This standard is developed in accordance with the rules given in GB/T 1.1-2009.
This standard is one of the core standards of GB/T 19000 series.
This standard replaces GB/T 19000-2008 Quality management systems - Fundamentals and vocabulary.
In addition to a number of editorial changes, the following main technical changes have been made with respect to GB/T 19000-2008:
——The fundamentals in this standard are fully adjusted;
——The quality management principles are changed from eight to seven items;
——As of the release date of this standard, all terms in GB/T 19000 series standards are incorporated into this standard.
This standard is identical to ISO 9000:2015 Quality management systems - Fundamentals and vocabulary by means of translation.
Due to differences of the two languages, the terms 3.6.12 capability and 3.10.4 competence are translated as “能力” but their definitions are different. In the GB/T 19000 series standards, the term “capability” refers to the ability of an organization, a system or a process, while “competence” refers to the ability of personnel.
Information marked “note” under some terms is the additional information provided for the user of the international standard (e.g. Note 3 in 3.2.2; Note 2 in 3.3.3; Note 2 in 3.4.8; Note 1 in 3.6.11; Note 2 in 3.8.5; and the note in 3.12.7), and is remained in this standard to be equivalent to international standard.
This standard was proposed by and is under the jurisdiction of the National Technical Committee on Quality Management and Assurance Quality of Standardization Administration of China (SAC/TC 151).
The previous editions of this standard are as follows:
——GB 6583.1-1986;
——GB/T 6583-1992; GB/T 6583-1994;
——GB/T 19000-2000 (it incorporated the contents of GB/T 19000.1 which was then abolished); GB/T 19000-2008.
Introduction
This standard provides the fundamental concepts, principles and vocabulary for quality management systems (QMS) and provides the foundation for other QMS standards. This standard is intended to help the user to understand the fundamental concepts, principles and vocabulary of quality management, in order to be able to effectively and efficiently implement a QMS and realize value from other QMS standards.
This standard proposes a well-defined QMS, based on a framework that integrates established fundamental concepts, principles, processes and resources related to quality, in order to help organizations realize their objectives. It is applicable to all organizations, regardless of size, complexity or business model. Its aim is to increase an organization’s awareness of its duties and commitment in fulfilling the needs and expectations of its customers and interested parties, and in achieving satisfaction with its products and services.
This standard contains seven quality management principles supporting the fundamental concepts described in 2.2. In 2.3, for each quality management principle, there is a “statement” describing each principle, a “rationale” explaining why the organization would address the principle, “key benefits” that are attributed to the principles, and “possible actions” that an organization can take in applying the principle.
This standard contains the terms and definitions that apply to all quality management and QMS standards developed by ISO/TC 176, and other sector-specific QMS standards based on those standards, at the time of publication. The terms and definitions are arranged in conceptual order, with an alphabetical index provided at the end of the document. Annex A includes a set of diagrams of the concept systems that form the concept ordering.
Note: Guidance on some additional frequently-used words in the QMS standards developed by ISO/TC 176, and which have an identified dictionary meaning, is provided in a glossary available at:
http://www.iso.org/iso/03terminology_used_in_iso_9000_family.pdf
Quality management systems - Fundamentals and vocabulary
1 Scope
This standard describes the fundamental concepts and principles of quality management which are universally applicable to the following:
——organizations seeking sustained success through the implementation of a quality management system;
——customers seeking confidence in an organization’s ability to consistently provide products and services conforming to their requirements;
——organizations seeking confidence in their supply chain that product and service requirements will be met;
——organizations and interested parties seeking to improve communication through a common understanding of the vocabulary used in quality management;
——organizations performing conformity assessments against the requirements of GB/T 19001;
——providers of training, assessment or advice in quality management;
——developers of related standards.
This standard specifies the terms and definitions that apply to all quality management and quality management system standards developed by SAC/TC 151.
2 Fundamental concepts and quality management principles
2.1 General
The quality management concepts and principles described in this standard give the organization the capacity to meet challenges presented by an environment that is profoundly different from recent decades. The context in which an organization works today is characterized by accelerated change, globalization of markets and the emergence of knowledge as a principal resource. The impact of quality extends beyond customer satisfaction: it can also have a direct impact on the organization’s reputation.
Society has become better educated and more demanding, making interested parties increasingly more influential. By providing fundamental concepts and principles to be used in the development of a quality management system (QMS), this standard provides a way of thinking about the organization more broadly.
All concepts, principles and their interrelationships shall be seen as a whole and not in isolation of each other. No individual concept or principle is more important than another. At any one time, finding the right balance in application is critical.
2.2 Fundamental concepts
2.2.1 Quality
An organization focused on quality promotes a culture that results in the behaviour, attitudes, activities and processes that deliver value through fulfilling the needs and expectations of customers and other relevant interested parties.
The quality of an organization’s products and services is determined by the ability to satisfy customers and the intended and unintended impact on relevant interested parties.
The quality of products and services includes not only their intended function and performance, but also their perceived value and benefit to the customer.
2.2.2 Quality management system
A QMS comprises activities by which the organization identifies its objectives and determines the processes and resources required to achieve desired results.
The QMS manages the interacting processes and resources required to provide value and realize results for relevant interested parties.
The QMS enables top management to optimize the use of resources considering the long and short term consequences of their decision.
A QMS provides the means to identify actions to address intended and unintended consequences in providing products and services.
2.2.3 Context of an organization
Understanding the context of the organization is a process. This process determines factors which influence the organization’s purpose, objectives and sustainability. It considers internal factors such as values, culture, knowledge and performance of the organization. It also considers external factors such as legal, technological, competitive, market, cultural, social and economic environments.
Examples of the ways in which an organization’s purpose can be expressed include its vision, mission, policies and objectives.
2.2.4 Interested parties
The concept of interested parties extends beyond a focus solely on the customer. It is important to consider all relevant interested parties.
Part of the process for understanding the context of the organization is to identify its interested parties. The relevant interested parties are those that provide significant risk to organizational sustainability if their needs and expectations are not met. Organizations define what results are necessary to deliver to those relevant interested parties to reduce that risk.
Organizations attract, capture and retain the support of the relevant interested parties they depend upon for their success.
2.2.5 Support
2.2.5.1 General
Top management support of the QMS and engagement of people enables:
——provision of adequate human and other resources;
——monitoring processes and results;
——determining and evaluating of risks and opportunities;
——implementing appropriate actions.
Responsible acquisition, deployment, maintenance, enhancement and disposal of resources support the organization in achieving its objectives.
2.2.5.2 People
People are essential resources within the organization. The performance of the organization is dependent upon how people behave within the system in which they work.
Within an organization, people become engaged and aligned through a common understanding of the quality policy and the organization’s desired results.
2.2.5.3 Competence
A QMS is most effective when all employees understand and apply the skills, training, education and experience needed to perform their roles and responsibilities. It is the responsibility of top management to provide opportunities for people to develop these necessary competencies.
2.2.5.4 Awareness
Awareness is attained when people understand their responsibilities and how their actions contribute to the achievement of the organization’s objectives.
2.2.5.5 Communication
Planned and effective internal (i.e. throughout the organization) and external (i.e. with relevant interested parties) communication enhances people’s engagement and increased understanding of:
——the context of the organization;
——the needs and expectations of customers and other relevant interested parties;
——the QMS.
2.3 Quality management principles
2.3.1 Customer focus
2.3.1.1 Statement
The primary focus of quality management is to meet customer requirements and to strive to exceed customer expectations.
2.3.1.2 Rationale
Sustained success is achieved when an organization attracts and retains the confidence of customers and other relevant interested parties. Every aspect of customer interaction provides an opportunity to create more value for the customer. Understanding current and future needs of customers and other interested parties contributes to the sustained success of the organization.
2.3.1.3 Key benefits
Some potential key benefits are:
——increased customer value;
——increased customer satisfaction;
——improved customer loyalty;
——enhanced repeat business;
——enhanced reputation of the organization;
——expanded customer base;
——increased revenue and market share.
2.3.1.4 Possible actions
Possible actions include:
——recognize direct and indirect customers as those who receive value from the organization;
——understand customers’ current and future needs and expectations;
——link the organization’s objectives to customer needs and expectations;
——communicate customer needs and expectations throughout the organization;
——plan, design, develop, produce, deliver and support products and services to meet customer needs and expectations;
——measure and monitor customer satisfaction and take appropriate actions;
——determine and take action on relevant interested parties’ needs and appropriate expectations that can affect customer satisfaction;
——actively manage relationships with customers to achieve sustained success.
2.3.2 Leadership
2.3.2.1 Statement
Leaders at all levels establish unity of purpose and direction and create conditions in which people are engaged in achieving the organization’s quality objectives.
2.3.2.2 Rationale
Creation of unity of purpose and the direction and engagement of people enable an organization to align its strategies, policies, processes and resources to achieve its objectives.
2.3.2.3 Key benefits
Some potential key benefits are:
——increased effectiveness and efficiency in meeting the organization’s quality objectives;
——better coordination of the organization’s processes;
——improved communication between levels and functions of the organization;
——development and improvement of the capability of the organization and its people to deliver desired results.
2.3.2.4 Possible actions
Possible actions include:
——communicate the organization’s mission, vision, strategy, policies and processes throughout the organization;
——create and sustain shared values, fairness and ethical models for behaviour at all levels of the organization;
——establish a culture of trust and integrity;
——encourage an organization-wide commitment to quality;
——ensure that leaders at all levels are positive examples to people in the organization;
——provide people with the required resources, training and authority to act with accountability;
——inspire, encourage and recognize the contribution of people.
2.3.3 Engagement of people
2.3.3.1 Statement
Competent, empowered and engaged people at all levels throughout the organization are essential to enhance the organization’s capability to create and deliver value.
2.3.3.2 Rationale
In order to manage an organization effectively and efficiently, it is important to respect and involve all people at all levels. Recognition, empowerment and enhancement of competence facilitate the engagement of people in achieving the organization’s quality objectives.
Foreword i
Introduction iii
1 Scope
2 Fundamental concepts and quality management principles
2.1 General
2.2 Fundamental concepts
2.2.1 Quality
2.2.2 Quality management system
2.2.3 Context of an organization
2.2.4 Interested parties
2.2.5 Support
2.3 Quality management principles
2.3.1 Customer focus
2.3.2 Leadership
2.3.3 Engagement of people
2.3.4 Process approach
2.3.5 Improvement
2.3.6 Evidence-based decision making
2.3.7 Relationship management
2.4 Developing the QMS using fundamental concepts and principles
2.4.1 QMS model
2.4.2 Development of a QMS
2.4.3 QMS standards, other management systems and excellence models
3 Terms and definitions
3.1 Terms related to person or people
3.2 Terms related to organization
3.3 Terms related to activity
3.4 Terms related to process
3.5 Terms related to system
3.6 Terms related to requirement
3.7 Terms related to result
3.8 Terms related to data, information and document
3.9 Terms related to customer
3.10 Terms related to characteristic
3.11 Terms related to determination
3.12 Terms related to action
3.13 Terms related to audit
Annex A (Informative) Concept relationships and their graphical representation
Bibliography
Index
This standard is developed in accordance with the rules given in GB/T 1.1-2009.
This standard is one of the core standards of GB/T 19000 series.
This standard replaces GB/T 19000-2008 Quality management systems - Fundamentals and vocabulary.
In addition to a number of editorial changes, the following main technical changes have been made with respect to GB/T 19000-2008:
——The fundamentals in this standard are fully adjusted;
——The quality management principles are changed from eight to seven items;
——As of the release date of this standard, all terms in GB/T 19000 series standards are incorporated into this standard.
This standard is identical to ISO 9000:2015 Quality management systems - Fundamentals and vocabulary by means of translation.
Due to differences of the two languages, the terms 3.6.12 capability and 3.10.4 competence are translated as “能力” but their definitions are different. In the GB/T 19000 series standards, the term “capability” refers to the ability of an organization, a system or a process, while “competence” refers to the ability of personnel.
Information marked “note” under some terms is the additional information provided for the user of the international standard (e.g. Note 3 in 3.2.2; Note 2 in 3.3.3; Note 2 in 3.4.8; Note 1 in 3.6.11; Note 2 in 3.8.5; and the note in 3.12.7), and is remained in this standard to be equivalent to international standard.
This standard was proposed by and is under the jurisdiction of the National Technical Committee on Quality Management and Assurance Quality of Standardization Administration of China (SAC/TC 151).
The previous editions of this standard are as follows:
——GB 6583.1-1986;
——GB/T 6583-1992; GB/T 6583-1994;
——GB/T 19000-2000 (it incorporated the contents of GB/T 19000.1 which was then abolished); GB/T 19000-2008.
Introduction
This standard provides the fundamental concepts, principles and vocabulary for quality management systems (QMS) and provides the foundation for other QMS standards. This standard is intended to help the user to understand the fundamental concepts, principles and vocabulary of quality management, in order to be able to effectively and efficiently implement a QMS and realize value from other QMS standards.
This standard proposes a well-defined QMS, based on a framework that integrates established fundamental concepts, principles, processes and resources related to quality, in order to help organizations realize their objectives. It is applicable to all organizations, regardless of size, complexity or business model. Its aim is to increase an organization’s awareness of its duties and commitment in fulfilling the needs and expectations of its customers and interested parties, and in achieving satisfaction with its products and services.
This standard contains seven quality management principles supporting the fundamental concepts described in 2.2. In 2.3, for each quality management principle, there is a “statement” describing each principle, a “rationale” explaining why the organization would address the principle, “key benefits” that are attributed to the principles, and “possible actions” that an organization can take in applying the principle.
This standard contains the terms and definitions that apply to all quality management and QMS standards developed by ISO/TC 176, and other sector-specific QMS standards based on those standards, at the time of publication. The terms and definitions are arranged in conceptual order, with an alphabetical index provided at the end of the document. Annex A includes a set of diagrams of the concept systems that form the concept ordering.
Note: Guidance on some additional frequently-used words in the QMS standards developed by ISO/TC 176, and which have an identified dictionary meaning, is provided in a glossary available at:
http://www.iso.org/iso/03terminology_used_in_iso_9000_family.pdf
Quality management systems - Fundamentals and vocabulary
1 Scope
This standard describes the fundamental concepts and principles of quality management which are universally applicable to the following:
——organizations seeking sustained success through the implementation of a quality management system;
——customers seeking confidence in an organization’s ability to consistently provide products and services conforming to their requirements;
——organizations seeking confidence in their supply chain that product and service requirements will be met;
——organizations and interested parties seeking to improve communication through a common understanding of the vocabulary used in quality management;
——organizations performing conformity assessments against the requirements of GB/T 19001;
——providers of training, assessment or advice in quality management;
——developers of related standards.
This standard specifies the terms and definitions that apply to all quality management and quality management system standards developed by SAC/TC 151.
2 Fundamental concepts and quality management principles
2.1 General
The quality management concepts and principles described in this standard give the organization the capacity to meet challenges presented by an environment that is profoundly different from recent decades. The context in which an organization works today is characterized by accelerated change, globalization of markets and the emergence of knowledge as a principal resource. The impact of quality extends beyond customer satisfaction: it can also have a direct impact on the organization’s reputation.
Society has become better educated and more demanding, making interested parties increasingly more influential. By providing fundamental concepts and principles to be used in the development of a quality management system (QMS), this standard provides a way of thinking about the organization more broadly.
All concepts, principles and their interrelationships shall be seen as a whole and not in isolation of each other. No individual concept or principle is more important than another. At any one time, finding the right balance in application is critical.
2.2 Fundamental concepts
2.2.1 Quality
An organization focused on quality promotes a culture that results in the behaviour, attitudes, activities and processes that deliver value through fulfilling the needs and expectations of customers and other relevant interested parties.
The quality of an organization’s products and services is determined by the ability to satisfy customers and the intended and unintended impact on relevant interested parties.
The quality of products and services includes not only their intended function and performance, but also their perceived value and benefit to the customer.
2.2.2 Quality management system
A QMS comprises activities by which the organization identifies its objectives and determines the processes and resources required to achieve desired results.
The QMS manages the interacting processes and resources required to provide value and realize results for relevant interested parties.
The QMS enables top management to optimize the use of resources considering the long and short term consequences of their decision.
A QMS provides the means to identify actions to address intended and unintended consequences in providing products and services.
2.2.3 Context of an organization
Understanding the context of the organization is a process. This process determines factors which influence the organization’s purpose, objectives and sustainability. It considers internal factors such as values, culture, knowledge and performance of the organization. It also considers external factors such as legal, technological, competitive, market, cultural, social and economic environments.
Examples of the ways in which an organization’s purpose can be expressed include its vision, mission, policies and objectives.
2.2.4 Interested parties
The concept of interested parties extends beyond a focus solely on the customer. It is important to consider all relevant interested parties.
Part of the process for understanding the context of the organization is to identify its interested parties. The relevant interested parties are those that provide significant risk to organizational sustainability if their needs and expectations are not met. Organizations define what results are necessary to deliver to those relevant interested parties to reduce that risk.
Organizations attract, capture and retain the support of the relevant interested parties they depend upon for their success.
2.2.5 Support
2.2.5.1 General
Top management support of the QMS and engagement of people enables:
——provision of adequate human and other resources;
——monitoring processes and results;
——determining and evaluating of risks and opportunities;
——implementing appropriate actions.
Responsible acquisition, deployment, maintenance, enhancement and disposal of resources support the organization in achieving its objectives.
2.2.5.2 People
People are essential resources within the organization. The performance of the organization is dependent upon how people behave within the system in which they work.
Within an organization, people become engaged and aligned through a common understanding of the quality policy and the organization’s desired results.
2.2.5.3 Competence
A QMS is most effective when all employees understand and apply the skills, training, education and experience needed to perform their roles and responsibilities. It is the responsibility of top management to provide opportunities for people to develop these necessary competencies.
2.2.5.4 Awareness
Awareness is attained when people understand their responsibilities and how their actions contribute to the achievement of the organization’s objectives.
2.2.5.5 Communication
Planned and effective internal (i.e. throughout the organization) and external (i.e. with relevant interested parties) communication enhances people’s engagement and increased understanding of:
——the context of the organization;
——the needs and expectations of customers and other relevant interested parties;
——the QMS.
2.3 Quality management principles
2.3.1 Customer focus
2.3.1.1 Statement
The primary focus of quality management is to meet customer requirements and to strive to exceed customer expectations.
2.3.1.2 Rationale
Sustained success is achieved when an organization attracts and retains the confidence of customers and other relevant interested parties. Every aspect of customer interaction provides an opportunity to create more value for the customer. Understanding current and future needs of customers and other interested parties contributes to the sustained success of the organization.
2.3.1.3 Key benefits
Some potential key benefits are:
——increased customer value;
——increased customer satisfaction;
——improved customer loyalty;
——enhanced repeat business;
——enhanced reputation of the organization;
——expanded customer base;
——increased revenue and market share.
2.3.1.4 Possible actions
Possible actions include:
——recognize direct and indirect customers as those who receive value from the organization;
——understand customers’ current and future needs and expectations;
——link the organization’s objectives to customer needs and expectations;
——communicate customer needs and expectations throughout the organization;
——plan, design, develop, produce, deliver and support products and services to meet customer needs and expectations;
——measure and monitor customer satisfaction and take appropriate actions;
——determine and take action on relevant interested parties’ needs and appropriate expectations that can affect customer satisfaction;
——actively manage relationships with customers to achieve sustained success.
2.3.2 Leadership
2.3.2.1 Statement
Leaders at all levels establish unity of purpose and direction and create conditions in which people are engaged in achieving the organization’s quality objectives.
2.3.2.2 Rationale
Creation of unity of purpose and the direction and engagement of people enable an organization to align its strategies, policies, processes and resources to achieve its objectives.
2.3.2.3 Key benefits
Some potential key benefits are:
——increased effectiveness and efficiency in meeting the organization’s quality objectives;
——better coordination of the organization’s processes;
——improved communication between levels and functions of the organization;
——development and improvement of the capability of the organization and its people to deliver desired results.
2.3.2.4 Possible actions
Possible actions include:
——communicate the organization’s mission, vision, strategy, policies and processes throughout the organization;
——create and sustain shared values, fairness and ethical models for behaviour at all levels of the organization;
——establish a culture of trust and integrity;
——encourage an organization-wide commitment to quality;
——ensure that leaders at all levels are positive examples to people in the organization;
——provide people with the required resources, training and authority to act with accountability;
——inspire, encourage and recognize the contribution of people.
2.3.3 Engagement of people
2.3.3.1 Statement
Competent, empowered and engaged people at all levels throughout the organization are essential to enhance the organization’s capability to create and deliver value.
2.3.3.2 Rationale
In order to manage an organization effectively and efficiently, it is important to respect and involve all people at all levels. Recognition, empowerment and enhancement of competence facilitate the engagement of people in achieving the organization’s quality objectives.
Contents of GB/T 19000-2016
Foreword i
Introduction iii
1 Scope
2 Fundamental concepts and quality management principles
2.1 General
2.2 Fundamental concepts
2.2.1 Quality
2.2.2 Quality management system
2.2.3 Context of an organization
2.2.4 Interested parties
2.2.5 Support
2.3 Quality management principles
2.3.1 Customer focus
2.3.2 Leadership
2.3.3 Engagement of people
2.3.4 Process approach
2.3.5 Improvement
2.3.6 Evidence-based decision making
2.3.7 Relationship management
2.4 Developing the QMS using fundamental concepts and principles
2.4.1 QMS model
2.4.2 Development of a QMS
2.4.3 QMS standards, other management systems and excellence models
3 Terms and definitions
3.1 Terms related to person or people
3.2 Terms related to organization
3.3 Terms related to activity
3.4 Terms related to process
3.5 Terms related to system
3.6 Terms related to requirement
3.7 Terms related to result
3.8 Terms related to data, information and document
3.9 Terms related to customer
3.10 Terms related to characteristic
3.11 Terms related to determination
3.12 Terms related to action
3.13 Terms related to audit
Annex A (Informative) Concept relationships and their graphical representation
Bibliography
Index
