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
The ISO 9001 standard was designed on the initiative of major principals for their suppliers, with a view to quality assurance, i.e. providing confidence in the ability to supply products that meet customer requirements. Gradually, the quality approach spread beyond the shop floor to cover all areas of the company, and then all sectors of industry, commercial and non-commercial services.
As the scope of application grew, so did the need to customize and adapt requirements to the needs of organizations with different structures and ecosystems, while maintaining the universality of these requirements.
It is in the light of this development of quality approaches that we should consider the need to take account of the external and internal context in the definition and operation of a quality management system.
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Taking account of the company's context in the quality management system
Organizational context: what are we talking about?
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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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