The principle of quality management is the theoretical basis for the establishment of the ISO9001 quality management system standard, and the new version of the standard continues to use this model. These quality management principles were re-evaluated in this revision of the standard, incorporating one of these principles, the "systems approach to management", into the process approach. Therefore, the 8 quality management principles applied in the 2008 edition have now become 7 quality management principles. which is:

In terms of name and order, these quality management principles have not changed significantly. But in fact, a new interpretation of the connotation of each quality management principle has been carried out, including amendments and additions to the past, as well as some new expressions.

Compared with the brief description of quality management principles in the old version of the standard, ISO9000:2015 is more detailed, specific and practical for each quality management principle. Each quality management principle is articulated in the following four areas:

1) Brief description

2) Basic Principles

3) Key benefits

4) Typical measures

The theories, basic intentions, and how to implement these quality management principles are described in detail. It takes so much effort to explain these principles and their importance to QMS. This is of great help for us to understand, apply and effectively implement ISO9001, even in other management fields. It is recommended that everyone should seriously study and deeply understand these 7 quality management principles.

(1) Focus on customers. Welcome to inquire: Miss Luo 13798904733

1) Brief description

The primary focus of quality management is to meet customer requirements and strive to exceed customer expectations.

2) Theoretical basis

Organizations can only achieve sustained success by earning the trust of their customers and other interested parties. Every aspect of interaction with customers provides an opportunity to create more value for customers. Understanding the current and future needs of customers and other interested parties contributes to the continued success of the organization.

3) Benefits

The potential benefits are:

— increase customer value;

— improve customer satisfaction;

- increase customer loyalty;

— increase repetitive business;

— improve the reputation of the organization;

— expanding customer base;

— Increase revenue and market share.

4) Activities that can be carried out

Possible activities include:

— Know the direct and indirect customers who derive value from the organization;

— Understand the current and future needs and expectations of customers;

— linking the organization’s objectives to customer needs and expectations;

— Communicate customer needs and expectations throughout the organization;

— planning, designing, developing, producing, delivering and supporting products and services to meet customer needs and expectations;

— measure and monitor customer satisfaction and take appropriate action;

— identifying and taking action on the needs and expectations of interested parties that may affect customer satisfaction;

— Actively manage relationships with customers to achieve sustained success.

(2) Leadership

1) Brief description

Leaders at all levels establish a unified purpose and direction, and create conditions for full participation in order to achieve the organization's quality goals.

2) Theoretical basis

Aligned purpose and direction, and full participation, enables an organization to align strategies, policies, processes, and resources to achieve its goals.

3) Benefits

The potential benefits are:

— improve the effectiveness and efficiency of achieving the organization’s quality objectives;

— the organization’s processes are more coordinated;

— Improve communication at all levels and functions of the organization;

— Develop and enhance the capabilities of the organization and its people to achieve desired results.

4) Activities that can be carried out

Possible activities include:

— Communicate across the organization its mission, vision, strategy, policies and processes;

— create and maintain shared values and fair and ethical behavior patterns at all levels of the organization;

— foster a culture of integrity and integrity;

— encouraging an organization-wide commitment to quality;

— Ensuring that leaders at all levels become practical role models among the people of the organization;

— provide people with the resources, training and authority they need to perform their duties;

— Motivate, encourage and recognize employee contributions.

(3) Full participation

1) Brief description

The competency, empowerment and participation of people at all levels throughout the organization is necessary to improve the organization's ability to create and deliver value.

2) Theoretical basis

In order to manage an organization effectively and efficiently, it is extremely important that people at all levels are respected and involved. Promotes full participation in the achievement of the organization's quality objectives through recognition, empowerment and empowerment.

3) Benefits

The potential benefits are:

— Through the deep understanding of the quality objectives and the stimulation of the internal motivation of the people in the organization to achieve their objectives;

— increasing the level of human involvement in improvement activities;

— promote personal development, initiative and creativity;

— Improve employee satisfaction;

— enhance trust and collaboration across the organization;

— Promote a focus on shared values and culture across the organization.

4) Activities that can be carried out

Possible activities include:

— Communicate with employees to increase their awareness of the importance of individual contributions;

— promote collaboration across the organization;

— promote open discussion and sharing of knowledge and experience;

— Let employees identify constraints at work and participate actively without hesitation;

— Appreciate and recognize the contribution, research spirit and progress of employees;

— self-assessment of performance against individual goals;

— conduct surveys to assess employee satisfaction and communication results, and take appropriate action;

(4) Process method

1) Brief description

When activities are managed as a system of interrelated functional coherent processes, it is more effective and efficient to consistently achieve the desired results.

2) Theoretical basis

A quality management system consists of interrelated processes. Understanding how systems produce results enables an organization to improve its systems and performance as much as possible.

3) Benefits

The potential benefits are:

— increased ability to focus on key processes and opportunities for improvement;

— Through a coordinated system of processes, the expected results are always achieved.

- Through the effective management of the process, the efficient use of resources and the reduction of functional cross-barriers, improve its performance as much as possible.

— Enables the organization to provide stakeholders with confidence in its consistency, effectiveness and efficiency.

4) Activities that can be carried out

Possible activities include:

— determine what the system and processes need to achieve;

— defining responsibilities, authorities and obligations for the management process;

— understanding the organization’s capabilities and pre-determining resource constraints;

— Identify process interdependencies and analyze the impact of changes to individual processes on the system as a whole;

— Manage system processes and their interrelationships to effectively and efficiently achieve the organization’s quality objectives;

— ensuring that necessary information for process operation and improvement is obtained, and monitoring, analyzing and evaluating the performance of the entire system;

— Manage risks that can affect process outputs and the overall results of the quality management system.

(5) Improvement

1 Brief description

Successful organizations are always committed to continuous improvement.

2 Theoretical basis

Improvement is necessary for the organization to maintain current performance levels, to respond to changes in its internal and external conditions, and to create new opportunities.

3 Benefits

The potential benefits are:

— improving process performance, organizational capability and customer satisfaction;

— increased focus on investigation and determination of underlying causes and subsequent preventive and corrective actions;

- Improve the ability to predict and respond to internal and external risks and opportunities

— increased consideration of growth and breakthrough improvements;

— improvement through reinforcement learning;

—— Increase the impetus for reform.

4 Activities that can be carried out

Possible activities include:

— promote the establishment of improvement objectives at all levels of the organization;

— Train employees at all levels to understand how to apply basic tools and methods to achieve improvement goals;

— ensuring that employees have the ability to successfully develop and complete improvement projects;

— developing and deploying improvement projects implemented throughout the organization;

— tracking, reviewing and auditing the planning, implementation, completion and results of improvement projects;

— taking into account new product developments or changes to products, services and processes into improvements;

- Appreciation and recognition of improvements.

(6) Evidence-based decision-making

1) Brief description

Decisions based on analysis and evaluation of data and information are more likely to produce desired outcomes.

2) Theoretical basis

Decision-making is a complex process and always involves some uncertainty. It often involves multiple types and sources of input and its interpretation, which can be subjective. It is important to understand causality and potential unintended consequences. Analysis of facts, evidence and data can lead to more objective and therefore more confident decisions.

3) Benefits

The potential benefits are:

— improving the decision-making process;

— improving assessment of process performance and ability to achieve objectives;

— improving the effectiveness and efficiency of operations;

— increased ability to review, challenge and change opinions and decisions;

— Increased ability to demonstrate the effectiveness of past decisions.

4) Activities that can be carried out

Possible activities include;

— identifying, measuring and monitoring key indicators that demonstrate organizational performance;

— enable relevant personnel to obtain all the data they need;

— ensuring that data and information are sufficiently accurate, reliable and secure;

— use appropriate methods to analyze and evaluate data and information;

— ensuring that personnel are competent for the data required for analysis and evaluation;

— Make decisions and take action based on evidence, weighing experience and intuition.

(7) Relationship management Welcome to inquire: Miss Luo 13798904733

1) Brief description

For continued success, organizations need to manage their relationships with stakeholders such as suppliers.

2) Theoretical basis

Stakeholders influence the performance of an organization. The organization manages its relationships with all interested parties to maximize their role in organizational performance. The management of the network of suppliers and partners is very important.

3) Benefits

The potential benefits are:

— Improve the performance of the organization and its stakeholders by responding to each stakeholder-related opportunity and constraint

— a common understanding of goals and values with interested parties;

— increasing the ability to create value for interested parties by sharing resources and capabilities, and managing quality-related risks;

— A managed supply chain that enables a steady flow of products and services.

4) Activities that can be carried out

Possible activities include:

— determine the relationship between the organization and relevant parties (e.g. suppliers, partners, customers, investors, employees or society as a whole);

— identifying the relationships of interested parties that need to be managed with priority;

— establishing a relationship that weighs short-term benefits against long-term considerations;

— collect and share information, expertise and resources with interested parties;

— where appropriate, measure performance and report to interested parties to increase the initiative for improvement;

— developing and improving activities with suppliers, partners and other interested parties;

— Encourage and recognize improvements and achievements of suppliers and partners. Welcome to inquire: Miss Luo 13798904733