ISO 9001: 2008 – Summary of changes
Summary of changes from ISO 9001:2000 to ISO 9001:2008
|
Clause |
Clause Title |
Change 2000 – 2008 |
|
0.1 |
General |
Additional guidance added to clarify the range of factors that will affect the design and implementation of the quality management system (e.g. its business environment, risks)
Additional note included to express the ability of the standard to be used to help organisations meet statutory as well as customer requirements |
|
0.2 |
Process approach |
Wording change – organisations must “determine” (rather than “identify”) and manage numerous linked activities
Wording change to emphasise that processes must be capable of achieving desired outputs |
|
0.3 |
Relationship with ISO 9004 |
Note added to clarify that at the time of publication ISO 9004 is under review |
|
0.4 |
Compatibility with other management systems |
Note added to clarify the influence of ISO 14001:2004 on the development of ISO 9001:2008 |
|
1.1 |
Scope |
Wording change to clarify that “product can also mean “intermediate product” and a note to explain that statutory and regulatory requirements may
Note to clarify that the word “product” applies to any intended output |
|
4.1 |
General requirements |
Wording change to require organisations to “determine” rather than “identify” processes needed for the QMS
Notes and explanations included to clarify the requirements regarding “outsourcing” and its relationship with “purchasing” |
|
4.2.1 |
General documentation requirements |
Notes will be included to emphasise that “documentation” can also include “records” and that mandatory procedures may be in the form of combined documents, or that requirements may be covered by more than one document |
|
4.2.3 |
Document control |
Note to clarify that only external documents affecting the QMS need to be controlled |
|
5.5.2 |
Management representative |
Clarification that the MR must be a member of the organisation’s OWN management |
|
6.2.1 |
Human resources |
Clarification that competence requirements apply to any personnel whose work affects conformity of product rather than “quality” |
|
6.3 |
Infrastructure |
Clarifies that this includes Information Systems |
|
6.4 |
Environment |
Clarification of circumstances that are covered by this clause (e.g. noise, temperature, humidity) |
|
7.2.1 |
Customer related processes |
Clarification of what may be covered by “post delivery activities” |
|
7.3.1 |
Design & development planning |
Clarification that review, validation and verification all have distinct purposes but may be conducted and recorded either separately or in a combined way if appropriate |
|
7.3.3 |
Design & development outputs |
Clarification that product preservation requirements must be considered |
|
7.5.4 |
Customer property |
Clarification that intellectual property and personal data are covered by the clause |
|
7.6 |
Control of monitoring & measuring devices |
Retitled. Replace “devices” with “equipment”. Explanation of its applicability to software |
|
8.2.1 |
Customer satisfaction |
Note offers examples of how perception data may be captured |
|
.2.3 |
Monitoring and measurement of processes |
Clarification that identifies that consideration be given to product conformity and QMS effectiveness |
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Tags: IRCA, ISO 9001 audit, ISO 9001:2008, ISO 9001:2008 changes, ISO 9001:2008 transition
This entry was posted
on Sunday, August 23rd, 2009 at 11:33 am and is filed under ISO 9000.
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June 7th, 2009 at 8:32 pm
After more years than I care to count working with quality systems I’ve realised that the most important thing in business is sales. That is mainly what senior management are concerned about. Sales create cash, cash is king. There’s very little in 9001 which contributes to generating sales, apart from it being a requirement for a lot of customers before they consider placing an order. It may help to control internal processes, but that’s about it. Rewind back to the 1980s, as a young lad would you have chosen management systems as a career?
June 8th, 2009 at 4:29 pm
Ha, well, have you ever come across anybody that has entered the field of “quality” by design or choice? We have all arrived here by accident
That said I do agree that most quality frameworks, ISO 9001 and EFQM included are fundamentally flawed in that they virtually ignore a range of critical success factors, namely
1. The effectiveness of the sales function to do its job
2. The effectiveness of the marketing, PR, publicity, market research and advertising functions and their alignment with delivery
3. The inability to integrate a basic assessment of economic viability into the business management system model
What is more I also find that the critical function of customer relationship management is assessed in the most trite and clumsy way
Yes it has weaknesses