Overview
Read this article from a comprehensive knowledge base, updated and supplemented with articles reviewed by scientific committees.
Read the articleAUTHORS
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Cécile MALATERRE: Quality management consultant
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Jean-Luc BERSON: Systems management consultant and trainer, IRCA-certified QMS auditor
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Olec KOVALEVSKY: Consultant-trainer, manager of AVANTAGE QUALITÉ since 1997 - Consulting and training in organization, process approach and quality for companies in the private and public sectors, specializing in VSEs – SMEs - ISO 9001, MASE, ISO 14001 certification support - ISO 9001 quality system audits - ICA/AFNOR qualified auditor
INTRODUCTION
In previous versions of the ISO 9001 standard, we were asked to ensure that personnel who had an impact on conformity to product requirements were competent, on the basis of their initial training, professional qualifications, know-how and experience. It was then assumed, less and less often verified, that human resources would remain with a company for a sufficiently long period to develop their skills within the same organization.
However, it's a fact that today's professional careers are built up by working for several companies in different sectors.
ISO 9001:2015 proposes to reduce the effects of this phenomenon by inviting us to develop practices that enable corporate knowledge to be better capitalized on within the company. That's all well and good, but how do we go about it?
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How can knowledge management be integrated into the quality management system?
Bibliography
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Reference standards
ISO 9000:2015 – Quality management systems – Essential principles and vocabulary
ISO 9001:2015 – Quality management systems – Requirements
ISO/TS 9002:2016 – Quality management systems – Guidelines for the application of ISO 9001:2015
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