ISO9000-2026 质量管理基础与术语（英文版）

ISO9000：20262026-05-27

ISO9000:2026(en)

Foreword

ISO(theInternationalOrganizationforStandardization)isaworldwidefederationof

nationalstandardsbodies(ISOmemberbodies).TheworkofpreparingInternational

StandardsisnormallycarriedoutthroughISOtechnicalcommittees.Eachmemberbodyinterestedinasubjectforwhichatechnicalcommitteehasbeenestablishedhastherighttoberepresentedonthatcommittee.Internationalorganizations,governmentalandnon-governmental,inliaisonwithISO,alsotakepartinthework.ISOcollaboratesclosely

withtheInternationalElectrotechnicalCommission(IEC)onallmattersofelectrotechnicalstandardization.

TheproceduresusedtodevelopthisdocumentandthoseintendedforitsfurthermaintenancearedescribedintheISO/IECDirectives,Part1.Inparticular,thedifferentapprovalcriterianeededforthedifferenttypesofISOdocumentshouldbenoted.

ISO9000:2026(en)

Foreword

ISO(theInternationalOrganizationforStandardization)isaworldwidefederationofnationalstandardsbodies(ISOmemberbodies).TheworkofpreparingInternationalStandardsisnormallycarriedoutthroughISOtechnicalcommittees.Eachmemberbodyinterestedinasubjectforwhichatechnicalcommitteehasbeenestablishedhastherighttoberepresentedonthatcommittee.Internationalorganizations,governmentalandnon-governmental,inliaisonwithISO,alsotakepartinthework.ISOcollaboratescloselywiththeInternationalElectrotechnicalCommission(IEC)onallmattersofelectrotechnicalstandardization.

TheproceduresusedtodevelopthisdocumentandthoseintendedforitsfurthermaintenancearedescribedintheISO/IECDirectives,Part1.Inparticular,thedifferentapprovalcriterianeededforthedifferenttypesofISOdocumentshouldbenoted.ThisdocumentwasdraftedinaccordancewiththeeditorialrulesoftheISO/IECDirectives,Part2(see

/directives

).

ISOdrawsattentiontothepossibilitythattheimplementationofthisdocumentmayinvolvetheuseof(a)patent(s).ISOtakesnopositionconcerningtheevidence,validityorapplicabilityofanyclaimedpatentrightsinrespectthereof.Asofthedateofpublicationofthisdocument,ISOhadnotreceivednoticeof(a)patent(s)whichmayberequiredtoimplementthisdocument.However,implementersarecautionedthatthismaynotrepresentthelatestinformation,whichmaybeobtainedfromthepatentdatabaseavailableat

/patents

.ISOshallnotbeheldresponsibleforidentifyinganyorallsuchpatentrights.

Anytradenameusedinthisdocumentisinformationgivenfortheconvenienceofusersanddoesnotconstituteanendorsement.

Foranexplanationofthevoluntarynatureofstandards,themeaningofISOspecifictermsandexpressionsrelatedtoconformityassessment,aswellasinformationaboutISO'sadherencetotheWorldTradeOrganization(WTO)principlesintheTechnicalBarrierstoTrade(TBT),see

/iso/foreword.html

.

ThisdocumentwaspreparedbyTechnicalCommitteeISO/TC176,Qualitymanagementandqualityassurance,SubcommitteeSC1,Conceptsandterminology,incollaborationwiththeEuropeanCommitteeforStandardization(CEN)TechnicalCommittee,inaccordancewiththeAgreementontechnicalcooperationbetweenISOandCEN(ViennaAgreement).

Thisfiftheditioncancelsandreplacesthefourthedition(ISO9000:2015),whichhasbeentechnicallyrevised.

Themainchangesareasfollows:

●thetitlehasbeenchangedfrom"Qualitymanagementsystems–Fundamentalsandvocabulary"to"Qualitymanagement–Fundamentalsandvocabulary"tobetterrepresenttheenhancedcontent;

●thedocumenthasbeenrestructuredbymovingthefundamentalconceptsandqualitymanagementprinciplesfromClause2toClause4toalignwiththestructureintheISO/IECDirectives,Part2;

●Clause2isnowNormativereferences;

●additionshavebeenmadetothefundamentals,dividingthemintotwocongruentgroups,"Fundamentalqualitymanagementconcepts"and"Additionalconceptsrelevanttoqualitymanagement",toaddressemergingtrendsinquality;

●termshavebeenaddedanddefinitionsmodifiedtoreflectchangestoISO/TC176documents;

●thediagramsinAnnexAhavebeenrestructuredtoillustratetherelationshipbetweenterms.

Anyfeedbackorquestionsonthisdocumentshouldbedirectedtotheuser'snationalstandardsbody.Acompletelistingofthesebodiescanbefoundat

/members.html

.

Introduction

Thisdocumentprovidesthefundamentalsofqualitymanagement.Itprovidesthefoundationandthevocabularyforqualitymanagementdocumentsandqualitymanagementstandards.Thisdocumentisintendedtohelptheuserunderstandthefundamentalprinciples,conceptsandvocabularyofqualitymanagement,inordertobeabletoeffectivelyandefficientlyimplementaqualitymanagementsystem(QMS)andrealizevaluefromqualitymanagementdocumentsandQMSstandards.Thisdocumentproposesawell-plannedQMS,basedonaframeworkthatintegratesestablishedprinciplesandconceptsrelevanttoqualitymanagement,inordertohelporganizationsrealizetheirobjectives.Itaimstoincreaseanorganization'sawarenessofitsdutiesandcommitmentinfulfillingtheneedsandexpectationsofitscustomersandotherinterestedparties,andinachievingsatisfactionwithitsproductsandservices.

Togainthemostvaluefortheirorganization'sQMS,theusershouldfirstseektounderstandthequalitymanagementprinciplesandtheirrationale.Thequalitymanagementprinciplesformthebasisofqualitymanagementdocuments.Thisdocumentcontainssevenqualitymanagementprinciplesin4.2.Foreachqualitymanagementprinciple,thereisa"Statement"describingtheprinciple,a"Rationale"explainingwhytheorganizationwouldaddresstheprinciple,"Keybenefits"attributedtotheprinciple,and"Possibleactions"anorganizationcantakeinapplyingtheprinciple.

Theusershouldthenunderstandthefundamentalconceptsin4.3andadditionalconceptsrelevanttoqualitymanagementin4.4toseekinsightintohowtheyareusedtodevelopQMSstandards.Fundamentalconceptsarethosewhichareintegraltotheunderstandingofqualitymanagementingeneral.Additionalconceptsarethoserelevanttotheeffectiveapplicationofqualitymanagementwithinanorganization.

ThevocabularyinClause3servesasaunifiedlanguageforqualitymanagementdocuments,ensuringthetermsareclearlyandaccuratelydefinedasusedwithinthequalitymanagementdocumentsdevelopedbyISO/TC176.ThisdocumentcontainsthetermsanddefinitionsthatapplytoallqualitymanagementdocumentsandQMSstandardsdevelopedbyISO/TC176,atthetimeofpublication.Thisdocumentdoesnotcontainsector-specifictermsanddefinitionsforsector-specificQMSstandards.Thetermsand

definitionsarearrangedinconceptualorder,withanalphabeticalindexoftheterminologicalentriesprovidedattheendofthisdocument.AnnexAincludesasetofconceptdiagramsonwhichthethematicgroupingofthetermsanddefinitionsinClause3isbased.

NOTEGuidanceonsomeadditionalfrequentlyusedwordsintheQMSstandardsdevelopedbyISO/TC176,andwhichhaveanidentifieddictionarymeaning,isprovidedinReference[

19

].

1Scope

Thisdocumentestablishesthefundamentalconceptsandprinciplesofqualitymanagementwhichareuniversallyapplicabletothefollowing:

●organizationsseekingsustainedsuccessthroughtheimplementationofaqualitymanagementsystem(QMS);

●customersseekingconfidenceinanorganization'sabilitytoconsistentlyprovideproductsandservicesconformingtotheirrequirements;

●organizationsseekingconfidenceintheirsupplychainthatproductandservicerequirementswillbemet;

●organizationsandinterestedpartiesseekingtoimprovecommunicationthroughacommonunderstandingofthevocabularyusedinqualitymanagement;

●organizationsperformingconformityassessmentsagainsttherequirementsofISO9001;

●providersoftraining,assessmentoradviceinqualitymanagement;

●developersofrelatedstandards.

ThisdocumentdefinestermsthatapplytoallqualitymanagementdocumentsandQMSstandardsdevelopedbyISO/TC176.

Thisdocumentisapplicabletoallorganizations,regardlessofsize,complexityorbusinessmodel.

2Normativereferences

Therearenonormativereferencesinthisdocument.

3Termsanddefinitions

ISOandIECmaintainterminologydatabasesforuseinstandardizationatthefollowingaddresses:

●ISOOnlinebrowsingplatform:availableat

/obp

IECElectropedia:availableat

/

3.1Termsrelatedtoorganization

3.1.1organization

personorgroupofpeoplethathasitsownfunctionswithresponsibilities,authoritiesandrelationshipstoachieveitsobjectives(3.7.11)

Note1toentry:Theconceptoforganizationincludes,butisnotlimitedto,sole-trader,

company,corporation,firm,enterprise,authority,partnership,charityorinstitution,orpartorcombinationthereof,whetherincorporatedornot,publicorprivate.

Note2toentry:Iftheorganizationispartofalargerentity,theterm"organization"refersonlytothepartofthelargerentitythatiswithinthescopeofthequalitymanagement

system(3.4.9).

3.1.2contextoftheorganization

combinationofinternalandexternalissuesthatcanhaveaneffectonanorganization's(3.1.1)approachtospecifyingandachievingitsobjectives(3.7.11)

Note1toentry:Theorganization'sobjectivescanberelatedtoitsproducts(3.7.9)andservices(3.7.10),investmentsandbehaviourtowardsitsinterestedparties(3.1.4).

Note2toentry:Theconceptof"contextoftheorganization"isequallyapplicabletonot-for-profitorpublicserviceorganizationsasitistothoseseekingprofits.

Note3toentry:Understandingtheinfrastructure(3.4.3)canhelptodefinethecontextoftheorganization.

3.1.3topmanagement

personorgroupofpeoplewhodirectsandcontrolsanorganization(3.1.1)atthehighestlevel

Note1toentry:Topmanagementhasthepowertodelegateauthorityandprovideresourceswithintheorganization.

Note2toentry:Ifthescopeofthemanagementsystem(3.4.2)coversonlypartofan

organization,thentopmanagementreferstothosewhodirectandcontrolthatpartoftheorganization.

3.1.4interestedparty

stakeholder

personororganization(3.1.1)thatcanaffect,beaffectedby,orperceiveitselftobeaffectedbyadecisionoractivity(3.2.12)

EXAMPLECustomers(3.9.1),owners,peopleinanorganization,providers(3.1.9),

bankers,regulatoryauthorities,unions,partnersorsocietythatcanincludecompetitorsoropposingpressuregroups.

3.1.5involvement

takingpartinanactivity(3.2.12),eventorsituation

3.1.6engagement

involvement(3.1.5)in,andcontributionto,activities(3.2.12)toachievesharedobjectives(3.7.11)

3.1.7innovation

neworchangedobject(3.5.3)realizingorredistributingvalue

Note1toentry:Activities(3.2.12)resultingininnovationaregenerallymanaged.

Note2toentry:Innovationisgenerallysignificantinitseffect.

3.1.8association

organization(3.1.1)consistingofmemberorganizationsorpersons

3.1.9provider

supplier

organization(3.1.1)thatprovidesaproduct(3.7.9)oraservice(3.7.10)

EXAMPLEProducer,distributor,retailerorvendorofaproductoraservice.

Note1toentry:Aprovidercanbeinternalorexternaltotheorganization.

Note2toentry:Inacontractualsituation,aproviderissometimescalled"contractor".

3.1.10externalprovider

externalsupplier

provider(3.1.9)thatisnotpartoftheorganization(3.1.1)

EXAMPLEProducer,distributor,retailerorvendorofaproduct(3.7.9)oraservice(3.7.10).

3.1.11DRP-provider

disputeresolutionprocessprovider

personororganization(3.1.1)thatsuppliesandoperatesanexternaldispute(3.9.4)resolutionprocess(3.3.1)

Note1toentry:Generally,aDRP-providerisalegalentity,separatefromthe

organizationorpersonasanindividualandthecomplainant(3.9.6).Inthisway,the

attributesofindependenceandfairnessareemphasized.Insomesituations,aseparateunitisestablishedwithintheorganizationtohandleunresolvedcomplaints(3.9.3).

Note2toentry:TheDRP-providercontractswiththepartiestoprovidedispute

resolution,andisaccountableforperformance(3.7.3).TheDRP-providersupplies

disputeresolvers(3.9.5).TheDRP-provideralsoutilizessupport,executiveandothermanagerialstafftosupplyfinancialresources,clericalsupport,schedulingassistance,training,meetingrooms,supervisionandsimilarfunctions.

Note3toentry:DRP-providerscantakemanyformsincludingnot-for-profit,for-profitandpublicentities.Anassociation(3.1.8)canalsobeaDRP-provider.

3.1.12continualimprovement

recurringactivity(3.2.12)toenhanceperformance(3.7.3)

3.1.13qualitymanagementsystemconsultant

personwhoassiststheorganization(3.1.1)onqualitymanagementsystemrealization(3.3.6),givingadviceorinformation(3.8.4)

Note1toentry:Theconsultantcanalsoassistinrealizingpartsofaqualitymanagementsystem(3.4.9).

Note2toentry:ISO10019providesguidanceonhowtodistinguishacompetentqualitymanagementsystemconsultantfromonewhoisnotcompetent.

3.2Termsrelatedtomanagement

3.2.1management

coordinatedactivities(3.2.12)todirectandcontrolanorganization(3.1.1)

Note1toentry:Managementcanincludeestablishingpolicies(3.4.5)andobjectives(3.7.11),andprocesses(3.3.1)toachievetheseobjectives.

Note2toentry:Theword"management"sometimesreferstopeople,i.e.apersonor

groupofpeoplewithauthorityandresponsibilityfortheconductandcontrolofan

organization.When"management"isusedinthissense,itshouldalwaysbeusedwith

someformofqualifiertoavoidconfusionwiththeconceptof"management"asasetofactivitiesdefinedabove.Forexample,"managementshall..."isdeprecatedwhereas"topmanagement(3.1.3)shall..."isacceptable.Otherwisedifferentwordsshouldbeadoptedtoconveytheconceptwhenrelatedtopeople(e.g.managerialormanagers).

3.2.2qualitymanagement

management(3.2.1)withregardtoquality(3.5.2)

Note1toentry:Qualitymanagementcanincludeestablishingqualitypolicies(3.4.6)andqualityobjectives(3.7.12),andprocesses(3.3.1)toachievethesequalityobjectives

throughqualityplanning(3.2.6),qualityassurance(3.2.7),qualitycontrol(3.2.8)andqualityimprovement(3.2.9).

3.2.3improvement

activity(3.2.12)toenhanceperformance(3.7.3)

Note1toentry:Theactivitycanberecurringorsingular.

3.2.4goodpractice

methodthathasbeenproventoworkwellandproducegoodresults(3.7.1),andisthereforerecommendedtobeadoptedasamodel

Note1toentry:Amethoddescribedasagoodpracticehasusuallybeentestedovertimeandvalidatedthroughrepeatedtrialsbeforebeingacceptedasworthyofbroadadoption.Note2toentry:Insomecircumstances"goodpractice"isreferredtoas"bestpractice".

3.2.5benchmarking

comparativeevaluationoranalysisofsimilarpracticeswiththeaimofimprovingperformance(3.7.3)

Note1toentry:Benchmarkingcanbeappliedtopolicies(3.4.5),strategies(3.4.12)and

.....

objectives(3.7.11),processes(3.3.1)andtheiroperation,products(3.7.9),services(3710)andtheorganization's(311)structures

3.2.6qualityplanning

partofqualitymanagement(3.2.2)focusedonsettingqualityobjectives(3.7.12)andspecifyingprocesses(3.3.1)necessaryforprovidingproducts(3.7.9)andservices(3.7.10),andrelatedresourcestoachievethequalityobjectives

Note1toentry:Establishingqualityplans(3.8.10)canbepartofqualityplanning.

3.2.7qualityassurance

partofqualitymanagement(3.2.2)focusedonprovidingconfidencethatqualityrequirements(3.5.6)willbefulfilled

3.2.8qualitycontrol

partofqualitymanagement(3.2.2)focusedonfulfillingqualityrequirements(3.5.6)

3.2.9qualityimprovement

partofqualitymanagement(3.2.2)focusedonincreasingtheabilitytofulfilqualityrequirements(3.5.6)

Note1toentry:Thequalityrequirementscanberelatedtoanyaspectsuchaseffectiveness(3.7.17),efficiency(3.7.16)ortraceability(3.5.11).

3.2.10projectmanagement

planning,organizing,monitoring(3.11.3),controllingandreportingofallaspectsofaproject(3.2.11),andthemotivationofallthoseinvolvedinittoachievetheproject

objectives

3.2.11project

uniqueprocess(3.3.1)undertakentoachieveanobjective(3.7.11)

Note1toentry:Aprojectgenerallyconsistsofasetofcoordinatedandcontrolled

activities(3.2.12)withstartandfinishdates,conformingtospecificrequirements(3.5.1),includingtheconstraintsoftime,costandresources.

Note2toentry:Anindividualprojectcanformpartofalargerprojectstructureandgenerallyhasadefinedstartandfinishdate.

3.2.12activity(projects)

identifiedpieceofworkthatisrequiredtobeundertakentocompleteaproject(3.2.11)

Note1toentry:Theactivityinaprojectcangenerallyberecognizedasthesmallestidentifiedentity.

3.2.13projectorganization(projects)

temporarystructurethatincludesproject(3.2.11)roles,responsibilities,andlevelsof authorityandboundariesthatneedtobedefinedandcommunicatedtoallinterested parties(3.1.4)ofaproject

3.2.14projectmanagementplan

document(3.8.7)specifyingwhatisnecessarytomeettheobjective(s)(3.7.11)ofaproject(3.2.11)

Note1toentry:Aprojectmanagementplanshouldincludeorrefertotheproject'squalitplan(3.8.10).

Note2toentry:Theprojectmanagementplanalsoincludesorreferencessuchother

plansasthoserelatingtoorganizationalstructures,resources,schedule,budget,risk

y

management,environmentalmanagement,healthandsafetymanagementandsecuritymanagement,asappropriate.

3.2.15progressevaluation(projects)

assessmentofprogressmadeonachievementofproject(3.2.11)objectives(3.7.11)

Note1toentry:Thisassessmentshouldbecarriedoutatappropriatepointsinthe

projectlifecycle(3.2.16)acrossprojectprocesses(3.3.1),basedoncriteriaforprojectprocessesandproducts(3.7.9)orservices(3.7.10).

Note2toentry:Theresults(3.7.1)ofprogressevaluationscanleadtorevisionofthe

projectmanagementplan(3.2.14).

3.2.16projectlifecycle(projects)

definedsetofphasesfromthestarttotheendofaproject(3.2.11)

3.2.17projectphase(projects)

divisionofaprojectlifecycle(3.2.16)intomanageablesetsofactivities(3.2.12),suchasconception,development,realizationandtermination.

3.3Termsrelatedtoprocess

3.3.1process

setofinterrelatedorinteractingactivities(3.2.12)thatusesortransformsinputstodeliveraresult(3.7.1)

Note1toentry:Whethertheresultofaprocessiscalledanoutput(3.7.8),aproduct(3.7.9)oraservice(3.7.10)dependsonthecontextofthereference.

Note2toentry:Inputstoaprocessaregenerallytheoutputsofotherprocessesandoutputsofaprocessaregenerallytheinputstootherprocesses.

Note3toentry:Twoormoreinterrelatedandinteractingprocessesinseriescanalsobereferredtoasa"process".

Note4toentry:Processesinanorganization(3.1.1)aregenerallyplannedandcarriedoutundercontrolledconditionstoaddvalueandtoensurethatintendedresultscanbeachieved.

Note5toentry:Aprocesswheretheconformity(3.5.9)oftheresultingoutputcannotbereadilyoreconomicallyvalidatedisfrequentlyreferredtoasa"specialprocess".

3.3.2procedure

specifiedwaytocarryoutanactivity(3.2.12)oraprocess(3.3.1)

Note1toentry:Procedurescanbedocumentedornot.

astandardprocess;attheprojectlevel,theprocessowneristheperson(orteam)responsibleforthedescriptionofthedefinedprocess.Aprocesscanthereforehavemultipleownersatdifferentlevelsofresponsibility.

3.3.4processapproach(financialandeconomicbenefits)

systematicapproachtomanagement(3.2.1)inwhichanorganization(3.1.1)identifies,monitorsandmanagesitsinternalprocesses(3.3.1)andtheirinteractions

3.3.5workflow(documentation)

seriesofactivities(3.2.12)necessarytocompleteatask

Note1toentry:Aworkflowthatispartiallycarriedoutwithoutmanualinterferencecanbereferredtoasa"semi-automatedworkflow".Aworkflowthatiscompletelycarriedoutwithoutmanualinterferencecanbereferredtoasan"automatedworkflow".

Note2toentry:Workflowscanbedocumented.

3.3.6qualitymanagementsystemrealization

process(3.3.1)ofestablishing,documenting,implementing,maintainingandcontinuallyimprovingaqualitymanagementsystem(3.4.9).

3.3.7changematrix(organizationalchangemanagement)

two-dimensionalarrayshowingtherelationshipbetweenproduct(3.7.9)orservice(3.7.10)realizationstagesandorganizationalchangestages

Note1toentry:Theproductorservicerealizationstagesarepresentedonthex-axisandorganizationalchangestagesonthey-axis.

3.3.8aggregationmodel(organizationalchangemanagement)combinedviewofthecurrentstateoforganizationalchange

Note1toentry:Thecombinedviewpresentsthepositionsofinterestedparties(3.1.4)onthechangematrix(3.3.7).

3.3.9intervention(organizationalchangemanagement)

process(3.3.1)throughwhichthebehaviourofanorganization(3.1.1)ischanged

3.3.10peopledevelopment(training)

encouragementofemployeestoacquireneworadvancedcompetence(3.10.6)bycreatinglearningandtrainingopportunitieswithcircumstancestodeploytheoutcomesthathavebeenacquired

3.3.11designanddevelopment

setofprocesses(3.3.1)thattransformrequirements(3.5.1)foranobject(3.5.3)intomoredetailedrequirementsforthatobject

Note1toentry:Therequirementsforminginputtodesignanddevelopmentareoftentheresult(3.7.1)ofresearchandcanbeexpressedinabroader,moregeneralsensethantherequirementsformingtheoutput(3.7.8)ofdesignanddevelopment.Therequirementsaregenerallydefinedintermsofcharacteristics(3.10.1).Inaproject(3.2.11),therecanbeseveraldesignanddevelopmentstages.

Note2toentry:Thewords"design"and"development"andtheterm"designanddevelopment"aresometimesusedsynonymouslyandsometimesusedtodefinedifferentstagesoftheoveralldesignanddevelopment.

Note3toentry:Aqualifiercanbeappliedtoindicatethenatureofwhatisbeingdesignedanddeveloped(e.g.product(3.7.9)designanddevelopment,service(3.7.10)designanddevelopment,processdesignanddevelopment)

3.3.12outsource,verb

makeanarrangementwhereanexternalorganization(3.1.1)performspartofanorganization'sfunctionorprocess(3.3.1)

Note1toentry:Anexternalorganizationisoutsidethescopeofthemanagementsystem(3.4.2),althoughtheoutsourcedfunctionorprocessiswithinthescope.

3.3.13contract

bindingagreement.

3.4Termsrelatedtosystem

3.4.1system

setofinterrelatedorinteractingelements

3.4.2managementsystem

setofinterrelatedorinteractingelementsofanorganization(3.1.1)toestablishpolicies(3.4.5)andobjectives(3.7.11),aswellasprocesses(3.3.1)toachievethoseobjectives

Note1toentry:Amanagementsystemcanaddressasingledisciplineorseveraldisciplines.

Note2toentry:Themanagementsystemelementsincludetheorganization'sstructure,rolesandresponsibilities,planningandoperation.

Note3toentry:Themanagementsystemelementscanincludetheorganization'spolicies,practices,rulesandbeliefs.

Note4toentry:Anorganizationmanagesitsinterrelatedelementsinanorderlymannerto

achieveitsobjectives.

Note5toentry:Thescopeofamanagementsystemcanincludethewholeoftheorganization,specificandidentifiedfunctionsoftheorganization,specificandidentifiedsectionsoftheorganization,oroneormorefunctionsacrossagroupoforganizations.

3.4.3nfrastructure

(organization)

system(3.4.1)offacilities,equipmentandservices(3.7.10)neededfortheoperationofanorganization(3.1.1)

3.4.4workenvironment

setofconditionsunderwhichworkisperformed

Note1toentry:Conditionscanincludephysical,social,psychologicalandenvironmentalfactors(suchastemperature,lighting,recognitionschemes,occupationalstress,ergonomicsandatmosphericcomposition).

3.4.5policy(organization)

intentionsanddirectionofanorganization(3.1.1)asformallyexpressedbyitstopmanagement(3.1.3)

3.4.6qualitypolicy

policy(3.4.5)relatedtoquality(3.5.2)

Note1toentry:Thequalitypolicy:isgenerallyconsistentwiththeoverallpolicyoftheorganization(3.1.1);canbealignedwiththeorganization'svision(3.4.10)andmission(3.4.11);providesaframeworkforthesettingofqualityobjectives(3.7.12).

Note2toentry:Thequalitymanagement(3.2.2)principlespresentedinthisdocumentcanformabasisfortheestablishmentofaqualitypolicy.

3.4.7culture(qualityculture)

integratedsharedvalues,beliefs,history,ethics,attitudesandobservedbehaviours.

3.4.8qualityculture

culture(3.4.7)supportingtheachievementofaqualitypolicy(3.4.6)andobjectives(3.7.12),

andthedeliveryofproducts(3.7.9)andservices(3.7.10)thatmeettheneedsandexpectationsofcustomers(3.9.1)andotherinterestedparties(3.1.4)

3.4.9qualitymanagementsystem(QMS)

partoftheoverallmanagementsystem(3.4.2)ofanorganization(3.1.1)relatedtoquality(3.5.2)

3.4.10vision

aspirationofwhatanorganization(3.1.1)wouldliketobecomeasexpressedbytopmanagement(3.1.3)

3.4.11mission

organization's(3.1.1)purposeforexistingasexpressedbytopmanagement(3.1.3)

3.4.12strategy

plantoachievealong-termoroverallobjective(3.7.11)

3.4.13economicbenefit(financialandeconomicbenefits)

benefitattainedthroughtheeffectiveimplementationofmanagementsystem(3.4.2)processes(3.3.1)andresourcestogeneratevalueandimprovethehealthandoverall

worthofanorganization(3.1.1)anditsrelevantinterestedparties(3.1.4).

3.4.14financialbenefit(financialandeconomicbenefits)

organiza