ISO 9004-2:1991
(Main)Quality management and quality system elements — Part 2: Guidelines for services
Quality management and quality system elements — Part 2: Guidelines for services
Gestion de la qualité et éléments de système qualité — Partie 2: Lignes directrices pour les services
Vodenje kakovosti in elementi sistema kakovosti - 2. del: Smernice za storitve
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INTERNATIONAL
ISO
STANDARD
9004-2
First edition
1991-08-01
Corrected and reprinted
199345-01
Quality management and quality System
elements -
Part 2:
Guidelines for Services
Gestion de Ia qualite et Mments de Systeme qualit6 -
Partie 2: Lignes directrices pour /es Services
Reference number
ISO 9004-21991 (E)
---------------------- Page: 1 ----------------------
ISO 9004=2:1991(E)
Contents
Page
1
1 Scope . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .*~.*.
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .*.~.~. 1
2 Normative references
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
3 Definitions
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
4 Characteristics of Services
. . . . . . . . . . . . . . . . . . . . . . . . . . . 2
4.1 Service and Service delivery characteristics
.......... 3
4.2 Control of Service and Service deiivery characteristics
5 Quality System principles . 3
............................................ 3
5.1 Key aspects of a quality System
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
5.2 Management responsibility
. . . . . . .I. 4
5.3 Personne1 and material resources
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .*.*. 5
5.4 Quality System structure
8
5.5 Interface with customers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
8
6 Quality System operational elements .
8
6.1 Marketing process .
6.2 Design process . . . . . . . . .*. 9
. .~.,,,,,,.,.,.,., 12
6.3 Service delivery process
. . . . . . . . . . . . . . . . . 13
6.4 Service performante analysis and improvement
Annexes
A Examples to which this part of ISO 9004 may be applied . . . 15
B Cross-reference of quality System elements and clauses l mm* 16
18
C Bibliography . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
0 ISO 1991
All rights reserved. No part of this publication may be reproduced or utilized in any form or
by any means, electronie or mechanical, including photocopying and microfilm, without per-
mission in writing from the publisher.
International Organization for Standardization
Case Postale 56 l CH-1 211 Geneve 20 l Switzerland
Printed in Switzerland
ii
---------------------- Page: 2 ----------------------
ISO 9004-2:1991 (El)
Foreword
ISO (the International Organization for Standardization) is a worldwide
federation of national Standards bodies (ISO member bodies). The work
of preparing International Standards is normally carried out through ISO
technical committees. Esch member body interested in a subject for
which a technical committee has been established has the right to be
represented on that committee. International organizations, governmental
and non-governmental, in liaison with ISO, also take part in the work. ISO
collaborates closely with the International Electrotechnical Commission
(IEC) on all matters of electrotechnical standardization.
Draft International Standards adopted by the technical committees are
circulated to the member bodies for voting. Publication as an International
Standard requires approval by at least 75 % of the member bodies casting
a vote.
International Standard ISO 9004-2 was prepared by Technical Committee
ISOfTC 176, Quality management and quality assurance.
ISO 9004 consists of the following Parts, under the general title Quality
managemen t and quality sys tem elemen ts:
- Part 1: Guidelines
- Pafl2: Guidelines for Services
- Part 3: Guidelines for processed materials
- Part 4: Guidelines for quality improvement
- Part 5: Guidelines for quality Plans
- Part 6: Guide to quality assurance for project management
- Part 7: Guidelines for con figuration management
Part 1 will be a revision of ISO 9004:1987. Parts 3 to 6 are in preparation.
Annexes A, B and C of this patt of ISO 9004 are for information only.
---------------------- Page: 3 ----------------------
ISO 9004=2:1991(E)
Introduction
Quality and customer satisfaction are important subjects receiving in-
creasing attention worldwide. This part of ISO 9004 provides a response
to this awareness and seeks to encourage organizations and companies
to manage the quality aspects of their Service activities in a more effective
manner.
This part of ISO 9004 builds on the quality management principles given
in the ISO 9000 to ISO 9004 series. lt recognizes that a failure to meet
quality objectives tan have consequences that may adversely affect the
customer, the organization and Society. lt further recognises that it is a
management responsibility to ensure that such failures are prevented.
The creation and maintenance of quality in an organization is dependent
upon a systematic approach to quality management aimed at ensuring that
customer needs are understood and met. The achievement of quality
necessitates a commitment to quality principles at all levels in the organ-
ization and a continual review and improvement of the established System
of quality management based on feedback of the customer’s perception
of the Service provided.
The successful application of quality management to a Service provides
significant opportunities for
- improved Service Performance and customer satisfaction,
- improved productivity, efficiency and tost reduction, and
- improved market share.
To achieve these benefits, a quality System for Services should also re-
spond to the human aspects involved in the Provision of a Service by
- managing the social processes involved in a Service,
- regarding human interactions as a crucial patt of Service quality,
- recognizing the importante of a customer’s perception of the organiz-
ation’s image, culture and Performance,
- developing the skills and capability of personnel, and
- motivating personnel to improve quality and to meet customer expec-
tations.
---------------------- Page: 4 ----------------------
INTERNATIONAL STANDARD
ISO 9004=2:1991(E)
Quality management and quality System elements -
Part 2:
Guidelines for Services
ganization; this is especially so in larger organizations
1 Scope
where the customer tan be at a subsequent Stage in
the provisioning process. While this part of ISO 9004
This patt of ISO 9004 gives guidance for establishing
is written principally with respect to external cus-
and implementing a quality System within an organiz-
tomers, it tan also apply to internal customers for
ation. lt is based on the generic principles of internal
Overall achievement of the required quality.
quality management described in ISO 9004:1987 and
provides a comprehensive overview of a quality sys-
The selection of operational elements and the extent
tem specifically for Services.
to which they are applied depends on such factors as
the market being served, the Options of the organiz-
This patt of ISO 9004 tan be applied in the context
ation, the nature of the Service, the Service processes
of developing a quality System for a newly offered or
and the customer needs.
modified Service. lt tan also be applied directly when
implementing a quality System for an existing Service.
Annex A is for information only, and gives examples
The quality System embraces all the processes
of Services to which this part of ISO 9004 may be
needed to provide an effective Service, from market-
applied. The examples include Service activities in-
ing to delivery, and includes the analysis of Service
herently performed in product manufacturing indus-
provided to customers.
tries.
The concepts, principles and quality System elements
described are applicable to all forms of Service,
whether solely of a Service Character or in combina-
Product content (10~1
Product content (high)
tion with the manufacture and supply of a product.
This tan be shown as a continuum ranging from a
I I 1
Situation where the Service is directly related to a
Vehicle sales Service Restaurant Service Legal Service
product to a Situation where there is little product in-
volved. Figure 1 illustrates this concept for three types
of Service.
Figure 1 - Product content in a Service
continuum
NOTE 1 Equipment or facilities may also be directly in-
volved in providing a Service, for example, vending ma-
chines or automatic banking machines.
2 Normative references
The concepts and principles in this part of ISO 9004
are appropriate to large and small organizations. Al-
The following Standards contain provisions which,
though the small Service organization will not have,
through reference in this text, constitute provisions
nor need, the complex structure necessary in the
of this patt of ISO 9004. At the time of publication, the
larger enterprise, the same principles apply. The dif-
editions indicated were valid. All Standards are subject
ference is simply one of scale.
to revision, and Parties to agreements based on this
part of ISO 9004 are encouraged to investigate the
Primarily, the customer will be the ultimate recipient
possibility of applying the most recent .editions of the
of the Service extemal to the organization. Frequently
Standards indicated below. Members of IEC and ISO
though, the customer tan be internal within the or-
---------------------- Page: 5 ----------------------
ISO 9004=2:1991(E)
9 Customer activit ies at the interface with the supplier
maintain registers of currently valid International
may be essen tial to the Service delivery.
Standards.
IO Delivery or use of tangible product may form part of the
ISO 8402:1986, Quality - Vocabulary.
Service delivery.
ISO 9000:1987, Quality management and quality as-
11 A Service may be Iinked with the manufacture and
surance Standards - Guidelines for selection and
supply of tangible product.
use.
3.6 Service delivery: Those supplier activities
ISO 9004:1987, Quality management and quality sys-
necessary to provide the Service.
tem elements - Guidelines.
3.7 quality: The totality of features and character-
istics of a product or Service that bear on its ability to
3 Definitions
satisfy stated or implied needs. [ISO 84021
For the purposes of this International Standard, the
3.8 quality policy: The Overall quality intentions and
definitions given in ISO 8402, together with the fol-
direction of an organization as regards quality, as
lowing definitions, apply.
formally expressed by top management. [ISO 84021
NOTES
3.9 quality management: That aspect of the Overall
2 The term “Service organizatio n ” is also used to denote
management function that determines and im-
“supplier”, as appropriate.
plements the quality policy. [ISO 84021
3 To provide clearer guidance, some existing definitions
3.10 quality System: The organizational structure,
(without notes) are repeated with the Source given in
brackets. responsibilities, procedures, processes and resources
for implementing quality management. [ISO 84021
3.1 organization: A Company, corporation, firm, en-
terprise or association, or part thereof, whether in-
corporated or not, public or private, that has its own
4 Characteristics of Services
function(s) and administration.
3.2 supplier: An organization that provides a product
4.1 Service and Service delivery
or a Service to a customer.
characteristics
NOTE 4 The supplier is sometines referred to as a
The requirements of a Service need to be clearly de-
” business first Party”.
fined in terms of characteristics that are observable
and subject to customer evaluation.
3.3 sub-contractor: A supplier to the Service or-
ganization in a contractual Situation.
The processes that deliver a Service also need to be
defined in terms of characteristics that may not al-
3.4 customer: The recipient of a product or a ser-
ways be observable by the customer, but directly af-
vice.
fett Service performante.
NOTES
Both types of characteristic need to be capable of
evaluation by the Service organization against defined
Itimate con-
5 A customer be, for exampl e, the u
maY
Standards of acceptability.
sume r, User, be nef icia ry or puchaser.
A Service or Service delivety characteristic may be
6 A customer is sometimes referred to as a “business
quantitative (measurable) or qualitative (comparable),
second Party”.
depending on how it is evaluated and whether the
evaluation is done by the Service organization or the
7 A customer may be a unit within the Service organiz-
customer.
ation.
NOTE 12 Many qualitative characteristics subjectively
3.5 Service: The results generated, by activities at
evaluated by customers are candidates for quantitative
the interface between the supplier and the customer
measurement by the Service organization.
and by supplier internal activities, to meet customer
needs.
Examples of characteristics that might be specified in
requirement documents include:
NOTES
- facilities, capacity, number of personnel and quan-
8 The supplier or the customer may be represented at the
interface by Personne1 or equipment. tity of materials;
---------------------- Page: 6 ----------------------
ISO 9004=2:1991(E)
- waiting time, delivery time and process times;
- grade of Service to be provided;
- hygiene, safety, reliability and security;
- Service organization’s image and reputation for
quality;
- responsiveness, accessibility, courtesy, comfort,
aesthetics of environment, competence, depend- - objectives for Service quality;
ability, accuracy, completeness, state of the art,
credibility and effective communication. - approach to be adopted in pursuit of quality ob-
jectives;
4.2 Control of Service and Service delivery
- role of Company personnel responsible for imple-
characteristics
menting the quality policy.
In most cases the control of Service and Service de-
Management should ensure that the quality policy is
livery characteristics tan only be achieved by
promulgated, understood, implemented and main-
controlling the process that delivers the Service.
tained.
Process Performance measurement and control are
therefore essential to achieve and maintain the re-
quired Service quality. While remedial action is some-
times possible during Service delivery, it is usually not
possible to rely on final inspection to influence Service
quality at the customer interface where customer as-
sessment of any nonconformity is often immediate.
The Service delivery process may range from being
highly mechanized (as in a directly dialled telephone
call) to one that is highly personalized (as in Services
such as legal, medical or consultancy). The more de-
finable the process, whether by mechanization or by
detailed procedures, the greater the opportunity to
apply structured and disciplined quality System princi-
ples .
5 Quality System principles
5.1 Key aspects of a quality System
resources
Figure 2 illustrates that the customer is the focal Point
of the three key aspects of a quality System. lt also
illustrates that customer satisfaction tan only be as-
sured when there is harmony of interaction between
Figure 2 - Key aspects of a quality System
the management responsibility, the personnel and
material resources and the quality System structure.
5.2 Management responsibility
5.2.1 General
5.2.3 Quality objectives
Management is responsible for establishing a policy
The realization of a quality policy requires the identifi-
for sen/ice quality and customer satisfaction. Suc-
cation of primary goals for establishing quality objec
cessful implementation of this policy is dependent
tives. Primary goals should include:
upon management commitment to the development
and effective Operation of a quality System.
- customer satisfaction consistent with professiona
Standards and ethics;
5.2.2 Quality policy
- continuous improvement of the Service;
The responsibility for and commitment to a quality
- giving consideration to the requirements of Society
policy for the setvice organization belongs to the
highest Level of management. Management should and the environment;
develop and document a quality policy relating to the
- efficiency in providing the Service.
following:
3
---------------------- Page: 7 ----------------------
ISO 9004-2:1991(E)
quality objectives. Particular emphasis should be
Management should translate the primary goals into
placed on the need or opportunity for improvement.
a set of quality objectives and activities. Examples of
The reviews should be carried out by appropriate
these are:
members of management or by competent, inde-
clear definition of customer needs with appropri- pendent personnel reporting directly to senior man-
ate quality measures; agement.
Management reviews should consist of well-
preventive action and controls to avoid customer
structured and comprehensive evaluations encom-
dissatisfaction;
passing all relevant sources of information, including:
optimizing quality-related costs for the required
- findings of Service performante analysis; i.e. in-
Performance and grade of Service;
formation on the Overall effectiveness and ef-
ficiency of the Service delivery process in
creation of a collective commitment to quality
achieving Service requirements and customer sat-
within the Service organization;
isfaction (see 6.4 );
continuous review of Service requirements and
- findings of internal audits on the implementation
achievements to identify opportunities for Service
and effectiveness of all elements of the quality
quality improvement;
System in meeting stated objectives for Service
quality (see 6.4.4);
prevention of adverse effects by the Service or-
ganization on Society and the environment.
- changes brought about by new technologies,
quality concepts, market strategies and social or
5.2.4 Quality responsibility and authority
environmental conditions.
To achieve the quality objectives, management should
Observations, conclusions and recommendations
establish a quality System structure for the effective
reached as a result of a review and evaluation should
control, evaluation and improvement of Service quality
be submitted in documentary form to management
throughout all stages of the Provision of a Service.
for necessaty action in establishing a Programme for
Service quality improvements.
General and specific responsibility and authority
should be explicitly defined for all personnel whose
5.3 Personne1 and material resources
activities influence Service quality. This should include
T
ensuring effective customer/supplier relationships at
5.3.1 General
all interfaces within, and extemal to, the Service or-
ganization. The responsibility and authority defined
Management should provide sufficient and appropri-
should be consistent with the means and methods
ate resources to implement the quality System and
necessary for achieving Service quality.
achieve the quality objectives.
Senior management should be responsible for ensur-
ing that the requirements for a quality System are
5.3.2 Personne1
developed. They should retain responsibility or desig-
nate a management representative responsible for
5.3.2.i Motivation
ensuring that the quality System is established, au-
dited, continually measured and reviewed for im-
A most important resource in any organization is that
provement.
of the individual members of personnel involved. This
is especially important in a Service organization where
While personnel with specific designated responsibil-
the behaviour and performante of individuals directly
ities tan be instrumental in the attainment of quality,
impacts on the quality of Service.
it should be stressed that it is not these personnel
who create quality. They are only part of the quality
As a spur to the motivation, development, communi-
System. The scope of the quality System encom-
cation and performante of personnel, management
Passes all of the functions, and requires the involve-
should:
ment, commitment and effective intetworking of all
personnel in the Service organization to achieve con-
- select personnel on the basis of capability to sat-
tinuous improvement.
isfy defined job specifications;
5.2.5 Management review - provide a work environment that fosters excel-
lence and a secure work relationship;
Management should provide for formal periodic and
independent reviews of the quality System in Order to
- realize the potential of every member of the or-
determine its continuing suitability and effectiveness ganization by consistent, creative work methods
in implementing the quality policy and achieving the and opportunities for greater involvement;
---------------------- Page: 8 ----------------------
ISO 900492:1991(E)
ensure that the tasks to be performed and the 5.3.2.3 Communication
objectives to be achieved are understood, includ-
ing how they affect quality;
Service personnel, especially those directly involved
with the customer, should have adequate knowledge
see that all personnel feel that they have an in-
and the necessary skills in communication. They
volvement and influence on the quality of Service
should be capable of forming a natura1 work team able
provided to customers;
to interact appropriately with extemal organizations
and representatives to provide a timely and smooth
encourage contributions which enhance uality by running Service.
9
giving due recognition and reward fo achieve-
Team activities, such as quality improvement forums,
ment;
tan be effective for improving communication be-
tween personnel and tan provide an opportunity for
periodically assess the factors which motivate
supportive participation and cooperation in solving
personnel to provide quality of Service;
problems.
implement career planning and development of
Regular communication within the Service organiz-
personnel;
ation should be a feature at all levels of management.
The existente of an appropriate information System is
establish planned actions for updating the skills of
an essential tool for communication and for Service
personnel.
operations. The methods of communication may in-
clude:
5.3.2.2 Training and development
- management briefings;
Education brings awareness of the need for Change
and provides the means whereby Change and devel-
- information exchange meetings;
opment tan be accomplished.
- documented information;
Important elements in the development of personnel
include:
- information technology facilities.
training executives in quality management, includ-
ing quality-related costs and evaluation of the ef-
5.3.3 Material resources
fectiveness of the quality System;
The material resources required for Service operations
training of personnel (this should not be restricted
may include:
to those solely concerned with quality responsibil-
ities);
Service provisioning equipment and stores;
education of personnel on the Service organiz-
operational needs, such as accomodation pro-
ation’s quality policy, objectives and concepts of
visions, transport and information Systems;
customer satisfaction;
quality-assessment facilities, instrumentation and
a quality-awareness Programme which may in-
Computer Software;
clude instruction and training courses for new en-
trants, and periodic refresher Programmes for
operational and technical documentation.
longer-serving personnel;
procedures for specifying and verifying that per-
5.4 Quality System structure
sonnel have received suitable training;
training in process control, data collection and
5.4.1 General
analysis, Problem identification and analysis, cor-
rective action and improvement, team working and
The sen/ice organization should develop, establish,
communication methods;
document, implement and maintain a quality System
as a means by which stated policies and objectives for
the need to assess carefully the personnel re-
Service quality may be accomplished. The operational
quirements for formal qualifications and give ap-
elements of a quality System are described in
propriate assistance and encouragement where
clause 6.
necessafy;
The quality System elements should be structured to
establish adequate control and assurance over all op-
the Performance evaluation of personnel to assess
erational processes affecting Service quality.
their development needs and potential.
---------------------- Page: 9 ----------------------
ISO 9004=2:199l(E)
The quality System should emphasize preventive ac- The quality of Service as seen by the customer is di-
tions that avoid the occurrence of Problems while not rectly influenced by these processes as weil as by
sacrificing the ability to respond to and correct fail- actions arising from those Service quality feedback
Ures, should they occur. measures which contribute to Service quality im-
provements, namely:
- supplier’s assessment of the Service provided;
5.4.2 Service quality loop
- customer’s assessment 0% the service received;
Quality System procedures should be established to
specify the Performance requirements for all Service
- quality audits of the implementation and effec-
processes including the three main provisioning pro-
tiveness of all elements of the quality System.
cesses (marketing, design and Service delivery) which
tan be shown to be operating in a Service quality loop, Quality feedback should also be established between
as illustrated in figure3. interacting elements in the quality loop.
------------------------m---w---w-------
-,
SERVICE ORGANIZATION
Service
I
CustomeriSupplier
I
I Supplieri Customer
I
Marketing
process
Serviceperformance 1
r
analysis and
I
Service needshesult
0
Service processes
Service process
/ documents
( ) Service measures
Figure 3 - Service quality loop
---------------------- Page: 10 ----------------------
ISO 9004=2:1991(E)
5.4.3 Quality documentation and records - on competitive comparisons.
The quality records should be
5.4.3.1 Documentation System
- verified as valid;
All Service elements, requirements and provisions in-
- readily retrievable;
corporated in the quality System should be defined
and documented as part of the Service organization’s
- retained for a designated period;
Overall documentation. Appropriate quality System
documentation includes the following.
- protected from darnage, loss and deterioration
while in storage.
Quality manual: This should provide a description
a)
of the quality System as a permanent reference.
Management should establish the policy for access to
lt should contain quality records.
- the quality policy;
5.4.3.2 Documentation control
- the quality objectives;
All documentation should be legible, dated (including
revision dates), clear, readily identifiable and carry
- the structure of the organization, including re-
authorization Status.
sponsibilities;
Methods should be established to control the issue,
- a description of the quality System, including
distribution and revision of documents. The methods
all elements and provisions that form part of it;
should ensure that documents are:
- the quality practices of the organization;
- approved by authorized personnel;
- the structure and distribution of the quality
- released and made available in the areas where
System documentation.
the information is needed;
Quality plan: This should describe the specific
b) - understood and acceptable to users;
quality practices, resources and the sequence of
activities relevant to a particular Service.
- reviewed for any necessary revision;
Procedures: These are written Statements which
Cl - removed when obsolete.
specify the purpose and scope of activities in the
Service organization to meet customer needs.
5.4.4 Internal quality audits
They define how the activities are to be con-
ducted, controlled and recorded.
Internal quality audits should be performed period-
ically to verify the implementation and effectiveness
Procedures should be agreed, be accessible to
of the quality System and adherence to the Service
personnel and understood by all those who inter-
specification (see 6.2.3), the Service delivety specifi-
face with their Operation.
cation (see 6.2.4) and the quality control specification
(see 6.2.5).
Quality records: These provide information
d)
Internal quality audits should be planned, performed
- on the degree of achievement of the quality
and recorded in accordance with documented proce-
objectives;
dures by competent Personne9 who are independent
0% the specific activities or areas being audited.
- on the level of customer satisfaction and dis-
satisfaction with the Service;
Audit findings should be documented and submitted
to senior management. Management responsible for
- about the results of the quality System for re-
the activity being audited should ensure that necess-
view and improvement of the Service;
ary and appropriate corrective actions are taken in re-
spect of the audit findings.
- for analysis to identify quality trends;
Implementation and effectiveness
...
INTERNATIONAL ISO
STANDARD
9004-2
First edition
1991-08-01
Quality management and quality system
elements —
Part 2:
Guidelines for services
Gestion de la qualité et éléments de système qualité —
Partie 2: Lignes directrices pour les services
Reference number
ISO 9004-2:1991(E)
---------------------- Page: 1 ----------------------
ISO 9004-2:1991(E)
Contents
Page
1 Scope . 1
2 Normative references . 1
3 Definitions . 2
4 Characteristics of services . 2
4.1 Service and service delivery characteristics . 2
4.2 Control of service and service delivery characteristics . 3
5 Quality system principles . 3
5.1 Key aspects of a quality system . 3
5.2 Management responsibility . 3
5.3 Personnel and material resources . 4
5.4 Quality system structure . 5
5.5 Interface with customers . 8
6 Quality system operational elements . 8
6.1 Marketing process . 8
6.2 Design process . 9
6.3 Service delivery process . 12
6.4 Service performance analysis and improvement . 13
Annexes
A Examples to which this part of ISO 9004 may be applied . 15
B Cross-reference of quality system elements and clauses . 16
C Bibliography . 18
ISO 1991
All rights reserved. No part of this publication may be reproduced or utilized in any form or
by any means, electronic or mechanical, including photocopying and microfilm, without per-
mission in writing from the publisher.
International Organization for Standardization
Case Postale 56 • CH-1211 Genève 20 • Switzerland
Printed in Switzerland
ii
---------------------- Page: 2 ----------------------
ISO 9004-2:1991(E)
Foreword
ISO (the International Organization for Standardization) is a worldwide
federation of national standards bodies (ISO member bodies). The work
of preparing International Standards is normally carried out through ISO
technical committees. Each member body interested in a subject for
which a technical committee has been established has the right to be
represented on that committee. International organizations, governmental
and non-governmental, in liaison with ISO, also take part in the work. ISO
collaborates closely with the International Electrotechnical Commission
(IEC) on all matters of electrotechnical standardization.
Draft International Standards adopted by the technical committees are
circulated to the member bodies for voting. Publication as an International
Standard requires approval by at least 75 % of the member bodies casting
a vote.
International Standard ISO 9004-2 was prepared by Technical Committee
ISO/TC 176, Quality management and quality assurance.
ISO 9004 consists of the following parts, under the general title Quality
management and quality system elements:
— Part 1: Guidelines
— Part 2: Guidelines for services
— Part 3: Guidelines for processed materials
— Part 4: Guidelines for quality improvement
Part 1 will be a revision of ISO 9004:1987. Parts 3 to 6 are in preparation.
Annexes A, B and C of this part of ISO 9004 are for information only.
iii
---------------------- Page: 3 ----------------------
ISO 9004-2:1991(E)
Introduction
Quality and customer satisfaction are important subjects receiving in-
creasing attention worldwide. This part of ISO 9004 provides a response
to this awareness and seeks to encourage organizations and companies
to manage the quality aspects of their service activities in a more effective
manner.
This part of ISO 9004 builds on the quality management principles given
in the ISO 9000 to ISO 9004 series. It recognizes that a failure to meet
quality objectives can have consequences that may adversely affect the
customer, the organization and society. It further recognises that it is a
management responsibility to ensure that such failures are prevented.
The creation and maintenance of quality in an organization is dependent
upon a systematic approach to quality management aimed at ensuring that
customer needs are understood and met. The achievement of quality
necessitates a commitment to quality principles at all levels in the organ-
ization and a continual review and improvement of the established system
of quality management based on feedback of the customer's perception
of the service provided.
The successful application of quality management to a service provides
significant opportunities for
— improved service performance and customer satisfaction,
— improved productivity, efficiency and cost reduction, and
— improved market share.
To achieve these benefits, a quality system for services should also re-
spond to the human aspects involved in the provision of a service by
— managing the social processes involved in a service,
— regarding human interactions as a crucial part of service quality,
— recognizing the importance of a customer's perception of the organiz-
ation's image, culture and performance,
— developing the skills and capability of personnel, and
— motivating personnel to improve quality and to meet customer expec-
tations.
iv
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INTERNATIONAL STANDARD ISO 9004-2:1991(E)
Quality management and quality system elements —
Part 2:
Guidelines for services
ganization; this is especially so in larger organizations
1 Scope
where the customer can be at a subsequent stage in
the provisioning process. While this part of ISO 9004
This part of ISO 9004 gives guidance for establishing
is written principally with respect to external cus-
and implementing a quality system within an organiz-
tomers, it can also apply to internal customers for
ation. It is based on the generic principles of internal
overall achievement of the required quality.
quality management described in ISO 9004:1987 and
provides a comprehensive overview of a quality sys-
The selection of operational elements and the extent
tem specifically for services.
to which they are applied depends on such factors as
the market being served, the options of the organiz-
This part of ISO 9004 can be applied in the context
ation, the nature of the service, the service processes
of developing a quality system for a newly offered or
and the customer needs.
modified service. It can also be applied directly when
implementing a quality system for an existing service.
Annex A is for information only, and gives examples
The quality system embraces all the processes
of services to which this part of ISO 9004 may be
needed to provide an effective service, from market-
applied. The examples include service activities in-
ing to delivery, and includes the analysis of service
herently performed in product manufacturing indus-
provided to customers.
tries.
The concepts, principles and quality system elements
described are applicable to all forms of service,
whether solely of a service character or in combina-
tion with the manufacture and supply of a product.
This can be shown as a continuum ranging from a
situation where the service is directly related to a
product to a situation where there is little product in-
volved. Figure 1 illustrates this concept for three types
of service.
Figure 1 — Product content in a service
continuum
NOTE 1 Equipment or facilities may also be directly in-
volved in providing a service, for example, vending ma-
chines or automatic banking machines.
2 Normative references
The concepts and principles in this part of ISO 9004
are appropriate to large and small organizations. Al-
The following standards contain provisions which,
though the small service organization will not have,
through reference in this text, constitute provisions
nor need, the complex structure necessary in the
of this part of ISO 9004. At the time of publication, the
larger enterprise, the same principles apply. The dif-
editions indicated were valid. All standards are subject
ference is simply one of scale.
to revision, and parties to agreements based on this
Primarily, the customer will be the ultimate recipient part of ISO 9004 are encouraged to investigate the
of the service external to the organization. Frequently possibility of applying the most recent editions of the
though, the customer can be internal within the or- standards idicated below. Members of IEC and ISO
1
---------------------- Page: 5 ----------------------
ISO 9004-2:1991(E)
9 Customer activities at the interface with the supplier
maintain registers of currently valid International
may be essential to the service delivery.
Standards.
10 Delivery or use of tangible product may form part of the
ISO 8402:1986, Quality — Vocabulary.
service delivery.
ISO 9000:1987, Quality management and quality as-
11 A service may be linked with the manufacture and
surance standards — Guidelines for selection and
supply of tangible product.
use.
ISO 9004:1987, Quality management and quality sys- 3.6 service delivery: Those supplier activities
tem elements — Guidelines. necessary to provide the service.
3.7 quality: The totality of features and character-
istics of a product or service that bear on its ability to
3 Definitions
satisfy stated or implied needs. [ISO 8402]
For the purposes of this International Standard, the
3.8 quality policy: The overall quality intentions and
definitions given in ISO 8402, together with the fol-
direction of an organization as regards quality, as
lowing definitions, apply.
formally expressed by top management. [ISO 8402]
NOTES
3.9 quality management: That aspect of the overall
2 The term “service organization” is also used to denote
management function that determines and im-
“supplier”, as appropriate.
plements the quality policy. [ISO 8402]
3 To provide clearer guidance, some existing definitions
3.10 quality system: The organizational structure,
(without notes) are repeated with the source given in
responsibilities, procedures, processes and resources
brackets.
for implementing quality management. [ISO 8402]
3.1 organization: A company, corporation, firm, en-
terprise or association, or part thereof, whether in-
4 Characteristics of services
corporated or not, public or private, that has its own
function(s) and administration.
4.1 Service and service delivery
characteristics
3.2 supplier: An organization that provides a product
or a service to a customer.
The requirements of a service need to be clearly de-
fined in terms of characteristics that are observable
NOTE 4 The supplier is sometines referred to as a
“business first party”. and subject to customer evaluation.
The processes that deliver a service also need to be
3.3 sub-contractor: A supplier to the service or-
defined in terms of characteristics that may not al-
ganization in a contractual situation.
ways be observable by the customer, but directly af-
fect service performance.
3.4 customer: The recipient of a product or a ser-
vice.
Both types of characteristic need to be capable of
evaluation by the service organization against defined
NOTES
standards of acceptability.
5 A customer may be, for example, the ultimate con-
A service or service delivery characteristic may be
sumer, user, beneficiary or puchaser.
quantitative (measurable) or qualitative (comparable),
depending on how it is evaluated and whether the
6 A customer is sometimes referred to as a “business
evaluation is done by the service organization or the
second party”.
customer.
7 A customer may be a unit within the service organiz-
ation. NOTE 12 Many qualitative characteristics subjectively
evaluated by customers are candidates for quantitative
measurement by the service organization.
3.5 service: The results generated, by activities at
the interface between the supplier and the customer
Examples of characteristics that might be specified in
and by supplier internal activities, to meet customer
requirement documents include:
needs.
— facilities, capacity, number of personnel and quan-
NOTES
tity of materials;
8 The supplier or the customer may be represented at the
interface by personnel or equipment. — waiting time, delivery time and process times;
2
---------------------- Page: 6 ----------------------
ISO 9004-2:1991(E)
— hygiene, safety, reliability and security; — service organization's image and reputation for
quality;
— responsiveness, accessibility, courtesy, comfort,
aesthetics of environment, competence, depend- — objectives for service quality;
ability, accuracy, completeness, state of the art,
credibility and effective communication. — approach to be adopted in pursuit of quality ob-
jectives;
4.2 Control of service and service delivery
— role of company personnel responsible for imple-
characteristics
menting the quality policy.
In most cases the control of service and service de-
Management should ensure that the quality policy is
livery characteristics can only be achieved by
promulgated, understood, implemented and main-
controlling the process that delivers the service.
tained.
Process performance measurement and control are
therefore essential to achieve and maintain the re-
quired service quality. While remedial action is some-
times possible during service delivery, it is usually not
possible to rely on final inspection to influence service
quality at the customer interface where customer as-
sessment of any nonconformity is often immediate.
The service delivery process may range from being
highly mechanized (as in a directly dialled telephone
call) to one that is highly personalized (as in services
such as legal, medical or consultancy). The more de-
finable the process, whether by mechanization or by
detailed procedures, the greater the opportunity to
apply structured and disciplined quality system princi-
ples.
5 Quality system principles
5.1 Key aspects of a quality system
Figure 2 illustrates that the customer is the focal point
of the three key aspects of a quality system. It also
illustrates that customer satisfaction can only be as-
sured when there is harmony of interaction between Figure 2 — Key aspects of a quality system
the management responsibility, the personnel and
material resources and the quality system structure.
5.2 Management responsibility
5.2.3 Quality objectives
5.2.1 General
The realization of a quality policy requires the identifi-
cation of primary goals for establishing quality objec-
Management is responsible for establishing a policy
tives. Primary goals should include:
for service quality and customer satisfaction. Suc-
cessful implementation of this policy is dependent
— customer satisfaction consistent with professional
upon management commitment to the development
standards and ethics;
and effective operation of a quality system.
— continuous improvement of the service;
5.2.2 Quality policy
— giving consideration to the requirements of society
The responsibility for and commitment to a quality
and the environment;
policy for the service organization belongs to the
highest level of management. Management should
— efficiency in providing the service.
develop and document a quality policy relating to the
following: Management should translate the primary goals into
a set of quality objectives and activities. Examples of
— grade of service to be provided; these are:
3
---------------------- Page: 7 ----------------------
ISO 9004-2:1991(E)
— clear definition of customer needs with appropri- pendent personnel reporting directly to senior man-
ate quality measures; agement.
Management reviews should consist of well-
— preventive action and controls to avoid customer
structured and comprehensive evaluations encom-
dissatisfaction;
passing all relevant sources of information, including:
— optimizing quality-related costs for the required
— findings of service performance analysis; i.e. in-
performance and grade of service;
formation on the overall effectiveness and ef-
ficiency of the service delivery process in
— creation of a collective commitment to quality
achieving service requirements and customer sat-
within the service organization;
isfaction (see 6.4 );
— continuous review of service requirements and
— findings of internal audits on the implementation
achievements to identify opportunities for service
and effectiveness of all elements of the quality
quality improvement;
system in meeting stated objectives for service
quality (see 6.4.4);
— prevention of adverse effects by the service or-
ganization on society and the environment.
— changes brought about by new technologies,
quality concepts, market strategies and social or
5.2.4 Quality responsibility and authority
environmental conditions.
To achieve the quality objectives, management should
Observations, conclusions and recommendations
establish a quality system structure for the effective
reached as a result of a review and evaluation should
control, evaluation and improvement of service quality
be submitted in documentary form to management
throughout all stages of the provision of a service.
for necessary action in establishing a programme for
service quality improvements.
General and specific responsibility and authority
should be explicitly defined for all personnel whose
5.3 Personnel and material resources
activities influence service quality. This should include
ensuring effective customer/supplier relationships at
5.3.1 General
all interfaces within, and external to, the service or-
ganization. The responsibility and authority defined
Management should provide sufficient and appropri-
should be consistent with the means and methods
ate resources to implement the quality system and
necessary for achieving service quality.
achieve the quality objectives.
Senior management should be responsible for ensur-
ing that the requirements for a quality system are
5.3.2 Personnel
developed. They should retain responsibility or desig-
nate a management representative responsible for
5.3.2.1 Motivation
ensuring that the quality system is established, au-
dited, continually measured and reviewed for im-
A most important resource in any organization is that
provement.
of the individual members of personnel involved. This
is especially important in a service organization where
While personnel with specific designated responsibil-
the behaviour and performance of individuals directly
ities can be instrumental in the attainment of quality,
impacts on the quality of service.
it should be stressed that it is not these personnel
who create quality. They are only part of the quality
As a spur to the motivation, development, communi-
system. The scope of the quality system encom-
cation and performance of personnel, management
passes all of the functions, and requires the involve-
should:
ment, commitment and effective interworking of all
personnel in the service organization to achieve con-
— select personnel on the basis of capability to sat-
tinuous improvement.
isfy defined job specifications;
5.2.5 Management review — provide a work environment that fosters excel-
lence and a secure work relationship;
Management should provide for formal periodic and
independent reviews of the quality system in order to — realize the potential of every member of the or-
determine its continuing suitability and effectiveness ganization by consistent, creative work methods
in implementing the quality policy and achieving the and opportunities for greater involvement;
quality objectives. Particular emphasis should be
placed on the need or opportunity for improvement. — ensure that the tasks to be performed and the
The reviews should be carried out by appropriate objectives to be achieved are understood, includ-
members of management or by competent, inde- ing how they affect quality;
4
---------------------- Page: 8 ----------------------
ISO 9004-2:1991(E)
— see that all personnel feel that they have an in- 5.3.2.3 Communication
volvement and influence on the quality of service
Service personnel, especially those directly involved
provided to customers;
with the customer, should have adequate knowledge
and the necessary skills in communication. They
— encourage contributions which enhance quality by
should be capable of forming a natural work team able
giving due recognition and reward for achieve-
to interact appropriately with external organizations
ment;
and representatives to provide a timely and smooth
running service.
— periodically assess the factors which motivate
personnel to provide quality of service;
Team activities, such as quality improvement forums,
can be effective for improving communication be-
— implement career planning and development of
tween personnel and can provide an opportunity for
personnel;
supportive participation and cooperation in solving
problems.
— establish planned actions for updating the skills of
personnel.
Regular communication within the service organiz-
ation should be a feature at all levels of management.
The existence of an appropriate information system is
5.3.2.2 Training and development an essential tool for communication and for service
operations. The methods of communication may in-
clude:
Education brings awareness of the need for change
and provides the means whereby change and devel-
— management briefings;
opment can be accomplished.
Important elements in the development of personnel — information exchange meetings;
include:
— documented information;
— training executives in quality management, includ-
ing quality-related costs and evaluation of the ef- — information technology facilities.
fectiveness of the quality system;
5.3.3 Material resources
— training of personnel (this should not be restricted
to those solely concerned with quality responsibil- The material resources required for service operations
ities); may include:
— education of personnel on the service organiz- — service provisioning equipment and stores;
ation's quality policy, objectives and concepts of
customer satisfaction; — operational needs, such as accomodation pro-
visions, transport and information systems;
— a quality-awareness programme which may in-
clude instruction and training courses for new en- — quality-assessment facilities, instrumentation and
trants, and periodic refresher programmes for computer software;
longer-serving personnel;
— operational and technical documentation.
— procedures for specifying and verifying that per-
sonnel have received suitable training;
5.4 Quality system structure
— training in process control, data collection and
5.4.1 General
analysis, problem identification and analysis, cor-
rective action and improvement, team working and
The service organization should develop, establish,
communication methods;
document, implement and maintain a quality system
as a means by which stated policies and objectives for
— the need to assess carefully the personnel re-
service quality may be accomplished. The operational
quirements for formal qualifications and give ap-
elements of a quality system are described in
propriate assistance and encouragement where
clause 6.
necessary;
The quality system elements should be structured to
— the performance evaluation of personnel to assess establish adequate control and assurance over all op-
their development needs and potential. erational processes affecting service quality.
5
---------------------- Page: 9 ----------------------
ISO 9004-2:1991(E)
The quality system should emphasize preventive ac- The quality of service as seen by the customer is di-
tions that avoid the occurrence of problems while not rectly influenced by these processes as well as by
sacrificing the ability to respond to and correct fail- actions arising from those service quality feedback
ures, should they occur. measures which contribute to service quality im-
provements, namely:
— supplier's assessment of the service provided;
5.4.2 Service quality loop
— customer's assessment of the service received;
Quality system procedures should be established to
specify the performance requirements for all service
— quality audits of the implementation and effec-
processes including the three main provisioning pro-
tiveness of all elements of the quality system.
cesses (marketing, design and service delivery) which
can be shown to be operating in a service quality loop, Quality feedback should also be established between
as illustrated in figure 3. interacting elements in the quality loop.
Figure 3 — Service quality loop
6
---------------------- Page: 10 ----------------------
ISO 9004-2:1991(E)
5.4.3 Quality documentation and records — on appropriate sub-contractors' performance;
— on the skills and training of personnel;
— on competitive comparisons.
5.4.3.1 Documentation system
The quality records should be
All service elements, requirements and provisions in-
corporated in the quality system should be defined
— verified as valid;
and documented as part of the service organization's
overall documentation. Appropriate quality system
— readily retrievable;
documentation includes the following.
— retained for a designated period;
a) Quality manual: This should provide a description
of the quality system as a permanent reference.
— protected from damage, loss and deterioration
while in storage.
It should contain
Management should establish the policy for access to
— the quality policy;
quality records.
— the quality objectives;
5.4.3.2 Documentation control
— the structure of the organization, including re-
All documentation should be legible, dated (including
sponsibilities;
revision dates), clear, readily identifiable and carry
authorization status.
— a description of the quality system, including
all elements and provisions that form part of it;
Methods should be established to control the issue,
distribution and revision of documents. The methods
— the quality practices of the organization;
should ensure that documents are:
— the structure and distribution of the quality
— approved by authorized personnel;
system documentation.
— released and made available in the areas where
b) Quality plan: This should describe the specific
the information is needed;
quality practices, resources and the sequence of
activities relevant to a particular service.
— understood and acceptable to users;
c) Procedures: These are written statements which
— reviewed for any necessary revision;
specify the purpose and scope of activities in the
service organization to meet customer needs.
— removed when obsolete.
They define how the activities are to be con-
ducted, controlled and recorded.
5.4.4 Internal quality audits
Procedures should be agreed, be accessible to
personnel and understood by all those who inter-
Internal quality audits should be performed period-
face with their operation.
ically to verify the implementation and effectiveness
of the quality system and adherence to the service
d) Quality records: These provide information
specification (see 6.2.3), the service delivery specifi-
cation (see 6.2.4) and the quality control specification
— on the degree of achievement of the quality
(see 6.2.5).
objectives;
Internal quality audits should be planned, performed
— on the level of customer satisfaction and dis-
and recorded in accordance with documented proce-
satisfaction with the service;
dures by competent personnel who are independent
of the specific activities or areas being audited.
— about the results of the quality system for re-
view and improvement of the service; Audit findings should be documented and submitted
to senior management. Management responsible for
— for analysis to identify quality trends; the activity being audited should ensure that necess-
ary and appropriate corrective actions are taken in re-
— for corrective action and its effectiveness; spect of the audit findings.
7
---------------------- Page: 11 ----------------------
ISO 9004-2:1991(E)
Implementation and effectiveness of corrective ac- The customers' perception of service quality is ac-
tions resulting from previous audits should be as- quired often through communication with the service
sessed. organization's personnel and facilities.
NOTE 13 ISO 10011-1 is recommended for further infor- NOTE 14 Communication with the customers will be ad-
mation and guidance on quality audits. versely affected by inadequate resources.
6 Quality system operational elements
5.5 Interface with customers
6.1 Marketing process
5.5.1 General
6.1.1 Quality in market research and analysis
Management should establish effective interaction
A responsibility of marketing is to determine and pro-
between customers and the service organization's
mote the need and demand for a service. Useful ap-
personnel. This is crucial to the quality of service per-
proaches include surveys and interviews for the
ceived by the customer.
collection of market information.
Management can influence this perception by creat-
Management should establish procedures for plan-
ing an appropriate image based on the reality of ac-
ning and implementing market activities. Elements
tions taken to meet customer needs. This image,
associated with quality in marketing should include:
presented by personnel at all levels, has a primary
effect on the service organization's relationship with
— the establishment of customer needs and expec-
the customer.
tations relevant to the service offered (e.g. con
...
NORME ISO
INTERNATIONALE
9004-2
Première édition
1991-08-01
Gestion de la qualité et éléments de
système qualité —
Partie 2:
Lignes directrices pour les services
Quality management and quality system elements —
Part 2: Guidelines for services
Numéro de référence
ISO 9004-2:1991(F)
---------------------- Page: 1 ----------------------
ISO 9004-2:1991(F)
Sommaire
Page
1 Domaine d'application . 1
2 Références normatives . 2
3 Définitions . 2
4 Caractéristiques des services . 2
4.1 Caractéristiques du service et de la prestation du service . 2
4.2 Maîtrise des caractéristiques du service et de la prestation du
service . 3
5 Principes d'un système qualité . 3
5.1 Facteurs clés d'un système qualité . 3
5.2 Responsabilités de la direction . 3
5.3 Ressources en personnel et en matériel . 5
5.4 Structure d'un système qualité . 6
5.5 Interface avec les clients . 8
6 Éléments opérationnels d'un système qualité . 8
6.1 Processus de mercatique . 8
6.2 Processus de conception . 9
6.3 Processus de la prestation du service . 13
6.4 Analyse et amélioration de la réalisation du service . 14
Annexes
A Exemples de services pour lesquels la présente partie de l'ISO 9004
peut s'appliquer . 16
B Correspondance des éléments du système qualité et des articles et
paragraphes . 17
C Bibliographie . 19
ISO 1991
Droits de reproduction réservés. Aucune partie de cette publication ne peut être reproduite
ni utilisée sous quelque forme que ce soit et par aucun procédé, électronique ou mécanique,
y compris la photocopie et les microfilms, sans l'accord écrit de l'éditeur.
Organisation internationale de normalisation
Case Postale 56 • CH-1211 Genève 20 • Suisse
Imprimé en Suisse
ii
---------------------- Page: 2 ----------------------
ISO 9004-2:1991(F)
Avant-propos
L'ISO (Organisation internationale de normalisation) est une fédération
mondiale d'organismes nationaux de normalisation (comités membres de
l'ISO). L'élaboration des Normes internationales est en général confiée aux
comités techniques de l'ISO. Chaque comité membre intéressé par une
étude a le droit de faire partie du comité technique créé à cet effet. Les
organisations internationales, gouvernementales et non gouvernemen-
tales, en liaison avec l'ISO participent également aux travaux. L'ISO colla-
bore étroitement avec la Commission électrotechnique internationale (CEI)
en ce qui concerne la normalisation électrotechnique.
Les projets de Normes internationales adoptés par les comités techniques
sont soumis aux comités membres pour vote. Leur publication comme
Normes internationales requiert l'approbation de 75 % au moins des co-
mités membres votants.
La Norme internationale ISO 9004-2 a été élaborée par le comité techni-
que ISO/TC 176, Management et assurance de la qualité, sous-comité SC
2, Systèmes qualité.
L'ISO 9004 comprend les parties suivantes, présentées sous le titre gé-
néral Gestion de la qualité et éléments de système qualité:
— Partie 1: Lignes directrices
— Partie 2: Lignes directrices pour les services
— Partie 3: Lignes directrices pour les produits issus de processus à
caractère continu
— Partie 4: Lignes directrices pour l’amélioration de la qualité
La partie 1 sera une révision de l'ISO 9004:1987. D'autres parties sont en
préparation.
Les annexes A, B et C de la présente partie de l'ISO 9004 sont données
uniquement à titre d'information.
iii
---------------------- Page: 3 ----------------------
ISO 9004-2:1991(F)
Introduction
La qualité et la satisfaction de la clientèle sont des sujets dont l'importance
fait l'objet d'une attention croissante dans le monde entier. La présente
partie de l'ISO 9004 fournit une réponse à cette prise de conscience et a
pour but d'encourager les organismes et les entreprises à gérer les as-
pects de la qualité de leurs activités de service d'une manière plus effi-
cace.
La présente partie de l'ISO 9004 est fondée sur les principes de la gestion
de la qualité, tels qu'ils apparaissent dans la série des Normes internatio-
nales ISO 9000 à ISO 9004. Elle reconnaît que le fait de ne pas atteindre
les objectifs qualité peut avoir une influence préjudiciable pour le client,
l'organisme et la société. Elle reconnaît, en outre, qu'il incombe à la di-
rection la responsabilité de faire en sorte que de telles défaillances soient
évitées.
La création et le maintien de la qualité dans un organisme dépendent
d'une approche systématique de la gestion de la qualité ayant pour but
de garantir que les besoins du client sont compris et satisfaits. Pour ob-
tenir la qualité, plusieurs conditions sont nécessaires. Tout d'abord, tous
les niveaux de l'organisme doivent adhérer aux principes de la qualité.
Ensuite, le système de la gestion de la qualité mis en place doit faire
l'objet d'une revue permanente et d'une amélioration continue fondée sur
les retours d'informations venant des clients quant à leur perception du
service fourni.
L'application réussie de la gestion de la qualité à un service offre d'im-
portantes potentialités d'amélioration:
— la réalisation du service et la satisfaction du client,
— la productivité, l'efficacité, et la réduction des coûts,
— les parts du marché.
Pour obtenir ces bénéfices, un système qualité appliqué aux services doit
intégrer les aspects humains de la prestation de service:
— en gérant les processus sociaux du service,
— en considérant les interactions humaines comme un élément essentiel
de la qualité du service,
— en reconnaissant l'importance de la perception des clients vis-à-vis de
l'image de marque, de la culture et des réalisations des organismes
de service,
— en développant les compétences et les aptitudes du personnel,
iv
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ISO 9004-2:1991(F)
— en motivant le personnel pour améliorer la qualité et répondre aux at-
tentes du client.
v
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ISO 9004-2:1991(F)
vi
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NORME INTERNATIONALE ISO 9004-2:1991(F)
Gestion de la qualité et éléments de système
qualité —
Partie 2:
Lignes directrices pour les services
nismes de toutes tailles. Bien que le petit organisme
1 Domaine d'application
de service ne dispose pas et n'ait pas besoin de la
structure complexe nécessaire à un organisme plus
grand, les mêmes principes sont applicables. Il y a
simplement une différence d'échelle.
La présente partie de l'ISO 9004 donne les lignes di-
rectrices pour l'élaboration et la mise en œuvre d'un
Le client extérieur à l'organisme est par définition le
système qualité au sein d'un organisme. Elle s'appuie
destinataire final du service. Cependant, il n'est pas
sur les principes fondamentaux de la gestion interne
rare que le client soit interne à organisme, et ce, par-
de la qualité décrits dans l'ISO 9004:1987 et offre une
ticulièrement dans les grandes entreprises où le client
vue complète d'un système qualité spécifique aux
peut se trouver à l'étape suivante du processus de la
services.
prestation du service. La présente partie de
l'ISO 9004 est essentiellement destinée aux clients
La présente partie de l'ISO 9004 peut s'appliquer à
externes, mais peut néanmoins s'appliquer aux clients
l'élaboration d'un système qualité pour un nouveau
internes pour l'obtention globale de la qualité requise.
service ou pour un service modifié. Elle peut aussi
s'appliquer directement à la mise en œuvre d'un sys-
La sélection des éléments opérationnels appropriés
tème qualité pour un service existant. Le système
et la mesure dans laquelle ils sont adoptés et appli-
qualité englobe tous les processus nécessaires à la
qués dépendent de facteurs tels que le marché des-
fourniture d'un service efficace depuis la mercatique
servi, les options de l'organisme de service, la nature
jusqu'à la préstation du service et l'analyse du service
du service, ses processus et les besoins des clients.
fourni au client.
L'annexe A donne à titre indicatif des exemples de
Les concepts, les principes et les éléments du sys-
services auxquels la présente partie de l'ISO 9004
tème qualité décrits sont applicables à toutes les for-
peut s'appliquer. Les exemples comprennent les ac-
mes de service, que le service ait uniquement le
tivités de service interne aux industries manufactu-
caractère d'un service ou qu'il soit associé à la fabri-
rières.
cation et à la fourniture d'un produit. Ceci peut être
représenté comme un continuum où l'on passe d'une
situation dans laquelle le service est directement relié
à un produit, à une situation dans laquelle le produit
ne joue qu'un rôle mineur. La figure 1 illustre ce
concept pour trois types de service.
NOTE 1 Les équipements ou installations peuvent aussi
faire directement partie de la prestation du service, par
exemple pour les distributeurs automatiques ou les guichets
bancaires automatiques.
Les concepts et les principes contenus dans la pré- Figure 1 — Part du produit dans le continuum du
sente partie de l'ISO 9004 conviennent à des orga- service
1
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ISO 9004-2:1991(F)
7 Un client peut être une unité au sein d'un organisme de
2 Références normatives
service.
Les normes suivantes contiennent des dispositions
3.5 service: Résultats générés par des activités à
qui, par suite de la référence qui en est faite, consti-
l'interface fournisseur/client et par des activités inter-
tuent des dispositions valables pour la présente partie
nes au fournisseur, pour répondre aux besoins du
de l'ISO 9004. Au moment de la publication, les édi-
client.
tions indiquées étaient en vigueur. Toute norme est
sujette à révision et les parties prenantes des accords
NOTES
fondés sur la présente partie de l'ISO 9004 sont invi-
tées à rechercher la possibilité d'appliquer les éditions
8 Le fournisseur ou le client peut être représenté à
les plus récentes des normes indiquées ci-après. Les
l'interface par des personnes ou par des équipements.
membres de la CEI et de l'ISO possèdent le registre
des Normes internationales en vigueur à un moment 9 Les activités du client à l'interface avec le fournisseur
peuvent être essentielles pour la prestation du service.
donné.
ISO 8402:1986, Qualité — Vocabulaire. 10 La fourniture ou l'utilisation de produits matériels peut
faire partie de la prestation de service.
ISO 9000:1987, Normes pour la gestion de la qualité
11 Un service peut être lié à la fabrication et à la fourniture
et l'assurance de la qualité — Lignes directrices pour
de produits matériels.
la sélection et l'utilisation.
ISO 9004:1987, Gestion de la qualité et éléments de
3.6 prestation du service: Activités du fournisseur
système qualité — Lignes directrices.
nécessaires à la fourniture du service.
3.7 qualité: Ensemble des propriétés et caractéris-
tiques d'un produit ou d'un service qui lui confère
3 Définitions
l'aptitude à satisfaire des besoins exprimés ou impli-
cites. [ISO 8402]
Pour les besoins de la présente Norme internationale,
les définitions données dans l'ISO 8402, ainsi que les
3.8 politique de qualité: Les orientations et objec-
définitions suivantes s'appliquent.
tifs généraux d'une entreprise en ce qui concerne la
NOTES
qualité, tels qu'ils sont exprimés formellement par la
direction générale. [ISO 8402]
2 Le terme «organisme de service» peut désigner le cas
échéant un «fournisseur».
3.9 gestion de la qualité: Aspect de la fonction
générale de gestion qui détermine la politique qualité
3 Par souci de clarté, certaines définitions existantes (à
et la met en œuvre. [ISO 8402]
l'exclusion des notes) ont été rappelées et leur origine indi-
quée entre crochets.
3.10 système qualité: Ensemble de la structure
3.1 organisme: Tout ou partie d'une société, organisationnelle, des responsabilités, des procédu-
groupe, firme, entreprise ou association, de statut res, des procédés et des ressources pour mettre en
anonyme ou non, du secteur public ou privé, dispo- œuvre la gestion de la qualité. [ISO 8402]
sant de son autonomie fonctionnelle et administrative.
3.2 fournisseur: Organisme qui fournit un produit 4 Caractéristiques des services
ou un service à un client.
4.1 Caractéristiques du service et de la
NOTE 4 Dans les affaires le fournisseur est parfois ap-
pelé «première partie». prestation du service
3.3 sous-traitant: Fournisseur de l'organisme de Les exigences d'un service doivent être clairement
service dans le cadre d'une situation contractuelle. définies en termes de caractéristiques observables et
susceptibles d'être évaluées par le client.
3.4 client: Le destinataire d'un produit ou d'un ser-
Il en va de même pour les processus de prestation
vice.
du service qui doivent également être définis en ter-
mes de caractéristiques qui influent directement sur
NOTES
l'exécution du service bien qu'elles ne soient pas
toujours directement observables par le client.
5 Un client peut être, par exemple, le consommateur final,
l'utilisateur, le bénéficiaire ou l'acheteur.
Ces deux sortes de caractéristiques doivent pouvoir
être évaluées par l'organisme de service en fonction
6 Dans les affaires le client est parfois appelé «seconde
partie». de critères d'acceptation établis.
2
---------------------- Page: 8 ----------------------
ISO 9004-2:1991(F)
Une caractéristique du service ou de la prestation du système est une condition indispensable à la satis-
service peut être quantitative (mesurable) ou qualita- faction du client.
tive (susceptible de comparaison) en fonction de la
façon dont elle est évaluée ou de l'auteur de l'éva-
luation: organisme de service ou client.
NOTE 12 De nombreuses caractéristiques qualitatives
appréciées subjectivement par les clients peuvent faire
l'objet de mesures quantitatives par l'organisme du service.
Exemple de caractéristiques susceptibles d'être pré-
cisées dans les documents spécifiant des exigences:
— installations et équipements, capacité, effectifs et
qualité de matériels;
— temps d'attente, temps de réalisation de la pres-
tation, durées des processus;
— hygiène, sécurité des biens et des personnes, fia-
bilité;
— capacité de réaction, facilité d'accès, courtoisie,
confort, esthétique de l'environnement, compé-
tence, sûreté de fonctionnement, précision, ser-
vice rendu en totalité, état de l'art, crédibilité et
communication efficace.
Figure 2 — Facteurs clés d'un système qualité
4.2 Maîtrise des caractéristiques du service
et de la prestation du service
Dans la plupart des cas, la maîtrise des caractéris-
5.2 Responsabilités de la direction
tiques du service et de la prestation du service ne
peut être obtenue qu'en maîtrisant le procédé qui
5.2.1 Généralités
fournit le service. La mesure et la maîtrise des résul-
tats du procédé sont donc essentielles pour obtenir
Il incombe à la direction la responsabilité d'établir une
et maintenir la qualité exigée du service. Bien que des
politique relative à la qualité du service et à la satis-
actions correctives soient parfois possibles durant la
faction de la clientèle. La mise en œuvre réussie de
prestation de service, il est en général impossible de
cette politique dépend de l'engagement de la direc-
compter sur l'inspection finale pour influer sur la qua-
tion vis-à-vis de l'élaboration et du fonctionnement
lité du service à l'interface client, alors que l'évaluation
efficace d'un système qualité.
du client de toute non-conformité est souvent immé-
diate.
5.2.2 Politique qualité
Le processus de prestation du service peut être soit
hautement mécanisé (comme un appel téléphonique
La responsabilité de la politique qualité et l'enga-
automatique), soit fortement personnalisé (comme les
gement correspondant relèvent du plus haut niveau
services juridiques, médicaux ou de conseil). Plus le
de la direction générale au sein de l'organisme de
procédé est défini mécaniquement ou par des procé-
service.
dures détaillées, plus il se prête à l'application des
Il convient que la direction mette au point et consigne
principes structurés et disciplinés d'un système qua-
par écrit la politique qualité en développant les points
lité.
suivants:
5 Principes d'un système qualité
— niveau de service devant être fourni;
5.1 Facteurs clés d'un système qualité — image et réputation de la qualité de l'organisme
de service;
La figure 2 illustre le fait que le client est le point de
convergence des trois facteurs clés d'un système — objectifs qualité du service;
qualité. Elle montre également que l'harmonie de
l'interaction entre la responsabilité de la direction, les — façon de procéder pour atteindre les objectifs
ressources matérielles et humaines et la structure du qualité;
3
---------------------- Page: 9 ----------------------
ISO 9004-2:1991(F)
— rôle du personnel chargé de la mise en œuvre de clients-fournisseurs efficaces à toutes les interfaces
la politique qualité. internes et externes de l'organisme de service. La
définition de la responsabilité et de l'autorité doit être
Il est recommandé à la direction de s'assurer que
cohérente avec les moyens et les méthodes néces-
l'information concernant la politique qualité est diffu-
saires à l'obtention de la qualité du service.
sée, que cette politique est comprise, mise en œuvre
et maintenue. Il incombe à la direction au plus haut niveau de s'as-
surer que les exigences du systèmes qualité sont
élaborées. Elle doit garder toute responsabilité, sinon
5.2.3 Objectifs qualité
désigner son représentant chargé de s'assurer que le
système qualité est appliqué, audité, mesuré et ana-
La réalisation d'une politique qualité exige l'identifica-
lysé de façon continue pour être amélioré.
tion des buts essentiels pour fixer des objectifs qua-
lité. Les buts essentiels doivent au moins comprendre
Bien qu'un personnel ayant des responsabilités spé-
les faits suivants:
cifiques puisse contribuer de façon essentielle à l'ob-
tention de la qualité, il est néanmoins important de
— la satisfaction du client, compatible avec les nor-
souligner que ce ne sont pas ces personnes qui
mes et l'éthique professionnelles;
créent la qualité. Elles ne sont qu'une partie du sys-
tème qualité. En effet, le système qualité comprend
— l'amélioration permanente du service;
l'ensemble des fonctions et implique la participation,
l'engagement et la coopération efficace de tout le
— la prise en considération des exigences de la so-
personnel de l'organisme de service pour obtenir une
ciété et de l'environnement;
amélioration constante.
— l'efficacité de la prestation du service.
5.2.5 Revue de direction
La direction doit traduire les buts essentiels en un
ensemble d'objectifs qualité et d'activités, comme par
Afin de s'assurer de la permanence de l'adéquation
exemple
et de l'efficacité de la mise en œuvre de la politique
qualité et de la réalisation des objectifs qualité, la di-
— une définition claire des besoins du client avec les
rection doit veiller à ce que soient effectuées des re-
mesures de qualité appropriées;
vues de direction formelles, périodiques et
indépendantes, tout en insistant sur les besoins ou les
— des actions et contrôles préventifs pour éviter tout
potentialités d'amélioration. Les revues doivent être
mécontentement du client;
effectuées par des responsables de la direction ou par
des personnes compétentes et indépendantes qui
— l'optimisation des coûts relatifs à la qualité afin
dépendent directement de la direction au plus haut
d'obtenir le niveau de réalisation du service exigé;
niveau.
— l'obtention d'un engagement de tous pour la qua-
Les revues de direction doivent consister à faire des
lité au sein de l'organisme de service;
évaluations bien structurées et exhaustives, c'est-à-
dire englobant toutes les sources utiles d'information,
— l'examen permanent des exigences du service et
notamment
des résultats obtenus pour identifier les potentia-
lités d'amélioration concernant la qualité du ser-
— les résultats d'analyses concernant les infor-
vice;
mations relatives à la réalisation du service, à l'ef-
ficacité de la prestation en vue de répondre aux
— éviter que l'organisme de service puisse produire
exigences du service et d'obtenir la satisfaction du
des effets défavorables à la société et à l'environ-
client (voir 6.4);
nement.
— les résultats d'audits internes portant sur la mise
5.2.4 Responsabilité et autorité relatives à la en œuvre et l'efficacité de tous les éléments du
qualité système qualité en vue d'atteindre les objectifs
fixés pour la qualité du service (voir 6.4.4);
Pour réaliser les objectifs qualité, la direction doit
établir une structure pour le système qualité en vue — les changements dus aux nouvelles techniques,
d'une réelle maîtrise de la qualité du service, de son aux concepts qualité, aux stratégies de marché,
évaluation et de son amélioration durant toutes les aux conditions sociales et à l'environnement.
étapes de la prestation d'un service.
Les observations, les conclusions et les recomman-
La responsabilité et l'autorité, générales et particu- dations élaborées à la suite d'une revue et d'une
lières, doivent être formellement définies pour toutes évaluation doivent être soumises sous forme de do-
les personnes dont les activités influencent la qualité cuments à la direction de l'organisme en vue d'établir
du service; elles doivent permettre des relations un programme d'amélioration de la qualité du service.
4
---------------------- Page: 10 ----------------------
ISO 9004-2:1991(F)
— la formation de l'encadrement supérieur à la ges-
5.3 Ressources en personnel et en matériel
tion de la qualité, y compris les coûts relatifs à la
qualité et l'évaluation de l'efficacité du système
5.3.1 Généralités
qualité;
La direction doit mettre à disposition des ressources
— la formation du personnel (il ne faut pas se
suffisantes et appropriées pour mettre en œuvre le
contenter de former uniquement les personnes
système qualité et atteindre les objectifs qualité.
ayant des responsabilités dans le domaine de la
qualité);
5.3.2 Personnel
— la formation de tout le personnel à la politique
qualité de l'organisme de service, à ses objectifs
5.3.2.1 Motivation
et au concept de satisfaction du client;
Chaque membre du personnel de l'organisme consti-
— un programme de sensibilisation à la qualité pour
tue l'une de ses ressources les plus importantes. Ceci
les nouveaux arrivants (instruction et formation) et
est particulièrement vrai dans un organisme de ser-
un programme de recyclage périodique pour les
vice où le comportement et la façon de faire des in-
autres employés;
dividus ont une influence sur la qualité du service.
Pour stimuler la motivation du personnel, son évolu-
— des procédures pour définir et vérifier que le per-
tion, sa faculté de communication et sa façon de faire,
sonnel a reçu une formation appropriée;
la direction doit
— la formation à la maîtrise des procédés, au recueil
— sélectionner le personnel en fonction de son apti-
et à l'analyse des données, à l'identification et à
tude à répondre aux critères d'une définition de
l'analyse des problèmes, ainsi qu'aux actions cor-
fonction donnée;
rectives et aux améliorations, au travail d'équipe,
aux méthodes de communication;
— fournir des conditions de travail qui suscitent l'ex-
cellence et des relations de travail stables;
— la nécessité de vérifier soigneusement que le per-
sonnel a besoin d'une qualification officielle, et
— donner à chacun des individus au sein de l'orga-
dans ce cas, de fournir de manière appropriée as-
nisme la possibilité de se réaliser grâce à des mé-
sistance et encouragements;
thodes de travail cohérentes et créatives en leur
offrant de plus larges possibilités de participation;
— l'évaluation des performances du personnel afin
de mesurer ses besoins et son potentiel en ma-
— s'assurer de la bonne compréhension des tâches
tière d'évolution.
à accomplir, des objectifs à atteindre et de la ma-
nière dont ils affectent la qualité;
— vérifier que tout le personnel se sent concerné et 5.3.2.3 Communication
qu'il a une influence sur la qualité du service fourni
aux clients;
Le personnel de l'organisme de service, en particulier
celui qui traite directement avec le client, doit avoir
— reconnaître et accorder la considération qu'il
acquis un savoir-faire et les compétences nécessaires
convient à toute action qui contribue à améliorer
en communication. Il doit être apte à travailler en
la qualité;
équipe, se sentir à l'aise dans les relations avec les
organismes extérieurs et leurs représentants pour
— évaluer périodiquement les facteurs qui incitent le
fournir sans incident un service dans les délais im-
personnel à fournir la qualité du service;
partis.
— mettre en place des plans d'évolution de carrière
Le travail en équipe, tel que les réunions d'amélio-
pour le personnel;
ration de la qualité, peut être un moyen efficace
d'améliorer la communication entre les membres du
— créer des programmes de formation visant à re-
personnel et de favoriser une attitude coopérative et
mettre à niveau les compétences du personnel.
participative dans la résolution des problèmes.
Tous les niveaux hiérarchiques doivent manifester
5.3.2.2 Formation et évolution
une aptitude à la communication au sein de l'orga-
nisme de service. L'existence d'un système d'infor-
L'éducation sensibilise à la nécessité du changement
mation approprié est un outil essentiel pour de
et de l'évolution et fournit les moyens de les réaliser.
bonnes communications et pour la réalisation du ser-
Les éléments importants de l'évolution du personnel vice. Parmi les méthodes de communication, on peut
comprennent: citer
5
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ISO 9004-2:1991(F)
— des briefings de direction; — évaluation par le fournisseur du service fourni;
— des réunions d'information; — évaluation par le client du service reçu;
— une information écrite; — audits qualité de la mise en œuvre et de l'efficacité
de tous les éléments du système qualité.
— des moyens technologiques d'information.
Le retour d'information qualité doit également être
établi entre les éléments interactifs de la boucle de la
5.3.3 Ressources en matériel
qualité.
Parmi les ressources en matériel nécessaires à la ré-
alisation du service, on peut citer
5.4.3 Documentation et enregistrements relatifs
à la qualité
— les équipements et les installations pour la pres-
tation du service;
5.4.3.1 Système de documentation
— les besoins opérationnels tels que mise à dispo-
Tous les éléments, exigences et dispositions relatives
sition de locaux, de systèmes de transport et
aux services faisant partie du système qualité doivent
d'information;
être définis et documentés dans le cadre de la docu-
mentation générale de l'organisme de service. Pour
— les logiciels, l'instrumentation et les équipements
remplir son rôle, la documentation du système qualité
nécessaires à l'évaluation de la qualité;
doit comprendre les éléments suivants.
— la documentation opérationnelle et technique.
a) Manuel qualité: Il doit fournir une description du
système qualité et servir de référence perma-
nente.
5.4 Structure d'un système qualité
Il doit contenir
5.4.1 Généralités
— la politique qualité;
L'organisme de service doit développer, établir, do-
cumenter, mettre en œuvre et maintenir un système
— les objectifs qualité;
qualité en tant que moyen grâce auquel les politiques
et les objectifs fixés pour la qualité du service peuvent
— la structure de l'organisme y compris la défini-
être atteints. Les éléments opérationnels d'un sys-
tion des responsabilités;
tème qualité sont décrits dans l'article 6.
— une description exhaustive et détaillée du sys-
Les éléments du système qualité doivent être
tème qualité;
structurés pour établir la maîtrise et l'assurance de la
qualité sur tous les processus opérationnels affectant
— les pratiques qualité de l'organisme;
la qualité du service.
— la structure et la diffusion de la documentation
Le système qualité doit mettre l'accent sur les actions
du système qualité.
préventives qui évitent l'apparition de problèmes, tout
en ne sacrifiant pas la capacité à prendre en compte
b) Plan qualité: Il décrit les pratiques qualités spécifi-
et à corriger les défaillances au cas où elles vien-
ques, les ressources et les séquences d'activités
draient à se produire.
propres à un service donné.
5.4.2 Boucle de la qualité du service c) Procédures: Déclarations écrites qui précisent
l'objectif et l'étendue des activités effectuées par
Des procédures du système qualité doivent être éta- l'organisme de service pour satisfaire les besoins
blies pour spécifier les exigences de fonctionnement du client. Elles définissent la façon dont les activi-
de tous les processus nécessaires aux services, y tés sont effectuées, maîtrisées et enregistrées.
compris les trois processus principaux (mercatique,
Les procédures doivent être approuvées, accessi-
conception du service et prestation du service) qu'il-
bles aux personnes et compréhensibles par tous
lustre la boucle de qualité du service (voir figure 3).
ceux qui sont concernés par la mise en œuvre.
Du point de vue du client, la qualité du
...
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