Context of the Organization-ISO 9001:2015 Clause 4 Definition As per ISO 9000, the definitio definition n of Context of the Organiz Organization ation is “ business “, “combination of internal and external factors and conditions that can have environment “, an effect on an organization’s approach to its products, services and investments and interested intere sted Parti Parties es“. The note states that this concept of Context of Organization is equa eq uall ll app applic lica! a!le le to "o "ott fo forr pro profit fit or organ ganiz izati ation on,, pu pu!li !lic c se ser#i r#ice ce org organ aniza izatio tion n an and d go#e go #ern$ rn$ent ental al or orga ganiz nizat ation ion.. Also in nor nor$al $al lan langu guag age e thi this s co conc ncept ept is als also o %no %no&n &n as !usiness en#iron$ent, organizational en#iron$ent or ecosste$ of an organization.
Introduction: The i$ple$entation i$ple$entation of '(S should !e the strategic strategic decision of the organization organization and is influenced ! the context of the organisation and the changes in that context. The changes in the context can !e &ith respect to its specific o!)ecti#es, the ris%s associated &ith its context and o!)ecti#es, the needs and expectations of its custo$ers and other rele#an rele #antt inte interest rested ed part parties, ies, the prod products ucts and ser ser#ice #ices s it pro# pro#ides ides,, the co$p co$plexi lexit t of proce pro cess sses es it e$p e$plo los s an and d the their ir int inter eract action ions, s, th the e co co$pe $pete tenc nce e of pe pers rsons ons &i &ithi thin n or &or%ing &or %ing on !eh !ehalf alf of the organizatio organization n and its size and orga organiza nization tional al stru structur cture.T e.The he context of of an organization organization &ill &ill include internal factors factors such such as organizationa organizationall culture, and external factors such as the socio*econo$ic conditions under &hich it operates.The scope of ISO +IS 900-0/ states that organization organization needs to de$onstrate de$onstrate its a!ilit to consistentl consist entl pro#ide products and ser#ices that $eet custo$er and applica applica!le !le statutor and regulator require$ents and ai$s to enhance custo$er satisfaction. An interested part &hich is not rele#ant to the qualit $anage$ent sste$ need not !e considered and si$ilarl an require$ent of the interested part not rele#ant to the qualit $anage$ent sste$ need not !e considered. +eter$ining &hat is rele#ant or not rele#ant is dependent on &hether or not it has an i$pact on the organizations a!ilit to co cons nsist isten entl tl pro pro#i #ide de pro produc ducts ts an and d se ser#i r#ice ces s tha thatt $ee $eett cu cust sto$e o$err an and d ap appli plica ca!le !le statutor and regulator require$ents or the organizations ai$ to enhance custo$er sati sa tisf sfac acti tion on.. Th The e or orga gani niza zati tion on ca can n de deci cide de to de dete ter$ r$in ine e ad addi diti tion onal al ne need eds s an and d expectations that &ill $eet its qualit o!)ecti#es. 1o&e#er, it is at the organizations discretion &hether or not to accept additional require$ents to satisf interested parties !eond &hat &hat is required ! this Standard.
here are a ne! clause relating to the context of the organization"
Clause 4 Context of the organization This clauses require the organization to deter$ine the issues and require$ents that can i$pact on the planning of the qualit $anage$ent sste$. Interested parties cannot go !eond the scope of ISO 900.There 900.There is no require$ent to go !eond interested interested parties that th at ar are e re rele le#a #ant nt to th the e qu qual alit it $a $ana nage ge$e $ent nt s sst ste$ e$.. Co Cons nsid ider er i$ i$pa pact ct on th the e organizations a!ilit to consistentl pro#ide products and ser#ices that $eet custo$er and appl applica! ica!le le stat statutor utor and regu regulato lator r requ require$e ire$ents nts or the org organiz anizati ations ons ai$ to enha en hanc nce e cu cust sto$ o$er er sa sati tisf sfac acti tion on.. Or Orga gani niza zati tion ons s ca can n go !e !e on ond d th the e $i $ini ni$u $u$ $ require$ents require $ents to deter$in deter$ine e additional needs and expect expectations ations for interested parties that &ould not !e “rele#ant2 at the discretion of organization and should !e clear in qualit $anage$ent sste$. The “Context of Organization2 clause has four su! clauses ie
Clause 4#1 $nderstanding the Organization and its context
Clause 4#2 $nderstanding the needs and ex%ectations of interested %arties
Clause 4#& Deter'ining the sco%e of the (ualit) (ualit) 'anage'ent s)ste'
Clause 4#4 *ualit) 'anage'ent s)ste' s)ste ' and its %roces %rocesses ses
Clause 4#1 $nderstanding the Organization and its context The or The orga gani niza zati tion on sh shou ould ld de dete term rmin ine e ex exte tern rnal al an and d in inte tern rnal al is issu sues es fo forr th the e organi org anizati zation on rel relevan evantt to its pur purpos pose, e, stra strategi tegic c pla planni nning ng and whi which ch aff affect ect the organization’s ability to achieve its objectives . The Organization should monitor and rev review iew the inf inform ormati ation on abo about ut exte externa rnall and int intern ernal al iss issues ues.. Man Manage agemen ment t eview re!uired the monitoring of external and internal issues. The organization must consider issues related to values, culture "nowledge and performance of the org organi anizat zation ion for und underst erstand anding ing of int interna ernall iss issues. ues. The org organi anizati zation on mus must t consider issues related to arising from legal, technological, competitive, mar"et, cultura cul tural, l, soc social ial,, and eco econom nomic ic env enviro ironme nments nts,, whe whether ther int interna ernatio tional nal,, nati nationa onal, l, regional or local for understanding of external context. #or considering internal context as well as external factors both positive as well as negative factors must be considered.
An organizations context in#ol#es its “operating en#iron$ent.2 The context $ust !e deter$ined !oth &ithin the organization and external to the organization. It is i$portant to understand the unique context of an organization !efore starting the strategic planning.To esta!lish the context $eans to define the external and internal factors that the organizations $ust consider &hen the $anage ris%s. An organizations external context includes its outside sta%eholders, its local operating en#iron$ent, as &ell as an external factors that influence the selection of its o!)ecti#es 3goals and targets4 or its a!ilit to $eet its goals. An organizations internal context includes its interested parties, its approach to go#ernance, its contractual relationships &ith its custo$ers, and its capa!ilities and culture.An organizations internal context is the internal en#iron$ent &ithin &hich the organization see%s to achie#e its sustaina!ilit goals. The internal context $a include,
5roduct and ser#ice offerings
6o#ernance, organizational structure, roles, and accounta!ilit
7egulator require$ents
5olicies and goals, and the strategies that are in place to achie#e the$,
Assets 3e.g., facilities, propert, equip$ent and technolog4 Capa!ilities, understood in ter$s of resources and %no&ledge 3e.g., capital, ti$e, people, processes, sste$s, and technologies4 Infor$ation sste$s, infor$ation flo&s, and decision*$a%ing processes 3!oth for$al and infor$al4 7elationships of the staff8#olunteers8$e$!ers and the perceptions and #alues of their internal sta%eholders including suppliers and partners
Organizations culture
Standards, guidelines, and $odels adopted ! the organization and
or$ and extent of the organizations contractual relationships.
Internal context can also !e defined as anthing &ithin the organization that $a influence the &a in &hich the organization $anages its internal ris%s. Once the internal context is understood, one can conduct the $acro*en#iron$ental external analsis using “5:ST2 3political, econo$ic, social and technological4 analsis.This analsis deter$ines &hich factors are can influence ho& the organization operates. The organization cannot control these factors, !ut the $ust see% to adapt to the$. The 5:ST factors can !e classified as opportunities and threats in a S;OT 3strengths,
&ea%nesses, opportunities and threats4 analsis. Alternati#el, so$e organizations $ight use 5orters “i#e orces (odel.2 These $ethods are used to re#ie& a strateg or position or direction of an organization. Co$pleting a pest analsis is si$ple and helps the indi#iduals in#ol#ed in the organization to understand and find &as to deal &ith the context. Political Factors
Economic Factors
Ecological/Environmental Issues
National economies and trends
Current legislation
General taxation issues
Anticipated future legislation
Taxation to activities, products, services
International legislation (global influences)
easonalit! or ot"er #eat"er issues
$egulator! bodies and processes
%ar&et and trade c!cles
Government policies, terms and c"ange
pecific sector factors
'unding, grants, and initiatives
Customer/enduser drivers
%ar&et lobb!ing groups
Interest and exc"ange rates
ars and conflicts
International trade and monetar! issues
Social Factors
Technology Factors
*ifest!le trends
Competing tec"nolog! development
+emograp"ics
Associated/+ependent tec"nologies
Consumer attitudes and opinions
$eplacement tec"nolog!/olutions
%edia vie#s
%aturit! of Tec"nolog!
*a# c"anges affecting social be"aviors
Information and communications
Image of t"e organiation
Consumer bu!ing mec"anisms
Consumer bu!ing patterns
Tec"nolog! legislation
'as"ion and role models
Innovation potential
%a-or events and influences
Tec"nolog! access, licensing, patents
.u!ing access and trends
Intellectual propert! issues
Et"nic/$eligious factors
Global communication
Advertising and publicit!
ocial media use
Et"ical issues
%aturit! of organiations products/ services
+xa'%le of ,+S nal)sis
+xa'%le ,orter.s /ie orces odel#3
Although organizations cannot control $acro*en#iron$ent factors the need to $anage the$ to their ad#antage. The also need to protect the$sel#es fro$ 5:ST factors &hich $a increase operational costs or affect their reputation. The external contexts $icro* en#iron$ent consists of the organizations i$$ediate operations and ho& the affect its perfor$ance and decision*$a%ing. These factors ha#e a direct i$pact on the success of the organization. It is i$portant to ha#e a full analsis of the $icor*en#iron$ent !efore $o#ing to strateg de#elop$ent. 1ere are so$e of the $icro*en#iron$ental context factors.
Custo'ers: Organizations $ust attract and retain custo$ers ! offering products ser#ices that $eet their needs along &ith pro#iding excellent custo$er ser#ice +'%lo)ees: There $ust !e a#aila!ilit of people &ith the $oti#ation to re$ain as contri!uting $e$!ers of the organization and de#elop the s%ills necessar to pro#ide a co$petiti#e edge Su%%liers: Suppliers pro#ide organizations &ith the resources the need to carr out their
acti#ities. If a supplier pro#ides !ad ser#ice, this affects the &a the organization operates. Close supplier relationships are an effecti#e &a to re$ain co$petiti#e and secure the resources needed
Inestors: All organizations require in#est$ent to gro&. The $a !orro& the $one fro$ a !an% or ha#e people in#est in their &or%. 7elationships &ith in#estors need to !e $anaged carefull as pro!le$s can detri$entall affect the long*ter$ success of the organization edia: 5ositi#e $edia attention can !ring success to the organization ! $aintaining its reputational strength. (anaging the $edia 3including the presence in social $edia4 is a challenge. Co'%etitors:
(e$!ers of the organization need to ha#e a sense of !elonging. Can the organization offer !enefits that are !etter than those offered ! the co$petitors< Is there a strong #alue proposition< Co$petitor analsis and $onitoring is crucial if an organization is to $aintain or i$pro#e its position in the co$petiti#e landscape of the co$$unit. The organization $ust al&as !e a&are of its co$petitors acti#ities. The landscape can change quic%l. As in the case of the $acro*en#iron$ental context, the organization cannot al&as control its $icro*en#iron$ent factors. =ut the $ust !e carefull $anaged together and &ith the internal context understanding. =oth internal and external context can ha#e influence o#er the organization. Custo$er pressures and co$plaints can force organizations to change #arious policies such as product returns and custo$er and technical support. Technological changes can pro#ide ne& and $ore effecti#e &as to handle co$$unications, operations, shipping and logistics. Cultural and religious differences $a hinder product or ser#ice entr into certain countries. 6o#ern$ents regulator and trade policies can pla a significant role in deter$ining ho& !usinesses operate, especiall in regard to international trade, taxation, and regulations. The $edia, including social $edia, can ha#e a huge i$pact on a co$pans i$age and pu!lic relations. A !ad ne&s #ideo or ne&s report can go #iral prett fast, and if our organization doesnt pro#ide an accepta!le response, the negati#e pu!licit and effects can last a long ti$e. Sociological forces often dri#e &hat, &here and ho& consu$ers !u product and ser#ices. There is an increasing trend in the nu$!er of consu$ers purchasing products online and reading re#ie&s !efore $a%ing a purchase. The $ultinational and $ulticultural trend in &or%force co$position can cause significant changes in hiring and retention of co$petent hu$an resources. If the response to these situations is unplanned, &ea% or unti$el, it $ight ha#e a dra$atic i$pact on the future of the !usiness > loss of custo$ers, serious production interruption or disruption, per$anent loss of organizational %no&ledge, e#en loss or !an%ruptc of the !usiness. Contextual issues can ha#e a positi#e i$pact, as it $a present opportunities
such as ne&, i$pro#ed or increased a#aila!ilit of pre#iousl scarce resources, opening up of or access to ne& $ar%ets, a#aila!ilit of ne& technologies leading to reduced costs, i$pro#ed product qualit, ser#ices and operational efficienc. (an of these contextual issues can !e #ie&ed as #aria!les so$e changing faster, others slo&er, depending on &hether the organization is fast paced and leading edge or in a sta!le or $ature industr. Therefore #aria!ilit in these issues depicts uncertaint a!out their future !eha#iour. Such uncertaint can !e quite di#erse, co$plex and at ti$es highl unpredicta!le. This presents a dile$$a to organizations in ter$s of trac%ing and adapting to changes in these issues. This uncertaint introduces the need for understanding and use of ris% e#aluation, $itigation and $anage$ent. Thus each organizational contextual issue &ill ha#e its o&n specific set of uncertainties &ith different le#els of co$plexit and ris% and the need for specific controls to $itigate or eli$inate the ris%. +xa'%le internal issues could include" ut are not li'ited to:
Structure of the organization ? li$ited flexi!ilit &hen dealing &ith #aring de$ands oles !ithin the organization ? 7igid, personnel &illing to adopt to de$ands< ailailit) of reliale (ualified and co'%etent !or6 force ? #er good 3positi#e4
Stailit) of !or6force > ;age !ench$ar%ing is not consistent &ith co$petitors
Staff retention ? #er high 3positi#e4
I'%act of unionization > @ncordial
Staff co'%etenc) leels > high3positi#e4
Contractual arrange'ents !ith custo'er *!eneficial
,a)'ent ter's fro' custo'ers- high credit
Solenc) of custo'ers *etc
+x%ansion of custo'er ase-etc
Oerall strength of usiness to su%%ort funding needs *etc
elationshi% !ith inestors # *etc
Credit ter's aailale # *etc
Serice leel agree'ents !ith custo'ers *etc
Culture !ithin the organization *etc
+xa'%le external issues could include" ut are not li'ited to:
,olitical" econo'ic" social" technological" legal and regulator) ? a&s changing ,affecting product confor$it, $ini$u$ &age changing, e#olutions in $ore efficient $achiner affecting price O%erating ,er'its eco'ing tighter on e'ission leels ? technolog de$ands
Oerall econo'ic %erfor'ance in the countr) ? a!o#e :@ nor$ 3positi#e4
Co'%etitie eniron'ent ? o#erall lo&*cost of entr in to the $ar%et
+cono'ic %lans for future *etc
he nature and i'%act of econo') on 'ar6et *etc
Custo'er de'ogra%hic *etc
7eneral leels of consu'er confidence *etc
Custo'er ex%ectation *etc
Standardization and certification !ithin the industr) *etc
egulation !ithin the industr) generall) *etc
rade associations and lo)ing %o!ers *etc
I'%act on neighors# *etc
Clause 4#2 $nderstanding the needs and ex%ectations of interested %arties The organization shall determine relevant interested parties and relevant re!uirements of relevant interested parties. elevant interested parties to be considered are those that could affect or potentially affect the organization’s ability to constantly provide products and services that meet customer and applicable statutory and regulatory re!uirements. Monitor and review information related to interested parties and relevant re!uirements.
irstl, the organization &ill need to deter$ine external and internal issues that are rele#ant to its purpose, i.e. &hat are the rele#ant issues, !oth inside and out, that ha#e an i$pact on &hat the organization does, that &ould affect its a!ilit to achie#e the intended outco$e3s4 of its $anage$ent sste$. It should !e noted that the ter$ Bissue co#ers not onl pro!le$s, &hich &ould ha#e !een the su!)ect of pre#enti#e action in pre#ious standards, !ut also i$portant topics for the $anage$ent sste$ to address, such as an $ar%et assurance and go#ernance goals that the organization $ight set for its $anage$ent sste$. "ext the organization has to deter$ine rele#ant interested parties and rele#ant require$ents of rele#ant interested parties. An interested part is a person or organization that can affect, !e affected !, or percei#e the$sel#es to !e affected ! a decision or acti#it thats &ithin the scope of the $anage$ent sste$. There &ill !e those external interested parties that i$pose specific legal, regulator or contractual require$ents in an organization. There $a also !e require$ents specified ! internal interested parties, for exa$ple $anage$ent and staff 3per$anent and te$porar4. Tpicall these &ould include
Shareholders
O&ners
(anage$ent
:$ploees
Trade unions
Suppliers
5artners
Client
6o#ern$ent agencies
(edia
Societ
an other person or organization interested in the organization
There is no require$ent in this International Standard for the organization to consider interested parties &hich ha#e !een deter$ined ! the organization not to !e rele#ant to its qualit $anage$ent sste$. Si$ilarl, there is no require$ent to address a particular require$ent of a rele#ant interested part if the organization considers that
the require$ent is not rele#ant. +eter$ining &hat is rele#ant or not rele#ant is dependent on &hether or not it has an i$pact on the organizations a!ilit to consistentl pro#ide products and ser#ices that $eet custo$er and applica!le statutor and regulator require$ents or the organizations ai$ to enhance custo$er satisfaction. The organization can decide to deter$ine additional needs and expectations that &ill assist it to $eet its qualit o!)ecti#es. 1o&e#er, it is at the organizations discretion &hether or not to accept additional require$ents to satisf interested parties !eond &hat is required ! this International Standard. INTERESTED PARTIES
REQUIREMENTS
Executive .oard
Good financial performance, legal compliance/avoidance of fines
*ocal residents
No complaints relating to 0 noise, par&ing, "ealt" and safet!, pollution, #aste, emplo!ment
*a# enforcers/ $egulators
Identification of applicable statutor! and regulator! re1uirements for t"e products and services provided, understanding of t"e re1uirements, application #it"in t"e 2%, and update/ maintenance of t"em
Customers
3alue for mone!, "ig" 1ualit!, expectations for design innovation, on time, lo#cost, 1uic& response, installation expertise, "ealt" and safet!/E%
.an&/'inance
Good financial performance
Emplo!ees
4rofessional development, prompt pa!ment "ealt" and safet!, #or&/ life balance, emplo!ment securit!
Insurers
No claims/prompt pa!ment/ris& management
External providers
4rompt pa!ment, "ealt" and safet!, #or& relations"ip
Trade 5nions
Compliance (emplo!ment la#)
One tool &hich can !e used for deter$ining the rele#ant require$ent of rele#ant interested parties is Sta%eholder analsis
Example of ta&e"older anal!sis
Clause 4#& Deter'ining the sco%e of the (ualit) 'anage'ent s)ste' The organization must establish scope of the !uality management system by determining the boundaries and applicability of the !uality management system. $hile determining the scope the organization must consider the internal and external issues determined in %.&.,the re!uirements of relevant interested parties in %.'. and the products and services of the organization. e!uirements from this (nternational standards that can be applied by the organization shall be applied within the scope of the )M*. e!uirements from this (nternational standards that cannot be applied by the organization and which does not affect the organization’s ability or responsibility to provide product and services that meet the conformity of its product and services and enhancement of the customer satisfaction. The organization must ma"e available the scope and must maintain scope as documented information stating the +roducts and services covered by the )M* and any ustification where a re!uirement of this (nternational standard cannot be applied.
n exa'%le of ho! a sco%e could e deried Organization.s %ur%ose and strategic direction ,ur%ose:
“ As one of India’s leading Data Communications manufacturers, installers and onsite managed service providers of fiber optic cabling for Information !echnolog" connectivit"#$ as %ell as installer and on-site managed service provider of copper cabling and I! cabinets& our reason for 'being’ is a combination of our vision, mission, and values(“ 8hat is our ision
“!o become the most trusted manufacturer, installer and service provider of fiber optic)copper cabling I! cabling# and I! cabinets %ithin India and *urope( “ 8hat is our 'ission
“!o expand our operations b" Consistentl" meeting customers expectations, and our legal re+uirements, %hich includes the enhancement of customer satisfaction through the effective application of our processes for continual improvement( “ 8hat are our alues
“ustainable business practices including$ corporate social responsibilit" social, economical and environmental#, responsible governance, and e+ual opportunit" are all expected values %ithin our organization( !hese are reenforced through sustainable ethics and %or.force integrit" throughout all business operations( Co-operation and collaboration are expected norms %ithin the organization’s management, %ith recognition provided for all through regular appraisals( /e encourage and embrace an" values %hich enforce the behaviors that emplo"ees cherish( “ Strategic Direction:
“!o open t%o ne% offices in India, and one ne% office in 0erman", and pain this "ear( !o implement and gain accredited certification to I1 2334 and I1 45334 in these ne% offices, %ithin a "ear of the offices opening( !o emplo" a motivated %or.force that %ill embrace the organization’s values, and complement the co-operation and collaboration needed to achieve the effective application of our processes for continual improvement( “
2# Organization.s intended results; of its *S
ro' the Sco%e of the Standard:
!o demonstrate its abilit" to consistentl" provide products and services that meet customer and applicable regulator" re+uirements !o enhance customer satisfaction through the$
*ffective application of the 67
Processes for continual improvement of the 67
Assurance of conformit" to customer and applicable statutor" and regulator" re+uirements
S%eci
8eduction in %aste, during manufacturing, through reduced re9ects, effective corrective action and improvements in process understanding and compliance !o assist in the creation of an effective .no%ledge database for the consistent provision of product and service, and for business continuit" purposes
+xternal issues
Contractual arrangements : generall" %ithin the sector
Competitive environment : overall lo% cost of entr" into the mar.et
;egislation, e(g( emplo"ment of non-nationals
8egulation %ithin the industr" generall"
1verall competition %ithin the recruitment sector
1verall economic climate in the countr"
Countries environmental re+uirements affecting products and service
!echnolog" advances
tandardization and certification %ithin the industr"
Client consideration of bringing expertise in-house
Client %or.ing environment other trades %or.ing alongside us,
Client configuration changes during installation
8elationships %ith external interested parties
Perceptions)values of external interested parties
/or.force culture %ithin the sector and countr"
Construction dela"s
*xternal inspections)audits
Competitors ceases trading
Availabilit" of ra% materials Po%er cuts in countries Availabilit" of external providers : machiner" maintenance etc(
Internal issues
tructure of the organization
8oles %ithin the organization
Availabilit" of reliable, +ualified and competent %or.force
tabilit" of %or.force
taff retention
taff training levels
*xternal providers competence and availabilit"
Availabilit" and +ualit" of candidates to fulfill our vacancies
Culture %ithin the organization
/or.ing hours
taff morale
Internal politics
0overnance, Policies, ob9ectives
trategies
Capabilities
8esources
0eneral competence
!echnologies
Information s"stems
Decision ma.ing processes
8elationships %ith interested parties
Perceptions)values of interested parties tandards, guidelines and models adopted
Contractual relationships
Potential con=icts
Processes for resolving con=icts
ocial customs
7anagement’s abilities
Priorities
Database s.ills
8oot cause anal"sis abilities
Improvement tools and abilities to appl"
Abilit" to motivate %or.force
Pro9ect management expertise : ne% offices
>nderstanding and experience in implementing I1 2334
Co-operation of %or.force
Interested %arties and releant re(uire'ents
INTERESTED PARTIES
REQUIREMENTS
Executive Board
Good financial performance, legal compliance/avoidance of fines, sustainable, corporate and social responsible with a suitable governance framework
Local residents
Local employment, good reputable employer
INTERESTED PARTIES
REQUIREMENTS
Law enforcers/ Regulators
dentification of applicable statutory and regulatory re!uirements for the products and services provided, understanding of the re!uirements, application within the "#$, and update/ maintenance of them,Legal compliance, prompt responses to investigations and en!uiries
%ustomers
&alue for money, high !uality, expectations for design innovation, on time, low'cost, !uick response, installation expertise, legal compliance
Bank/(inance
Good financial performance and cash flow
Employees
)rofessional development, employment security and good employee working relationships
nsurers
*o claims/prompt payment/risk management
External providers
%lear, unambiguous contracts and scope of works, good working relationship
+rade nions
%ompliance -applicable laws. and good working relationships with management
+roducts and services of the organization
?iber optic cable manufacture : multimode
Configuring )la"out)plans of cable routes %ithin a client building
Installation of I! cabling on client site fiber optic and copper cabling#
Installation of I! cabinets and connect cabling to active I! e+uipments
!est connectivit" and data performance
1n-site configuration management : moves and changes
1n-site net%or. incident management
Provision)management of on-site I! human resource
I! client disaster recover" service and help des.
Deter'ined sco%e !he production, installation and on-site managed service of fiber optic cabling for Information !echnolog" connectivit"#, and the installation and on-site managed service of copper cabling and I! cabinets, at client sites in India, 0erman" and pain( anufacturing sites=Offices:
India 7anufacturing#
0erman" 1ffice#
pain 1ffice#
%%licailit): All clause re+uirements are applicable to the above scope, except$ @( Design and development of products and services#( !his is because the organization does not design its products and services, but produces fiber cable and installs I! cabinets, and cabling along routes# according to established)defined standards and industr" guidance( Clause @( is therefore not applicable to our 6ualit" 7anagement "stem(
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Clause 4#4 *ualit) 'anage'ent s)ste' and its %rocesses Clause 4#4#1 The organization must establish, implement, maintain and continually improve its !uality management system as per the re!uirement of this standards by determining the process needed and its application through out the organization . $hile determining the processes, the organization must determine the inputs re!uired and the outputs expected from these processes, the se!uence and interaction of these processes, The organization must control these processes to ensure its effective operation. The organization must establish the criteria and methods which include monitoring, measurements and other related performance indicators to ensure the effective operation and control of these processes. The organization must determine and ensure the availability of the resources needed for effective operation of these processes.The personnel having authorities and responsibilities for these processes must be identified. -s per clause .&, the organization must determine ris" and opportunities, analysis
them and must ta"e appropriate action to address them.There must be methods for monitoring, measuring, as appropriate, and evaluation of these processes. The organization must ma"e changes in its process if it fails to achieve intended result. The organization must loo" opportunities for improve for these process and for )uality management system as a whole. Clause 4#4#2 The organization shall maintain documented information to the extent necessary to support the operation of processes and retain documented information to the extent necessary to have confidence that the processes are being carried out as planned.
The pri$ar focus of clause .. require$ents is to $anage and control all our '(S processes including processes for operations. '(S includes processes for $anage$ent3leadership4 acti#ities, 5lanning &hich includes ris% assess$ent, support processes 3such pro#ision of resources, co$$unication etc4, Operation, perfor$ance e#aluation and I$pro#e$ent as part of '(S. Clause .. requires the B 5rocess Approach to !e used in defining our '(S. +ocu$entation of '(S processes and the need for and detail of specific process docu$entation is deter$ined ! ISO 900, custo$er, regulator and our o&n organizational require$ents, co$plexit of products and processes, effect on qualit,ris% of custo$er dissatisfaction, econo$ic ris%,effecti#eness and efficienc, co$petence of personnel.Clause .. requires ou to ha#e docu$ents needed to ensure the effecti#e planning, operation and control for '(S processes. =ased on these factors, ou $ust deter$ine &hat processes need to !e docu$ented and ho& ou &ill docu$ent it. "ot all processes need to !e docu$entedD our docu$ents $ust also include a description of the interaction !et&een our '(S processes. A nu$!er of different $ethods can !e used to docu$ent processes, such as graphical representations, &ritten instructions, chec%lists, flo& charts, #isual $edia, or electronic $ethods, etc. 5rocess flo&charts or !loc% diagra$s can sho& ho& policies, o!)ecti#es, influential factors, )o! functions, acti#ities, $aterial, equip$ent, resources, infor$ation, people and decision $a%ing interact and8or interrelate in a logical order. 5rocedures $a !e an accepta!le &a to docu$ent processes pro#ided the descri!e inputs and outputs, appropriate responsi!ilities, controls and resources needed to satisf custo$er require$ents. 7egardless of &hether or not ou docu$ent all of our processes, ou $ust pro#ide e#idence of effecti#e i$ple$entation of all our '(S processes. Such e#idence does not necessaril need to !e docu$ented. Clause . c requires ou to deter$ine criteria for effecti#e process operation and control. Eou could deter$ine criteria to control inputs, outputs and resources used. or exa$ple
7a& $aterials as an input to production &ould ha#e acceptance criteria that it $ust $eet !efore it can !e used.
inished product as an output of the production process $ust $eet acceptance criteria !efore it can !e shipped to the custo$erD The equip$ent used to transfor$ ra& $aterials into finished product $a ha#e set*up and capa!ilit criteria or para$eters that it $ust $eet in order to produce confor$ing product.
These criteria 3controls4 $ust !e esta!lished for each '(S process. "ote that such controls $a also co$e fro$ the custo$er, regulator or industr !odies. :quall i$portant are the specific $ethods required for effecti#e operation and control of each process. These $a include )o! tra#elersD &or% instructionsD in process inspection sheetD specifications and dra&ingsD S5C chartsD set up chec%listD $achine $anualsD etc. "ote these control $ethods $a appl to an or all of inputs, outputs or con#ersion acti#ities. This clause also requires ou to $onitor and $easure our '(S processes. Clause 9. pro#ides require$ents to plan and i$ple$ent these controls for $onitoring and $easuring confor$it to process perfor$ance criteria deter$ined a!o#e. ;as to $onitor and $easure '(S processes $a include > trac%ing against process para$eters, goals and o!)ecti#es, using tools and records such as process chec%* sheetsD product acceptance criteriaD S5C recordsD production recordsD $aintenance recordsD la!or records, etc. (ore details on $onitoring and $easuring controls are co#ered in clause 9.. @nder ..d, resources for '(S processes $a include facilit, $aterial, equip$ent, la!or, supplies, utilities etc. :#er '(S process &ill require a different co$!ination of resources. 7esource details $a !e identified in specifications,production schedules, !ill of $aterials, production tra#elers or routers, &or% instructions, etc. Infor$ation for '(S processes &ill #ar fro$ process to process and $a include *production schedules, !ill of $aterials, product acceptance and process perfor$ance criteria, production tra#eler or router, &or% instructions etc. @se clause F./ and other rele#ant clauses to control process infor$ation. @nder .. e the organization shall has to ensure that adequate responsi!ilities and authorities are assigned as per as the require$ents gi#en in the clause /.G. This pro$otes the use of ris% !ased thin%ing. 7is% is defined as the “effect of uncertaint.2 "otes in the definition further descri!e ris% as a “de#iation fro$ the expected,2 either positi#e or negati#e. The ter$ “uncertaint2 is defined as a lac% of infor$ation or %no&ledge a!out a potential e#ent that can !e expressed as a result of the li%elihood and consequence of such an e#ent. A positi#e de#iation arising fro$ a ris% can pro#ide an opportunit, !ut not all positi#e effects of ris% result in opportunities. Actions to address opportunities can also include consideration of associated ris%s. Clause .. f requires that &hen planning its '(S, the top $anage$ent $ust i$ple$ent and pro$ote a culture of ris%*!ased thin%ing throughout the organization to deter$ine and address the ris%s and opportunities associated &ith pro#iding assurance that the '(S can achie#e its intended result3s4D pro#ide confor$ing products and
ser#ices, enhance custo$er satisfactionD pro$ote desira!le effects and i$pro#e$entD and pre#ent, or $itigate, undesired effects. Clause .. g requires e#aluate of '(S processes as per the require$ent gi#en in clause 9..G and e#aluation $a !e done through a re#ie& of $easure$ent and $onitoring records and perfor$ance indicators for each process. These re#ie&s $ust identif opportunities to i$pro#e '(S processes, use of resources and product qualit. Clause .. h calls for i$pro#e$ent in process as per as the require$ent gi#en in clause 0. ;hen process nonconfor$ities occur, then correcti#e action is required to !ring the '(S process under control. 7e$e$!er, the correcti#e action process is not )ust for product related nonconfor$ities. 5rocesses $ust !e continuall i$pro#ed through setting of incre$entall realistic, $easura!le o!)ecti#es. 5lanning for continual i$pro#e$ent requires a re#ie& of process data, resources and controls to !ring a!out the desired change. Clause ..a > ..h $ust !e applied to all '(S processes. "ote also that $an ISO 900 clauses 3e.g. clause H.D H.D H.D etc.4, require specific processes to !e esta!lished &ithin our '(S, These processes $ust also !e identified and controlled in our '(S.
