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The International Organization for Standardization (ISO) is the first full-length study of the largest nongovernmental, global regulatory network whose scope and influence rivals that of the UN system. Much of the interest in the successes and failures of global governance focuses around high profile organisations such as the United Nations, World Bank and World Trade Organisation. This volume is one of few books that explore both the International Organization for Standardization's (ISO) role as a facilitator of essential economic infrastructure and the implication of ISO techniques for a much wider realm of global governance. Through detailing the initial rationale behind the ISO and a systematic discussion of how this low profile organization has developed, Murphy and Yates provide a comprehensive survey of the ISO as a powerful force on the way commerce is conducted in a changing and increasingly globalized world.
ISO is a worldwide federation of national standards bodies from more than 140 countries, one from each country. ISO's work results in international agreements which are published as International Standards. Presents the website with links to ISO 9000, ISO 14000, general information about ISO and its members, standards developers and development, communities and markets, communication centre, FAQs, abbreviations, online catalogue, store and contact information.
Quality issues are occupying an increasingly prominent position in today's global business market, with firms seeking to compete on an international level on both price and quality. Consumers are demanding higher quality standards from manufacturers and service providers, while virtually all industrialized nations have instituted quality programs to help indigenous corporations. A proliferation in nation-wide and regional quality awards such as the Baldridge award and certification to ISO 9000 series are making corporations world-wide quality-conscious and eager to implement programs of continuous improvement. To achieve competitiveness, quality practice is a necessity and this book offers an exposition of how quality can be attained. The Handbook of Total Quality Management: Explores in separate chapters new topics such as re-engineering, concurrent engineering, ISO standards, QFD, the Internet, the environment, advanced manufacturing technology and benchmarking Discusses the views of leading quality practitioners such as Derning, Juran, Ishikawa, Crosby and Taguchi throughout the book Considers important strategies for quality improvement, including initiation and performance evaluation through auditing, re-engineering, and process and design innovations. With contributions from 47 authors in 13 different countries, the Handbook of Total Quality Management is invaluable as a reference guide for anyone involved with quality management and deployment, including consultants, practitioners and engineers in the professional sector, and students and lecturers of information systems, management and industrial engineering.
Over the last ten years, Corporate Social Responsibility (CSR) has grown from being criticised as a management fad to being endorsed as good business practice by the majority of the world's leading companies. It has also become ever more complex; and the majority of companies are now in need of clarity and guidance to actively engage with CSR in practice, to develop strategies that reflect the unique context in which each company operates and to embed CSR within their values. ISO, the International Organization for Standardization, began developing an International Standard providing guidelines for social responsibility (SR) in 2005. This long-awaited guidance standard was finally published in November, 2010 as ISO 26000. Developed by stakeholders from industry, government, labour, consumers, non-governmental organizations and others, ISO 26000 will almost certainly become the single most authoritative worldwide standard for SR. In only a few years' time, many thousands of organizations around the world are likely to be using ISO 26000 as a foundation for their SR policies. ISO 26000 is voluntary, and includes no specific requirements; therefore it is not a certification standard. Nonetheless, business users in particular are anxious to measure against the new ISO guideline their current efforts at implementing SR issues within their overall business strategy. Furthermore, many organizations have indicated that they may reformulate current strategies or develop new initiatives based on the content of ISO 26000. This book, written by international experts who have closely followed the development of ISO 26000, is the first to provide potential users with a comprehensive roadmap to the new standard and a compass to identify where they stand in relation to it now. ISO 26000 defines all of the key terminology of SR, provides advice about the ways in which organizations can identify their social responsibilities and how SR can be integrated not only into companies, but into all types of organizations. It is not another code or norm, but an overarching blueprint for social responsibility. This book covers all the key content of ISO 26000, examining the development of the standard, the topics covered and how key themes such as stakeholders are dealt with. It is rich in tools and benchmarking exercises, illustrative material, case examples, and help for companies looking to base their CSR policy on ISO 26000. It also contains an overview of the actions and expectations of organizations that wish to work in accordance with ISO 26000. Timely, detailed and practical, ISO 26000: The Business Guide to the New Standard on Social Responsibility will be an essential resource for the thousands of organizations that need an expert view on how the new standard works, where they stand in relation to it, and how they can work towards developing their CSR efforts in line with its content.
The purpose of this expanded field guide is to assist organizations, step-by-step, in implementing a quality management system (QMS) in conformance with ISO 13485:2016, whether "from scratch" or by transitioning from variations of the ISO 13485 family. In keeping with ISO 9000:2015's definition of quality as the "degree to which a set of inherent characteristics fulfills requirements," Myhrberg, Raciti, and Myhrberg have identified the requirements and inherent characteristics (distinguishing features) for this expanded field guide. Within the guide, each subclause containing requirements is the focus of a two-page visual spread that consistently presents features that fulfill the requirements listed below. This guide will: Provide a user-friendly guide to ISO 13485:2016's requirements for implementation purposes -Identify the documents/documentation required, along with recommendations on what to consider retaining/adding to a QMS during ISO 13485:2016 implementation -Guide internal auditor(s) regarding what to ask to verify that a conforming and effective QMS exists -Direct management on what it must do and should consider to satisfy ISO 13485:2016's enhanced requirements, as well as on the responsibilities for top management -Depict step-by-step in flowchart form what must occur to create an effective, conforming QMS
This study fills a gap in standardization literature. It is the first academic analysis of national standardization organizations. These organizations exist in every country and may be private or governmental organizations. The first national standardization th organizations were founded in the early decades of the 20 century and were aimed at rationalizing industrial production. Their mode of operation reflects the sense of co operation at the national level and - in the telecommunications and electrotechnical field - at the intemationallevel as well. Now, however, the scene has changed, with companies operating internationally. Standards for products, processes, and services are crucial factors in determining success or failure on a fiercely competitive market, especially when functional compatibility is a prerequisite, as is the case in computer and telecommunications technologies. As a consequence, rather homogeneous needs of participants in standardization have given way to conflicting interests. This prompts a discussion about the traditional role of national standardization organizations. They increasingly depend on their exclusive links to the international standardization organizations ISO and IEC, and, in the case of Europe, the regional organizations CEN and CENELEC. In many cases, formal standardization organizations are not the obvious bodies for developing standards to meet business needs. Is this inevitable or could they improve performance and regain their market share? Henk de Vries answers this question against the background of current developments in standardization at the international, European, and national levels.