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About this book

Martin Hinsch summarizes all chapters of the ISO 9001:2015 shortly. The text offers both beginners and users with little knowledge of the standard an introduction to or a refresher course on the world's most important standard for management systems. Therefore, each individual chapter of the standard is described. The text is primarily aimed at those QM enthusiasts who would like to gain a basic understanding of the standard briefly, concisely and precisely about all the requirements relevant for day-to-day operations.

About the Author:

Prof. Dr. Martin Hinsch is an expert in aeronautical quality and process management. He is approved as an auditor for ISO 9001:2015 and for the aviation standard EN 9100. With his management consultancy he supports companies in setting up QM systems.

Table of Contents

Frontmatter

Chapter 1. Introduction

Abstract
This booklet is divided into two main parts. First, the structure and basic principles of ISO 9001:2015 are presented. The second part then focuses on the actual content of the standards at chapter level.
Martin Hinsch

Chapter 2. Fundamentals, Structure and Key Characteristics

Abstract
All ISO management standards are based on the idea that a QM system that can be understood by third parties is the best prerequisite for an appropriate level of quality. The standard therefore specifies minimum requirements that are independent of the specific service provision (product or service) and the size of the organization in order to enable a uniform and comparable quality standard.
Martin Hinsch

Chapter 3. The Certification Process

Abstract
The certification audit is the last, decisive stage on the way to the ISO 9001 certification. However, this is preceded by a longer decision-making process of the management in which the pros and cons of a certification are weighted. In this phase, the person responsible for QM, in particular, has to deal intensively with the requirements of the desired standard.
Martin Hinsch

Chapter 4. Context of the Organization

Abstract
In addition to the operative business, organizational questions must be answered beyond day-to-day business. The standard therefore requires regular reflection on one’s own internal situation and the external environment. This enables a strategic orientation in the market and thus the achievement of the quality objectives and long-term targets. Chapter 4 also deals with the scope of application of the standard (Chapter 4.3) and the requirements for organizational process orientation (Chapter 4.4).
Martin Hinsch

Chapter 5. Leadership

Abstract
The top management must implement, maintain and continuously develop an effective QM system is in conformity to the ISO standard. Furthermore, a quality policy as well as responsibilities and authorizations must be defined and communicated in the organization.
Martin Hinsch

Chapter 6. Planning

Abstract
Every organization is obliged to consciously deal with its own operational risks and opportunities. Organizations must anticipate their risks, assess their influence and be able to deal with them appropriately. However, the standard is based only on a risk-based approach and therefore a systematic, generally accepted risk management is not required.
Martin Hinsch

Chapter 7. Support

Abstract
The management must ensure that the personnel, infrastructure and financial resources required to implement and maintain a QM system in accordance with ISO 9001 are made available on time. The organization must consider the internal resources as well as the resources to be procured.
Martin Hinsch

Chapter 8. Operation

Abstract
Long-term, high-quality product and service provision is only possible in an environment of clearly defined and structurally controlled processes. Section 8 of the standard defines requirements that are intended to help establish a systematic framework for operational design, production and procurement activities as well as for customer interaction.
Martin Hinsch

Chapter 9. Performance Evaluation

Abstract
During and after the provision of products and services, processes performance must be monitored and measured to determine if the planned results are archived. The “C” (check) of the PDCA cycle is in the foreground here. The type, scope and frequency of monitoring and measurement must be defined and aligned with the size of the organization and the service portfolio.
Martin Hinsch

Chapter 10. Improvement

Abstract
In order to maintain and enhance customer satisfaction and competitiveness, organizations must improve their products and services as well as the QM system itself wherever possible. In addition to the “typical” QM measures, which take place under QM control, several other activities defined as (strategic) improvements in the sense of the ISO 9001.
Martin Hinsch

Backmatter

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