Understanding ISO Standards does not have to be difficult. The standards are written in a fairly straightforward way, and they typically lay-out the framework for creating a management system to address needed controls and requirements in areas such as:
The difficulty some people have in understanding ISO Standards may have to do with the fact that the standards only provide a framework for creating a Quality Management System or an Information Security Management System (for example). It does not lay out specific requirements or detailed descriptions – except for the very basics of the management system that can address Total Quality Management (TQM). Part of building the management system is defining requirements and processes according the needs of a particular organization.
Sometimes the standards are boiled down to the description, “Say what you do, then do what you say.” While this does capture one aspect of the ISO Standards (clearly define then execute processes), it misses out on some key elements as well. Particularly, that expression neglects the focus on measurement and continual improvement in the ISO Standards.
Besides defining process, the other key elements of typical ISO Standards that should be understood include:
Plan-Do-Check-Act Process Approach: After creating foundational elements like policies, the first step in implementing ISO Standard requirements is not only to define related processes, but implement a continually improving process approach that requires measurement and review.
Management Responsibility: Top management has to be involved in, and take responsibility for, the organization meeting requirements from external (regulations, customers) and internal (product specs, policies & procedures) sources.
Improvement of the Management System: Not only do organizational processes need to be in control (relative to requirements) and continually improve, the management system itself needs to have measurement and review as part of the defined system.
Do not let the generic nature of the standards, which is needed to make them universally applicable to a wide range of organizations regardless of size or business models, cause confusion. The generic management systems described by ISO Standards is really a benefit. With a framework described, the system can be designed and implemented in a way that best meets the needs of a particular organization. It can focus on meeting goals important to that unique organization, not complying with ill-matching requirements.
The best way to understand ISO Standards is to get a copy of a standard and spend some time reading and reviewing it. ISO Standards are, mostly, concise and written in a fairly plain language that is straightforward and easy to understand. Don’t be intimidated by what other say or misleading stories about their complexity.
If they were they difficult to understand and implement, then how could thousands and thousands of organizations of all sizes and types gain the various ISO Standard certifications? Most of these organizations not only successfully implemented various ISO Standards, but they leveraged the management system defined by the standard into organizational improvement and success.
IATF 16949:2016 Standard
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