partners and suppliers.

    • Establish processes to evaluate partners and suppliers.

  • Use your processes to manage your partners and suppliers.

    • Use your processes to ensure that supplier products and partner resources meet your organizationís needs and expectations.

    • Use your processes to continually strengthen your relationship with partners and suppliers.

    • Use your processes to continually improve your partner and supplier capabilities.

 

6.5 INFRASTRUCTURE RESOURCE MANAGEMENT

Plan the development of your infrastructure.

Provide an efficient and effective infrastructure.

Manage your infrastructure efficiently and effectively.

Assess the performance of your infrastructure.

 

6.6 WORK RESOURCE MANAGEMENT

  • Establish a suitable work environment.

    • Establish a work environment that encourages your people to achieve their potential.

    • Establish a work environment that maximizes efficiency and minimizes waste.

    • Establish a work environment that is safe, secure, and and supportive.        

    • Establish a work environment that uses ergonomic methods and follows ergonomic principles.

    • Establish a work environment that considers and respects psychological factors.

    • Establish a work environment that complies with all applicable standards and requirements.

  • Manage your organizationís work environment.

    • Use your work environment to achieve, maintain, and sustain your organizationís ongoing success.

    • Use your work environment to encourage and support your organizationís people.

    • Use your work environment to show visitors that you encourage productivity and creativity, and support the well-being of workers.

 

6.7 INTELLIGENCE RESOURCE MANAGEMENT

6.7.1 MANAGING YOUR BUSINESS INTELLIGENCE

  • Establish knowledge management processes.

  • Establish information management processes.

  • Establish technology management processes.

6.7.2 KNOWLEDGE RESOURCE MANAGEMENT

  • Assess how current knowledge base is being managed.

  • Consider how your organization obtains knowledge.

  • Acquire the knowledge that your organization needs.

  • Distribute and communicate your knowledge.

6.7.3 INFORMATION RESOURCE MANAGEMENT

  • Establish processes to gather reliable and useful data.

  • Establish processes to convert data into information.

  • Establish processes to manage information and data.

6.7.4 TECHNOLOGY RESOURCE MANAGEMENT

  • Consider using technology to enhance your performance.

  • Establish technology assessment processes.

 

6.8 NATURAL RESOURCE MANAGEMENT

Consider the availability and use of energy and natural resources.

Consider integrating environmental protection into product design.

Consider trying to minimize your impact on the environment.

 

7.
PROCESS MANAGEMENT

7.1 USING A PROCESS APPROACH

Adopt a process approach to management.

  • Establish unique processes that address your needs.

  • Create a network of interconnected processes.

  • Describe your organizationís network of processes.

Use a systems approach to manage processes.

  • Understand your processes and process interactions.

  • Manage your processes as an integrated system.

Review your organizationís processes.

  • Make sure that your processes are efficient and effective.

  • Take suitable steps to improve your processes.

 

7.2 PROCESS PLANNING AND CONTROL

Identify the functions that your organization needs.

Plan the development of your organizationís processes.

Develop your organizationís unique processes.

Control how your processes function.

 

7.3 PROCESS RESPONSIBILITY AND AUTHORITY

Appoint a process manager for each process.

  • Give your process manager the authority and responsibility to manage his or her process.

  • Make sure that the role of ďprocess managerĒ is both recognized and respected throughout your organization.

 

8.
EVALUATION MANAGEMENT

8.1 GENERAL APPROACH TO EVALUATION

Monitor your organizationís performance.

Measure your organizationís performance.

Analyze your organizationís performance.

Review your organizationís performance.

 

8.2 MONITORING YOUR ORGANIZATION AND ITS ENVIRONMENT

Establish processes for monitoring, collecting, and managing information about your organization and its business environment.

Use your monitoring processes to collect information about your organization and its business environment.

  • Collect information about the needs of interested parties.

  • Collect information about your strengths and weaknesses.

  • Collect information about your opportunities and threats.

  • Collect information about your process capabilities.

  • Collect information about regulatory requirements.

  • Collect information about products and services.

  • Collect information about your business markets.

  • Collect information about your labor markets.

  • Collect information about technologies.

  • Collect information about trends.

 

8.3 MEASURING ORGANIZATIONAL PERFORMANCE

8.3.1 GENERAL APPROACH TO ASSESSING PROGRESS

  • Assess your progress by measuring your actual achievements against the results you plan to achieve.

  • Use a measurement and analysis process to monitor your actual achievements against the results you plan to achieve.

  • Select appropriate and practical methods for collecting information and monitoring key performance indicators.

8.3.2 DEFINING KEY PERFORMANCE INDICATORS

  • Identify factors that are critical to your organizationís success.

  • Select your organizationís key performance indicators (KPIs).

  • Implement KPIs throughout your organization.

  • Use your KPIs to measure performance.

8.3.3 CONDUCTING INTERNAL AUDITS

  • Select internal auditors.

  • Plan your internal audits.

  • Carry out internal audits.

  • Prepare internal audit reports.

  • Use audit results to improve performance.

  • Verify the effectiveness of your remedial actions.

8.3.4 PERFORMING MATURITY SELF-ASSESSMENTS

  • Carry out comprehensive and systematic assessments of your organizationís maturity.

  • Use your self-assessment results and reports to help achieve and sustain organizational success.

  • Communicate self-assessment results and reports.

8.3.5 USING BENCHMARKING TO IMPROVE PERFORMANCE

  • Figure out what type of benchmarking you need to carry out.

  • Establish and maintain a benchmarking methodology.

  • Apply your organizationís benchmarking methodology.

  • Use benchmarking results to improve performance.

 

8.4 ANALYZING YOUR ORGANIZATION'S ENVIRONMENT

Analyze the information you gathered while monitoring your organizationís business environment.

Maintain information about your business environment.

Use your environmental analysis to make fact
based decisions about your strategy and policies.

 

8.5 REVIEWING PERFORMANCE INFORMATION

Establish a management review process.

Collect available information (inputs).

  • Collect internal audit information.

  • Collect self-assessment information.

  • Collect benchmarking information.

  • Collect risk assessment information.

  • Collect customer feedback information.

  • Collect environmental information.

Perform periodic management reviews at planned intervals.

Generate management review results and reports (outputs).

  • Evaluate your organization's achievements.

  • Discover trends that affect your organization.

  • Identify opportunities that could be pursued.

  • Assess previous improvement projects.

Use results to make decisions and achieve sustained success.

 

9.
CHANGE MANAGEMENT

9.1 MANAGING CHANGE

Achieve sustained success by managing change.

  • Achieve success by managing improvements.

  • Achieve success by managing innovations.

  • Achieve success by managing learning.

Encourage learning, innovation, and improvement.

  • Encourage people to learn about products.

  • Encourage people to learn about processes.

  • Encourage people to learn about technology.

  • Encourage people to learn about infrastructure.

  • Encourage people to learn about their work environment.

  • Encourage people to learn about organizational structures.

  • Encourage people to learn about management systems.

  • Encourage people to learn about interested parties.

 

9.2 MANAGING IMPROVEMENTS

Define continual improvement objectives.

Establish a continual improvement process.

Make continual improvement part of your culture.

 

9.3 MANAGING INNOVATION

9.3.1 GENERAL APPROACH TO INNOVATION

  • Identify your innovation needs and requirements.

  • Establish an innovation process whenever innovation is needed.

  • Provide related resources to support innovation.

9.3.2 EXPLORING YOUR INNOVATION NEEDS

  • Explore the need for technological innovation.

  • Explore the need for product innovation.

  • Explore the need for process innovation.

  • Explore the need for organizational innovation.

  • Explore the need for systemic innovation.

9.3.3 PLANNING AND PRIORITIZING INNOVATIONS

  • Establish a process to plan and prioritize innovations.

  • Use your innovation planning process to plan your innovations.

9.3.4 FACTORS THAT AFFECT AN INNOVATION PROCESS

  • Manage and control your innovation processes.

    • Consider how urgent the need for innovation is whenever you think about whether or not an innovation process should be established or whether or not it should be maintained.

    • Consider the impact your innovation objectives would have whenever you think about whether or not an innovation process should be established or whether or not it should be maintained.

9.3.5 PLANNING INNOVATION AND MANAGING RISK

  • Assess your organizationís risks whenever you plan to carry out innovation activities.

  • Prepare preventive actions to mitigate your risks.

 

9.4 MANAGING LEARNING

Encourage improvement and innovation by supporting continuous learning.              

  • Achieve sustained success by making sure that organization learns continuously.

    • Support learning by collecting information.

    • Support learning by gaining insights.

  • Achieve sustained success by encouraging your people to learn continuously.

    • Support personal learning initiatives.

    • Encourage interpersonal networking.

    • Maintain suitable learning systems.

    • Recognize improvements in competence.

    • Acknowledge and appreciate creativity.


Attention

This page summarizes the ISO 9004 2009 standard. It highlights
the main points. It does
not present detail. To get the complete
plain English standard,
please consider purchasing our
Title 25: 
ISO 9004 2009 Translated into Plain English.

Title 25 is detailed, accurate, and complete. It uses language that
is clear, precise, and easy to understand. We guarantee it

It is 112 pages long and comes in pdf and MS doc file formats.

Title 25 Contents

Place an Order

Check our Prices

Product License


OTHER RELATED MANAGEMENT PAGES

Introduction to ISO 9004 2009 Quality Management

Knowledge and Skills QMS Auditors Should Have

Overview of the ISO 9004 2009 Quality Standard

ISO 9004 2009 Compliance Audit Tool

Quality Management Definitions

OTHER PLAIN ENGLISH STANDARDS

ISO 19011 2011 Auditing Standard

ISO 31000 2009 Risk Management Standard

ISO 9001 2015 Quality Management Standard

ISO 13485 Medical Device Management Standard

ISO 14971 Medical Device Risk Management Standard

ISO 27001 Information Security Management Standard

ISO 27002 Information Security Management Standard

ISO 28000 Supply Chain Security Management Standard

OHSAS 18001 Occupational Health and Safety Standard

ISO 90003 Software Quality Management Standard

ISO 14001 2015 Environmental Management Standard

ISO 22000 2005 Food Safety Management Standard

AS9100C Aerospace Quality Management Standard


Home Page

Our Libraries

A to Z Index

Customers

How to Order

Our Products

Our Prices

Guarantee

Praxiom Research Group Limited      help@praxiom.com      780-461-4514

 Updated on September 21, 2015. First published on April 30, 2010.

Legal Restrictions on the Use of this Page
Thank you for visiting this page. You are, of course, welcome to view our
 material as often as you wish, free of charge. And as long as you keep intact
 all copyright notices, you are also welcome to print or make one copy of this
 page for your own personal, noncommercial, home use. But, you are not
 legally authorized to print or produce additional copies or to copy and paste
 any of our material onto another web site or to republish it in any way.

Copyright © 2010 - 2015 by Praxiom Research Group Limited. All Rights Reserved.

Praxiom Research Group Limited