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Iso/Iwa 26:2017
INTERNATIONAL IWA WORKSHOP 26 AGREEMENT First edition 2017-08 Using ISO 26000:2010 in management systems Utilisation de la norme ISO 26000:2010 dans les systèmes de management Reference number IWA 26:2017(E) © ISO 2017 IWA 26:2017(E) COPYRIGHT PROTECTED DOCUMENT © ISO 2017, Published in Switzerland All rights reserved. Unless otherwise specified, no part of this publication may be reproduced or utilized otherwise in any form orthe by requester. any means, electronic or mechanical, including photocopying, or posting on the internet or an intranet, without prior written permission. Permission can be requested from either ISO at the address below or ISO’s member body in the country of Ch. de Blandonnet 8 • CP 401 ISOCH-1214 copyright Vernier, office Geneva, Switzerland Tel. +41 22 749 01 11 Fax +41 22 749 09 47 www.iso.org [email protected] ii © ISO 2017 – All rights reserved IWA 26:2017(E) Contents Page Foreword ........................................................................................................................................................................................................................................iv Introduction ..................................................................................................................................................................................................................................v 1 Scope ................................................................................................................................................................................................................................ -
For Monitoring of Quality and Sales of Fish Products
CEN CWA 16597 WORKSHOP March 2013 AGREEMENT ICS 35.240.60; 65.150 English version FishBizz Business Case - For monitoring of quality and sales of fish products This CEN Workshop Agreement has been drafted and approved by a Workshop of representatives of interested parties, the constitution of which is indicated in the foreword of this Workshop Agreement. The formal process followed by the Workshop in the development of this Workshop Agreement has been endorsed by the National Members of CEN but neither the National Members of CEN nor the CEN-CENELEC Management Centre can be held accountable for the technical content of this CEN Workshop Agreement or possible conflicts with standards or legislation. This CEN Workshop Agreement can in no way be held as being an official standard developed by CEN and its Members. This CEN Workshop Agreement is publicly available as a reference document from the CEN Members National Standard Bodies. CEN members are the national standards bodies of Austria, Belgium, Bulgaria, Croatia, Cyprus, Czech Republic, Denmark, Estonia, Finland, Former Yugoslav Republic of Macedonia, France, Germany, Greece, Hungary, Iceland, Ireland, Italy, Latvia, Lithuania, Luxembourg, Malta, Netherlands, Norway, Poland, Portugal, Romania, Slovakia, Slovenia, Spain, Sweden, Switzerland, Turkey and United Kingdom. EUROPEAN COMMITTEE FOR STANDARDIZATION COMITÉ EUROPÉEN DE NORMALISATION EUROPÄISCHES KOMITEE FÜR NORMUNG Management Centre: Avenue Marnix 17, B-1000 Brussels © 2013 CEN All rights of exploitation in any form and by any means -
Certification Consulting 2
www.excelledia.com Excelledia Quality Consulting EXECUTIVE SUMMARY Excelledia Quality Consulting is a leading business process improvement and management consulting firm, helping organizations to be significantly more effective, efficient and financially profitable. We provide best practice business optimization solutions that address processes, technology & organizational improvements. Excelledia facilitates enhanced competitiveness through multi-faceted interventions leading to Business Improvement through consulting, people, process and operational assessments, benchmarking and resource provisioning through Quality Outsourcing. We are specialized in the following areas: Excelledia’s Market Segments: 3 Training Services: Excelledia Consultancy Project programmes focus on Business Optimizations principles. Our Consultancy Project programs are organized in public or in-house sessions and mainly focus on knowledge and skills to equip your team to get rid of non-value added work, avoid unnecessary costs, streamline processes, increase customer satisfaction, and establish a culture of business excellence. Excelledia provides a range of specialized, targeted Consultancy Project courses that focus on growing peoples’ competencies, which will equip the trainees / delegates with the necessary tools to successfully assess a company’s systems and processes and improve the effectiveness and efficiency. Some of these trainings are in the areas of: 1. Lean Six Sigma – Green Belt & Black Belt 2. ISO Management Systems – Lead Auditor & Internal Auditor Programmes 3. Business Strategy & Leadership 4. Sales Skills & Soft Skills (ILM & CIPS Accredited) 5. Project Management 6. HSE Programmes Consulting Services: Excelledia works with organizations across various industries, for enterprise-wide deployment of process improvement and quality initiatives using various models like ISO Management System, Lean Six Sigma, Project Management from PMI, Risk Management etc. -
Facilitating Project Management Through Effective Quality Management: the Need for Implementing ISO 9000 in Construction
Built-Environment-Sri Lanka -Vol. 03, Issue 02:2003 Facilitating project management through effective quality management: the need for implementing ISO 9000 in construction N.D. Gunawardena Abstract This paper describes the relationship between project management and quality management. It identifies the similarity between the recognised project quality management processes and the ISO 9001 quality management system; then it illustrates how ISO 9001 quality requirements could be applied to construction project management. The paper also presents the results of a survey carried out to identify quality management practices adopted by local construction companies, using ISO 9001 standard as a yardstick. According to the survey, the companies had some shortcomings with respect to quality management during the construction stage. The results indicate that the lack of proper quality management could, in turn, affect the project management adversely; this point is supported by the Project Management Process Maturity Model, which is a quality improvement model that uses five levels to determine the relative maturity of any organisation and its ability to achieve cost and schedule objectives of a project. Finally, the paper suggests that the quality managements systems based on ISO 9000 could be very effective in facilitating the project management efforts in the construction industry. Introduction A project can be defined as a complex, non-routine, parties must have mutual understanding as to what one-time effort limited by time, budget, resources and services are to be provided by the contractor in return performance specifications (Gray and Larson, 2000). for the agreed consideration; this usually is ensured by Project Management is the application of knowledge, a set of documents such as drawings and specifications skills, tools and techniques to project activities in order that define the scope and the performance aspects of to meet or exceed stakeholder need and expectations the product. -
How to Use the GRI Guidelines in Conjunction with ISO 26000
GRI and ISO 26000: How to use the GRI Guidelines in conjunctionThe Amsterdam Global Conference with on Topics Topics Topics May 7-9 2008 Topics Topics Topics ISO 26000Topics Topics Topics SustainabilityTrends Reporting Today: The Readers’ Verdict Reporting Reporting Practices Practices Trends Trends Reporting Reporting Reporting Reporting GRI Research & Development GRI Research & Development Series Practices GRI Research & Development Series Practices Practices Practices UpdatedTools with linkage tables for GRI’s G3 and G3.1 Guidelines Tools Tools GRI Research & Development GRI Research & Development GRI Research & Development Series This document is freely available to download atGRI Research & Development Series www.globalreporting.org Tools GRI Research & Development Series Tools GRI Research & Development Series Tools ToolsTools Tools Topics Topics Topics Topics Reporting Practices Topics Topics Reporting Topics Reporting Practices Practices GRI Research & Development Series Topics Topics Trends Tools Trends GRI Research & Development Series GRI Research & Development Series GRI Research & Development Trends Trends Tools GRI Research & Development Tools Trends Trends Tools GRI Research & Development GRI Research & Development Tools GRI Research & Development Tools GRI Research & Development Tools Tools Tools The Amsterdam Global Conference on May 7-9 2008 Sustainability Reporting Today: The Readers’ Verdict About GRI’s Research and Development Publication Series Copyright This document is copyright-protected by Stichting GRI’s research and development program supports Global Reporting Initiative (GRI). The reproduction GRI’s commitment to the continuous improvement and distribution of this document for information of its Reporting Framework by investigating and/or use in preparing a sustainability report challenging issues around reporting and innovating is permitted without prior permission from GRI. new ways to apply the GRI Reporting Framework in However neither this document nor any extract conjunction with other standards. -
Influence of ISO 9001 Certification on Project Management Performance in Software Industry
European Online Journal of Natural and Social Sciences 2018; www.european-science.com Vol. 7, No.3(s) Special Issue on Contemporary Research in Social Sciences ISSN 1805-3602 Influence of ISO 9001 certification on project management performance in software industry Anum Safder*, Samina Yousaf Comsats Institute of Information Technology, Lahore, Pakistan *E-mail: [email protected] Abstract For the success of software projects, the Project Management is considered as an important tool. Organizations can understand Project Management Performance in an improved way if they exercise Quality Management System. This empirical study investigates the impact of ISO 9001 certification on Project Management Performance (six constructs of PMP) and how PM Performance varies for ISO- certified software houses and Non-certifies software houses. Data was collected from project managers of both ISO-certified and Non-certificated software organizations registered under P@SHA and PSEB of Pakistan. 192 questionnaires were used for analysis. Independent Sample t- test was used for conducting the analysis and results concluded that software houses with ISO- certification show a better PM Performance than with no certification. Keywords: Project Management, ISO 9001 certification, software industry. Introduction Currently, project management is being extensively used in business. Quality management and project management are two interlinked terms and can be described in similar manner. The situation in which there is a strong influence of repetitious processes, the quality management is most successful field. In reference to the project management process, how to conduct a project is a scenario where there is a very vivid effect of QM which is slightly ignored or a limited focus is paid on its effect by academic professional. -
Success Codes
a Volume 2, No. 4, April 2011, ISSN 1729-8709 Success codes • NTUC FairPrice CEO : “ International Standards are very important to us.” • Fujitsu innovates with ISO standards a Contents Comment Karla McKenna, Chair of ISO/TC 68 Code-pendant – Flourishing financial services ........................................................ 1 ISO Focus+ is published 10 times a year World Scene (single issues : July-August, November-December) International events and international standardization ............................................ 2 It is available in English and French. Bonus articles : www.iso.org/isofocus+ Guest Interview ISO Update : www.iso.org/isoupdate Seah Kian Peng – Chief Executive Officer of NTUC FairPrice .............................. 3 Annual subscription – 98 Swiss Francs Special Report Individual copies – 16 Swiss Francs A coded world – Saving time, space and energy.. ..................................................... 8 Publisher ISO Central Secretariat From Dickens to Dante – ISBN propels book trade to billions ................................. 10 (International Organization for Uncovering systemic risk – Regulators push for global Legal Entity Identifiers ..... 13 Standardization) No doubt – Quick, efficient and secure payment transactions. ................................. 16 1, chemin de la Voie-Creuse CH – 1211 Genève 20 Vehicle ID – ISO coding system paves the way for a smooth ride ........................... 17 Switzerland Keeping track – Container transport security and safety.. ....................................... -
ISO Focus, November 2008.Pdf
ISO Focus The Magazine of the International Organization for Standardization Volume 5, No. 11, November 2008, ISSN 1729-8709 e - s t a n d a rdiza tio n • Siemens on added value for standards users • New ISO 9000 video © ISO Focus, www.iso.org/isofocus Contents 1 Comment Elio Bianchi, Chair ISO/ITSIG and Operating Director, UNI, A new way of working 2 World Scene Highlights of events from around the world 3 ISO Scene Highlights of news and developments from ISO members 4 Guest View Markus J. Reigl, Head of Corporate Standardization at ISO Focus is published 11 times a year (single issue : July-August). Siemens AG It is available in English. 8 Main Focus Annual subscription 158 Swiss Francs Individual copies 16 Swiss Francs Publisher ISO Central Secretariat (International Organization for Standardization) 1, ch. de la Voie-Creuse CH-1211 Genève 20 Switzerland Telephone + 41 22 749 01 11 Fax + 41 22 733 34 30 E-mail [email protected] Web www.iso.org Manager : Roger Frost e-standardization Acting Editor : Maria Lazarte • The “ nuts and bolts” of ISO’s collaborative IT applications Assistant Editor : Janet Maillard • Strengthening IT expertise in developing countries Artwork : Pascal Krieger and • The ITSIG/XML authoring and metadata project Pierre Granier • Zooming in on the ISO Concept database ISO Update : Dominique Chevaux • In sight – Value-added information services Subscription enquiries : Sonia Rosas Friot • Connecting standards ISO Central Secretariat • Standards to go – A powerful format for mobile workers Telephone + 41 22 749 03 36 Fax + 41 22 749 09 47 • Re-engineering the ISO standards development process E-mail [email protected] • The language of content-creating communities • Bringing the virtual into the formal © ISO, 2008. -
ISO 9000: Is It Worth It? ISO 9000: an Ineffective Quality System Chris Heffner, Steven C
ISO 9000: Is It Worth It? ISO 9000: An Ineffective Quality System Chris Heffner, Steven C. "Swede" Larson, Barney "Tim" Lowder and Patti Stites ISO 9000 was created as a family of models in 1987, based on a wartime British manufacturing standard, as the answer to perceived manufacturing problems with quality and safety. The program was originally published in 1987 by the International Organization for Standardization (ISO), which is a specialized international agency that focuses on the standardization of organizational processes. The organization is composed of standards from organizations representing 90 countries. ISO 9000 was quickly adopted as the premier standard to ensure uniform manufacturing and auditing processes. The program went through a major revision in 2000 and now includes ISO 9000:2000 (definitions), ISO 9001:2000 (requirements) and ISO 9004:2000 (continuous improvement). But even after these major revisions, the program is often criticized as ineffective for a wide variety of reasons. We agree. Overemphasis on Inspection First, many researchers believe ISO 9000 is ineffective because it is based on conservatism, overemphasizes inspections and audits, and fails to encourage real improvement. Barnes (2000), for example, said that the current commercial certification process results in a "pursuit of quality certificates, as opposed to a pursuit of quality." Johannsen (1995) also asserted that the ISO concept does not incorporate the advances of Total Quality Management because it is "narrow, static and emphasize[s] conformance to specifications" (p. 234). After overseeing more than 50 ISO registrations, Bill Robinson (cited in Clifford, 2005), argued that ISO is not one of the better systems that can be used for process improvement. -
International Standards, Approaches and Frameworks Relevant to Software Quality Management and Software Process Improvement
International standards, approaches and frameworks relevant to Software Quality Management and Software Process Improvement To help organizations managing software quality and improving software processes several standards, models, approaches and frameworks have been developed during the last decades. The most widely known and recognized of them are presented in this document. • Capability Maturity Model (CMM) • CMM Integration (CMMI) • Personal Software Process (PSP) and Team Software Process (TSP) • ISO 9000 standards family • TickIT • ISO/IEC TR 15504 Information Technology - Software Process Assessment (SPICE) • ISO/IEC 12207 Information Technology - Software Life-Cycle Processes • BOOSTRAP • Rational Unified Process CMM Publication Date: Version 1.1 - February 1993 Description: The Capability Maturity Model for Software (SW-CMM or CMM) is a model used by organizations for appraising the maturity of their software processes and for identifying practices that will increase the maturity of those processes. It was developed by the Software Engineering Institute, in cooperation with industry representatives. The Software CMM has become a de facto standard for assessing and improving software processes. Through the SW-CMM, the SEI and community have put in place an effective means for modeling, defining, and measuring the maturity of the processes used by software professionals. The Capability Maturity Model for Software describes the principles and practices underlying software process maturity and is intended to help software organizations -
Applying Signalling Theory to the ISO 26000 Standard for Social Responsibility
sustainability Article Signalling Responsibility? Applying Signalling Theory to the ISO 26000 Standard for Social Responsibility Lars Moratis 1,2 1 The Netherlands & Sustainable Transformation Lab, NHTV Breda University of Applied Sciences, 4817 JT Breda, The Netherlands 2 Corporate Social Responsibility, Antwerp Management School, 2000 Antwerpen, Belgium; [email protected] Received: 17 September 2018; Accepted: 8 November 2018; Published: 13 November 2018 Abstract: Many global challenges cannot be addressed by one single actor alone. Achieving sustainability requires governance by state and non-state market actors to jointly realise public values and corporate goals. As a form of public–private governance, voluntary standards involving governments, non-governmental organisations and companies have gained much traction in recent years and have been in the limelight of public authorities and policymakers. From a firm perspective, sustainability standards can be a way to demonstrate that they engage in corporate social responsibility (CSR) in a credible way. To capitalise on their CSR activities, firms need to ensure their stakeholders are able to recognise and assess their CSR quality. However, because the relative observability of CSR is low and since CSR is a contested concept, information asymmetries in firm–stakeholder relationships arise. Adopting CSR standards and using these as signalling devices is a strategy for firms to reduce these information asymmetries, by revealing their true CSR quality. Against this background, this article investigates the voluntary ISO 26000 standard for social responsibility as a form of public-private governance and contends that, despite its objectives, this standard suffers from severe signalling problems. Applying signalling theory to the ISO 26000 standard, this article takes a critical stance towards this standard and argues that firms adhering to this standard may actually emit signals that compromise rather than enhance stakeholders’ ability to identify and interpret firms’ underlying CSR quality. -
Real-Time Logistic Monitoring: System Prototype Overview
Journal of Information Systems Engineering and Management 2021, 6(2), em0139 e-ISSN: 2468-4376 https://www.jisem-journal.com/ Research Article OPEN ACCESS Real-Time Logistic Monitoring: System Prototype Overview David Sotto-Mayor Machado 1*, Dora Moreira 1, Hugo Castro 1, Alexandre Barão 1 1 Atlântica - University Institute, PORTUGAL *Corresponding Author: [email protected] Citation: Machado, D. S.-M., Moreira, D., Castro, H. and Barão, A. (2021). Real-Time Logistic Monitoring: System Prototype Overview. Journal of Information Systems Engineering and Management, 6(2), em0139. https://doi.org/10.29333/jisem/9671 ARTICLE INFO ABSTRACT Published: 4 Feb. 2021 The average rate of fruit and other fresh food products that perishes during transport varies between 10 and 25%. This volume of losses justifies the need for quality control means. Under the Software as a Service (SaaS) paradigm, the Real-Time Logistic Monitoring (RTLM) system aims to respond to this problem through real-time monitoring of the conditions in which the fruit is transported. The RTLM project integrates a responsive web application, a monitoring services system, an Extract, Transform & Load (ETL) engine, a set of integrated services through sensor plugins developed with Arduino technology, and a Grafana dashboard instance. Keywords: real-time logistic monitoring, cloud computing, SaaS, arduino sensors prototype, web responsive application, dashboards, HACCP, ISO 22000:2018 INTRODUCTION Context and Motivation The analysis of data provided by the Portuguese National Statistics (INE) and Transports and Mobility (IMT) Institutes, allows the conclusion that by 2018 there were 387 054 vehicles providing road transportation of fresh food products every day (INE, 2019) (IMT, 2018).