Iso 9001 2015 vs iso 9001 2008 -

Comparison of the new iso 9001 2015 quality management standard with the old iso 9001 2008 quality management standard..

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Iso 9001 2015 in plain english -

Iso 9001 2015 translated into plain english 4. context organization: your location: completed by: date completed: reviewed by: date reviewed:.

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Iso 9001:2015 revision | risk management | sgs

Iso 9001:2015 encourages increased external focus on quality management as part of its risk-based approach – work with sgs to transition to the new edition..

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Iso 9001:2015 quality management systems – requirements

Page 1 dnv gl as, no-1322 høvik, norway, tel: +47 67 57 99 00, version 24.09.15 introduction this dnv gl guidance document aims to gives a basic.

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Summary of changes between iso 9001:2008 and iso 9001:2015

Contents summary of changes between iso 9001:2008 and iso 9001:2015 3 28 29 45 summary of changes between iso 9001:2008 and iso 9001:2015 annex b –quality management.

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The route to iso 9001:2015 | sgs

Our guide, the route to iso 9001:2015 – avoiding the pitfalls, provides a simple introduction to iso 9001 quality management systems. it is not intended to be a full explanation of the standard nor of its implementation; rather, it aims to promote understanding and to help the reader profit from the experience of third-party auditors and the problems encountered by others..

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Iso 9001 quality management

Checking that the system works is a vital part of iso 9001:2015. it is recommended that an organization performs internal audits to check how its quality management system is working..

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Category Archives: 9001:2015

Tata Kelola Organisasi “bisnis” Berbasis Sistem Manajemen Mutu SNI ISO 9001:2015

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Oleh: Ade Khaerudin Taufiq


Pokok Bahasan


II.Tujuan dan Sasaran Kegiatan

III.Istilah dan Definisi

IV.Sejarah ISO 9001

V.Persaingan Global/ MEA

VI.Mengapa Perlu ISO 9001?

VII.Konsekuensi Penerapan ISO 9001

VIII.Deteksi Dini Versi ISO 9001

IX.Tujuh Prinsip Manajemen Mutu

X.Keuntungan Menerapkan SMM SNI ISO 9001:2015

XI.Masalah/Hambatan Dalam Menerapkan SMM SNI ISO 9001:2015

XII.Struktur dan Interpretasi SNI ISO 9001:2015

XIII.Langkah-langkah Penerapan SMM SNI ISO 9001:2015

XIV.Curah Pikir / Penutup


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Standar Internasional ISO 9001:2015 Sistem Manajemen Mutu – Persyaratan

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ISO 9001 – Quality Management Systems – Requirements: ditujukan untuk digunakan di organisasi manapun yang merancang, membangun, memproduksi, memasang dan/atau melayani produk apapun atau memberikan bentuk jasa apapun. Standar ini memberikan daftar persyaratan yang harus dipenuhi oleh sebuah organisasi apabila mereka hendak memperoleh kepuasan pelanggan sebagai hasil dari barang dan jasa yang secara konsisten memenuhi permintaan pelanggan tersebut. Implementasi standar ini adalah satu-satunya yang bisa diberikan sertifikasi oleh pihak ketiga.

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Measurement management systems – Requirements for measurement processes and measuring equipment

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An effective measurement management system ensures that measuring equipment and measurement
processes are fit for their intended use and is important in achieving product quality objectives and managing
the risk of incorrect measurement results. The objective of a measurement management system is to manage
the risk that measuring equipment and measurement processes could produce incorrect results affecting the
quality of an organization’s product. The methods used for the measurement management system range from
basic equipment verification to the application of statistical techniques in the measurement process control.
In this International Standard, the term “measurement process” applies to physical measurement activities
(e.g. in design, test, production, inspection).
References to this International Standard can be made
 by a customer when specifying products required,
 by a supplier when specifying products offered,
 by legislative or regulatory bodies, and
 in assessment and audit of measurement management systems.
One of the stated management principles in ISO 9000 addresses the process-oriented approach.
Measurement processes should be considered as specific processes aiming to support the quality of the
products produced by the organization. Application of the measurement management system model
applicable to this International Standard is shown in Figure 1.

International Organization for Standardization: A City of Dallas ISO Management Systems

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  • Provide background of City involvement with ISO systems
  • Present an update on implementing a Quality Management System (ISO 9001)
  • and a Safety & Health Management System (OHSAS 18001)
  • Present the ISO registration process



  • The City of Dallas is implementing three ISO standards into City departments
    • ISO 9001:2000 –Quality Management System (QMS)
    • ISO 14001:2004 –Environmental Management System (EMS)
    • OHSAS 18001:2007 –Occupational Health and Safety Management System (OHSAS)
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Hotel Service Quality and Business Performance in five hotels

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The study focuses on the nature of hotel service quality and performance in a UK Hotel chain. It examines managerial conceptualisations, implementation and measurement and contextual issues that affect decision-making. Although managers acknowledge the importance of service quality and performance monitoring, their efforts are impeded by flaws in implementation and contextual constraints.

The results reveal the flaws as lack of policyon quality, non-implementation of action plans and biased reward schemes. The contextual constraints are identified as competition, budgetary, staff turnover and biased rewards. The results in this study seems to suggest that service and quality are sacrificed at the altar of profits as senior managers appear to hope for quality but reward financial performance. The
results also identify a significant gap in UK literature and a consequent paucity in knowledge regarding the use of service guarantees as service quality strategy in hotels. It is concluded that hotel leaders should take responsibility for delivery on service quality and business performance. More paragraph get this file Here

Benchmarking Quality Management in Hotels

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In the early 1980s many hotels in the United States adopted quality assurance as a business strategy. By the late 1980s independent and chain hotels realized that total quality management (TQM) was a more powerful process and they began utilizing many of its components. For over 10 years, hotels have flirted with a variety of tools, processes, and theories to improve service to the guest. One of the problems with studying the design of quality systems is that there is no single, best definition of TQM. It has been called a philosophy and system designed to encourage positive organizational deve1opment.

It has also been called a process that entails work in 10 areas, from creating a culture of quality to building a system for rewards and reognitionM.o re specifically, TQM has been defined as a commitment to the continuous improvement of customer sati~faction. Certain commonalities can be found, however, in the various definitions of TQM.4 First of all, a systematic approach must be taken for TQM to be successful. The culture of the hotel system must allow employees to make decisions about their jobs. Continuously improving customer satisfaction with products and services is another key element of a quality system. Clearly, management’s responsibility is to employees as well as customers. That responsibility includes training employees to use the appropriate TQ tools and measuring customer satisfaction so that decisions are based on reliable data. And at the heart and soul of quality is an understanding of the processes that are designed to create employee and customer satisfaction.

But there have been no empirical studies of what hotels are actually accomplishing in terms of specific TQM principles. Several researchers and groups have studied manufacturing and service industries to identify the best practices of companies that operate according to the quality philosophy. Benchmarking, as this process is  get this file Here

Evaluation of the Service Quality for Hotel Industry – A Case Study

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The study is an attempt to recognize the role of quality enhancement process in hospitality industry and efficacy in construction of its sustainable business. The study includes a survey of the currently adopted quality management tools to meet the customer expectations. Descriptive research design has been developed to identify the parameters of service quality in hospitality industry. Tentative research design is used for the service quality management practices and its effectiveness. Here data analysis has been done and accessible hypothesis is tested alongside the collected data. Since the industry constantly improve on their services to meet the levels of customer satisfaction.
The study involves hotels of extremely competitive market with limited number of respondents. This limits the study to hotel industry and has scope of including other hospitality service providers as well.


Hospitality industry has gone through many changes since its initiation. There are marvelous changes occurred over a period of time due to various reasons. The reasons may include changing patterns in customer preferences, industrialization, revolution in transport and aviation, varying laws and regulations etc. During the last few decades there is an exceptional change experienced in the hospitality industry and the reason being is Service Quality.
It has brought paradigm shifts in the operations of hospitality industry. The overall perspective of the industry is changed due to introduction of new techniques and methods of handling various processes. Responsiveness among the hotels and the guests has fuelled the inventions focused on operations. The increased sagacity of customer satisfaction led to the use of high standards of service in industry.

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Sistem Manajemen Mutu ISO 9001

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Persaingan bebas dan ketat di dunia industri hingga pendidikan, perkembangan Teknologi Informasi dan Komunikasi (ICT), peningkatan pengetahuan konsumen, dan karyawan perusahaan, mendorong pelaku usaha yang memproduksi barang ataupun jasa mulai memperhitungkan faktor-faktor yang mampu meningkatkan kualitas maupun kuantitas produksi untuk meningkatkan perolehan pendapatan/keuntungan, kepuasan layanan bagi konsumen, serta peningkatan kesejahteraan karyawan.



Mungkin kita pernah mendengar tentang sebuah perusahaan yang tumbuh dan berkembang dengan pesat, meraih banyak prestasi, keuntungan, memiliki banyak karyawan, dan pada saat berada di posisi puncak (top performance), tiba-tiba dinyatakan pailit karena tidak mampu membayar hutang atau gaji karyawan dengan layak hingga mem-PHK-kan karyawan, saat manajemen diaudit terbukti banyak melakukan penyimpangan-penyimpangan.

Bila dilihat dari latar belakang pendidikan pengelola (manajemen), mereka bukanlah orang-orang yang tidak berpendidikan atau baru dalam mengelola bisnis. Namun persaingan usaha, peningkatan kualitas produk, serta pelayanan yang excellent (unggul), menjadi tuntutan mutlak yang diinginkan konsumen ataupun mitra usaha agar tetap loyal dan percaya pada kualitas produk yang ditawarkan, serta percaya pada janji atau komitmen yang pernah disepakati. Selengkapnya langsung saja unduh dibawah ini

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Sejarah ISO

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Pada perang dunia II, United Kingdom, Inggris memiliki masalah yang serius dengan proses pembuatan bom di pabrik senjata. Maka untuk menyelesaikan masalah tersebut, Menteri Pertahanan menjadi pengawas di pabrik tersebut.

Untuk menyuplai kebutuhan senjata pemerintah, perusahaan pembuat senjata harus menuliskan prosedur dalam pembuatan produk. Prosedur tersebut harus telah diperiksa Menteri Pertahanan dan dipastikan para pekerja mengikuti prosedur tersebut.

Di tahun 1959, Amerika Serikat mengembangkan Quality Program Requirements, Sebuah standar kualitas untuk kegiatan Militer yang menjelaskan tentang hal yang harus dilakukan supplier. Pada tahun 1962, NASA juga mengembangkan Quality System Requirements untuk supplier yang serupa. 1968, NATO mengadopsi AQAP (Allied Quality Assurance Procedures) spesifikasi untuk kebutuhan peralatan NATO.

Selanjutnya ide penjaminan kualitas menyebar di kalangan militer. Pada tahun 1966, Kerajaan Inggris memimpin kampanye nasional pertama untuk kualitas dan reliability dengan slogan “Quality is everybody’s business.” Pada tahun 1969, Inggris dan Canada mengembangkan standar jaminan kualitas untuk supplier.

Pada waktu itu, supplier dinilai buruk oleh sejumlah pelanggan. Hal itu disebabkan oleh tindakan supplier yang melakukan usaha duplikasi produk yang tidak berguna. Pada tahun 1969, komite Inggris mengharuskan supplier untuk mengikuti aturan umum dari penjaminan kualitas.

Pada tahun 1971, British Standard Institute menerbitkan standar Pemerintah Inggris yang pertama untuk penjaminan kualitas, yaitu BS 9000, yang dikembangkan untuk industri elektronik. Pada tahun 1974, BSI menerbitkan BS 5179, yang merupakan petunjuk untuk jaminan kualitas.

Sekitar tahun 70-an, BSI mengadakan pertemuan dengan industri untuk menciptakan standar umum. Hasilnya adalah BS 5750 pada tahun 1979. Banyak industri yang sepakat untuk mengganti standar miliknya dengan standar yang berlaku. Tujuan dari BS 5750 adalah memberikan dokumen kontrak umum bagi industri, mendemonstrasikan bahwa produksi industri dapat dikontrol. Selanjutnya standar ini dikembangkan lebih lanjut sebagai berikut:

1987 : • ISO 9000 pertama kali dibuat pada tahun 1987, nama dari standar ini adalah ISO 9000 :1987.

  • Struktur ISO pada tahun ini mengacu pada standar inggris BS 5750.
  • Menekankan pada kesesuaian dengan prosedur proses pembuatan dan tidak melihat dari keseluruhan manajemen

1994 : • Dilaksanakan revisi terhadap ISO 9000:1987, hasil revisi dinamakan ISO 9000:1994

  • Menambahkan penekanan pada quality control berdasarkan langkah-langkah preventive

2000 :  • Dilaksanakan revisi dan dinamakan ISO 9000:2000

  • Memasukkan unsur quality process yang steady, customer satisfaction, ekspektasi pelanggan dan continous improvement
  • Melihat efektivitas manajemen berdasarkan pengukuran performansi.

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