Iso-Dis-10009-2023 en

SLOVENSKI STANDARD
oSIST ISO/DIS 10009:2023

01-april-2023
Vodenje kakovosti - Napotki za orodja za kakovost in njihovo uporabo
Quality management - Guidance for quality tools and their application
iTeh STANDARD PREVIEW

qualités pour l'ISO 9001 (standards.iteh.ai)
Management de la qualité - Lignes directrices pour des instruments et techniques

Ta slovenski standard je istoveten z: ISO/DIS 10009
https://standards.iteh.ai/catalog/standards/sist/33956d49-b6c9-40e8-8509-
6b0f45a31fd0/osist-iso-dis-10009-2023
ICS:
03.100.70 Sistemi vodenja Management systems
03.120.10 Vodenje in zagotavljanje Quality management and
kakovosti quality assurance
oSIST ISO/DIS 10009:2023 en
2003-01.Slovenski inštitut za standardizacijo. Razmnoževanje celote ali delov tega standarda ni dovoljeno.

(standards.iteh.ai)
DRAFT INTERNATIONAL STANDARD

ISO/DIS 10009
ISO/TC 176/SC 3 Secretariat: SA

Voting begins on: Voting terminates on:
2023-02-13 2023-05-08
Quality management — Guidance for quality tools and

their application
Management de la qualité — Lignes directrices pour des instruments et techniques qualités pour l'ISO
9001
ICS: 03.120.10

(standards.iteh.ai)
THIS DOCUMENT IS A DRAFT CIRCULATED

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ii © ISO 2023 – All rights reserved

ISO/DIS 10009:2022(E)
Contents Page
Foreword...........................................................................................................................................................................................................................................v
Introduction............................................................................................................................................................................................................................... vi
1 Scope.................................................................................................................................................................................................................................. 1
2 Normative references...................................................................................................................................................................................... 1
3 Terms and definitions..................................................................................................................................................................................... 1
4 Quality tools............................................................................................................................................................................................................... 2
4.1 General............................................................................................................................................................................................................ 2
4.2 Review............................................................................................................................................................................................................. 2
5 Strategy........................................................................................................................................................................................................................... 3
5.1 Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis................................................ 3
5.2 Political, Economic, Social, Technological, Legal and Environmental (PESTLE)
Analysis.......................................................................................................................................................................................................... 3
5.3 Porter’s Five or Six Forces............................................................................................................................................................. 4
5.4 Vision and Mission Statements................................................................................................................................................. 4
5.5 Other relevant resources................................................................................................................................................................ 5
6 Process Approach and Planning........................................................................................................................................................... 5
6.1 SIPOC / COPIS (useful for identifying processes)..................................................................................................... 5
6.2 Turtle diagrams...................................................................................................................................................................................... 6
6.3
6.4
Control plans............................................................................................................................................................................................. 7
Flow Charts / Swim Lane Diagrams / Cross-functional Flow Chart...................................................... 7
6.5
6.6
(standards.iteh.ai)
Authority Matrix / RACI / Matrix Diagram................................................................................................................... 8
Other relevant resources................................................................................................................................................................ 8
7 Risk and opportunity....................................................................................................................................................................................... 9
7.1 Structured What If oSIST
Technique ISO/DIS (SWIFT) 10009:2023
............................................................................................................................ 9
7.2 https://standards.iteh.ai/catalog/standards/sist/33956d49-b6c9-40e8-8509-
Risk Register / Risk Assessment............................................................................................................................................. 9
7.3 Failure Mode 6b0f45a31fd0/osist-iso-dis-10009-2023
and Effects Analysis (FMEA)................................................................................................................... 9
7.4 Traffic Light / Heat Maps............................................................................................................................................................. 10
7.5 Other relevant resources............................................................................................................................................................. 11
8 Objectives and Objective Management...................................................................................................................................... 11
8.1 Kaizen........................................................................................................................................................................................................... 11
8.2 Hoshin Kanri (also known as the X-Matrix)............................................................................................................... 11
8.3 Management by Objectives (MBO)...................................................................................................................................... 13
9 Customer Focus / Perception............................................................................................................................................................... 13
9.1 Quality Function Deployment (QFD)................................................................................................................................. 13
9.2 Net Promoter Score (NPS)......................................................................................................................................................... 14
9.3 Kano Model.............................................................................................................................................................................................. 15
9.4 Pugh Matrix............................................................................................................................................................................................. 16
10 Process Performance.................................................................................................................................................................................... 17
10.1 Theory of Constraints (ToC).................................................................................................................................................... 17
10.2 Value Stream Mapping (VSM)................................................................................................................................................. 17
10.3 Deadly Wastes / MUDA................................................................................................................................................................. 19
10.4 Work Breakdown Structure..................................................................................................................................................... 19
10.5 Spaghetti Diagram............................................................................................................................................................................ 19
10.6 Five S.............................................................................................................................................................................................................. 20
10.7 Overall Equipment Effectiveness (OEE)......................................................................................................................... 21
10.8 HeiJunka / Production Levelling.......................................................................................................................................... 22
11 Inventory Management / Preservation..................................................................................................................................... 22
11.1 Kanban......................................................................................................................................................................................................... 22
© ISO 2022 – All rights reserved iii

ISO/DIS 10009:2022(E)
11.2 JIT Just-In-Time (JIT)....................................................................................................................................................................... 23

11.3 Other Relevant Resources.......................................................................................................................................................... 23
12 Detection and Prevention........................................................................................................................................................................24
12.1 Error Proofing / Poka Yoke....................................................................................................................................................... 24
12.2 Visual Aids................................................................................................................................................................................................ 24
12.3 Cost of Poor Quality (COPQ)..................................................................................................................................................... 24
13 Statistical Process Control...................................................................................................................................................................... 25
13.1 Box plots..................................................................................................................................................................................................... 25
13.2 Pie diagram.............................................................................................................................................................................................. 26
13.3 Radar Chart / Spider Web........................................................................................................................................................... 26
13.4 Pre-Control.............................................................................................................................................................................................. 27
13.5 Critical to Quality (CTQ) Trees............................................................................................................................................... 28
13.6 Pareto Chart............................................................................................................................................................................................ 28
13.7 Gage Repeatability & Reproducibility (GR&R)......................................................................................................... 29
14 Corrective Action / Problem Analysis........................................................................................................................................ 30
14.1 Root Cause Analysis (RCA)........................................................................................................................................................ 30
14.2 Decision Tree.......................................................................................................................................................................................... 30
14.3 Fault Tree Analysis (FTA)........................................................................................................................................................... 31
14.4 Five Why Analysis............................................................................................................................................................................. 32
14.5 Ishikawa / Fishbone / Cause and Effect Diagrams.............................................................................................. 32
14.6 Is / Is Not Analysis............................................................................................................................................................................ 33
15
15.1 Benchmarking (standards.iteh.ai)
Improvement / Benchmarking ...........................................................................................................................................................34
....................................................................................................................................................................................... 34
15.2 Affinity Diagram................................................................................................................................................................................. 35
15.3 Quality Circles.......................................................................................................................................................................................
oSIST ISO/DIS 10009:2023 35
15.4 Brainstorming ....................................................................................................................................................................................... 36
15.5 Six Thinking Hats – Lateral Thinking.............................................................................................................................. 36
16 Families of Management Tools............................................................................................................................................................ 37
16.1 Six Sigma Programme.................................................................................................................................................................... 37
16.2 Toyota Production System (TPS)......................................................................................................................................... 38
16.3 Total Quality Management (TQM)...................................................................................................................................... 39
16.4 Dynamic Working Design (non-manufacturing processes)......................................................................... 40
Annex A (informative) PDCA – Techniques overview...................................................................................................................... 41
Annex B (informative) Review of the attributes of Quality Tools.......................................................................................43
Annex C (informative) Storyboard examples for Quality Tool Application.............................................................46
Bibliography.............................................................................................................................................................................................................................. 47
iv © ISO 2022 – All rights reserved

ISO/DIS 10009:2022(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.
The procedures used to develop this document and those intended for its further maintenance are
described in the ISO/IEC Directives, Part 1. In particular, the different approval criteria needed for the
different types of ISO documents should be noted. This document was drafted in accordance with the
editorial rules of the ISO/IEC Directives, Part 2 (see www.iso.org/directives).
Attention is drawn to the possibility that some of the elements of this document may be the subject of
patent rights. ISO shall not be held responsible for identifying any or all such patent rights. Details of
any patent rights identified during the development of the document will be in the Introduction and/or
on the ISO list of patent declarations received (see www.iso.org/patents).
Any trade name used in this document is information given for the convenience of users and does not
constitute an endorsement.
For an explanation of the voluntary nature of standards, the meaning of ISO specific terms and
expressions related to conformity assessment, as well as information about ISO's adherence to
the World Trade Organization (WTO) principles in the Technical Barriers to Trade (TBT), see
(standards.iteh.ai)
www.iso.org/iso/foreword.html.
This document was prepared by Technical Committee ISO/TC 176 SC3.
oSIST
This DIS edition cancels and replaces theISO/DIS 10009:2023
CD2 which has been technically revised.
Any feedback or questions on this document should be directed to the user’s national standards body. A
complete listing of these bodies can be found at www.iso.org/members.html.
© ISO 2022 – All rights reserved v

ISO/DIS 10009:2022(E)
Introduction
Organisations that maintain a quality management system want it to deliver value and implementing a
quality management system should be a strategic decision for an organization.
Depending on the organisation’s area of activity, value can be measured in metrics such as:
— Reduction in complaints
— Reduction in waste
— Improved turn-around times
— Improved delivery times
— Improved responsiveness
— Better staff retention
— Greater confidence in regulatory compliance
— Increase in sales and profitability
It is therefore important to any organisation not only to have an effective quality management system
but one that may be seen through internal and external metrics to be a system with associated

improving and stable metrics.
Most organisations are already using quality tools. Many areas of manufacturing already use statistical
(standards.iteh.ai)
quality tools for process control and early warnings of when these processes become less stable. This
standard is intended to be a companion standard to ISO 10017: Quality Systems: Use of Statistics.
However, ISO 10009 also covers some simple statistical techniques that are not covered in detail in
10017. oSIST ISO/DIS 10009:2023
In this document, the term quality tool is defined and it is essentially synonymous with a quality
technique. The simplest quality tools are encountered at school so many are well known before
completing formal education. Other quality tools are used by certain industries, the public sector or in
specific cultural contexts. This standard aims to catalogue quality tools in general use somewhere in
the world.
No proprietary quality tools have been included and all tools are used by more than one organisation.
This standard is not promoting any novel quality tools which have not been accepted by the wider
quality community.
The standard aims to familiarise quality practitioners with what could be called “the tool-box” of
quality tools. It is intended as a reference on quality tools which may be used in a number of contexts.
Some quality tools are the subject of commercially available training and certification. The aim of this
standard is not to explain in detail how each quality tool works; this knowledge may be gained from
various publications and training courses (references at the end of the standard may assist). One of
the key concepts is the appropriate use of quality tools; this standard aims to enable users to better
select quality tools that are suited for the task that they have in mind. Some of these tools may also be
appropriate for use in other contexts and the reader is encouraged to consider their wider application.
vi © ISO 2022 – All rights reserved

DRAFT INTERNATIONAL STANDARD ISO/DIS 10009:2022(E)
Quality management — Guidance for quality tools and

their application
1 Scope
This document identifies tools that may be used in a quality management system to:
a) Characterize a process or a variable
b) Facilitate problem solving
c) Highlight areas for improvement
d) Improve effectiveness
Guidance on their selection and application is provided with the aim of providing a resource to
practitioners and promoting the appropriate use of quality tools.
2 Normative references
The following documents are referred to in the text in such a way that some or all of their content
constitutes requirements of this document. For dated references, only the edition cited applies. For
(standards.iteh.ai)
undated references, the latest edition of the referenced document (including any amendments) applies.
ISO 9000, Quality management systems — Fundamentals and vocabulary
oSIST—ISO/DIS
ISO 9001, Quality management systems 10009:2023
Requirements
3 Terms and definitions
For the purposes of this document, the terms and definitions given in ISO 9000, Quality Management
Systems – Fundamentals and vocabulary and the following apply.
ISO and IEC maintain terminological databases for use in standardization at the following addresses:
— ISO Online browsing platform: available at https://w ww.iso.org/obp
— IEC Electropedia: available at https://w ww.electropedia.org/
3.1
quality tool
method or procedure (3.2) to perform an operation to achieve a quality objective (3.3)
3.2
procedure
specified way to carry out an activity or a process (3.4)
[SOURCE: ISO 9000:2015, 3.4.5]
3.3
quality objective
objective (3.5) related to quality (3.6)
[SOURCE: ISO 9000:2015, 3.7.2]
© ISO 2022 – All rights reserved 1

ISO/DIS 10009:2022(E)
3.4
process
set of interrelated or interacting activities that use inputs to deliver an intended result
[SOURCE: ISO 9000:2015, 3.4.1]
3.5
objective
result to be achieved
[SOURCE: ISO 9000:2015, 3.7.1]
3.6
quality
degree to which a set of inherent characteristics (3.7) of an object (3.8) fulfils requirements (3.9)
[SOURCE: ISO 9000:2015, 3.6.2]
3.7
characteristic
distinguishing feature
[SOURCE: ISO 9000:2015, 3.10.1]
3.8
object
anything perceivable or conceivable
[SOURCE: ISO 9000:2015, 3.6.1]
(standards.iteh.ai)
3.9
requirement
need or expectation that is stated, generally implied or obligatory
[SOURCE: ISO 9000:2015, 3.6.4] 6b0f45a31fd0/osist-iso-dis-10009-2023
4 Quality tools
4.1 General
The quality tools given in this standard have been arranged in approximate alignment with the
sequence of the quality system requirements of ISO 9001. This structure is intended to assist user
access and does not imply priority. A listing of the tools in relation to the PDCA (Plan-Do-Check-Act)
approach is provided in Annex A.
Annex B provides a quick reference tool for guiding appropriate application
Annex C gives examples of how quality tools are used in combination as storyboards
4.2 Review
Each quality tool is reviewed as follows:
— Short explanation of the tool and its context in its use within a quality system.
— How the quality tools are normally used.
— Reasons to use the quality tool and guidance on effective use..
2 © ISO 2022 – All rights reserved

ISO/DIS 10009:2022(E)
5 Strategy
5.1 Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis

SWOT analysis is a tool designed to help develop strong business strategy by consideration of key
strengths, weaknesses, opportunities and threats faced when implementing the intended strategy.
SWOT is used:
— To review the impact of external and internal factors;
— To prioritize action;
— To help identify strategic options: risks and problems to solve;
— To determine the positive points that need to be maintained. The opportunities that should be
exploited and the internal and external issues that present challenges.
— To identify areas and actions to eliminate weakness
SWOT analysis is used to:
— Explore new solutions to problems;
— Identify barriers that will limit achieving objectives;

— Decide on the direction that will be most effective;
—
(standards.iteh.ai)
Reveal possibilities and limitations for change; and
— To prioritize actions.
BENEFITS oSIST ISO/DIS 10009:2023

POINTS TO NOTE
Focuses on actions that are most beneficial to Should be reviewed frequently enough to
achieve strategic objectives and sustainabil- recognise and react to changes.
ity
Responds to new influences such as technolo- Output needs to be used as basis of future
gy, legislation, market demand etc. actions
External review includes interested parties Needs to recognise any limitations in data
such as competitors, customers etc. quality to avoid misrepresentation .
SWOT analyses benefits from the diversity of Must be carried out by the leadership team
perspectives. Management alone will not have with external inputs as appropriate (not a
visibility of all interested parties’ perspec- single person).
tives.
5.2 Political, Economic, Social, Technological, Legal and Environmental (PESTLE)

Analysis
PESTLE analysis, is a tool used by organizations to determine and track the environment in which it
operates. PESTLE is an acronym for Political, Economic, Social, Technological, Legal and Environmental
factors. It is often used in strategic planning (possibly with SWOT and Porter’s 6 Forces).
PESTLE Analysis is used:
— When developing, reviewing and updating an organisation’s strategic business plan;
— As a precursor to determining an organization’s strategic and risks and opportunities.
— To capture relevant external issues that impact on the organisation’s strategy.

ISO/DIS 10009:2022(E)
BENEFITS POINTS TO NOTE

Uses a structured approach. Users may wish to adjust the names of some of the
PESTLE factors and/or add other factors that are
particularly relevant to its context.
Forces Organisations to address factors Users must update periodically to reflect incidents
they might not otherwise consider. such as pandemic, epidemic, military situations
etc.
5.3 Porter’s Five or Six Forces

Harvard Professor Michael Porter developed a strategic analysis tool and also a method to understand
the competing forces that organisations are facing.
These were originally the five competing forces but a sixth has been added as follows:
1. Threat of new entrants
2. Rivalry among existing firms
3. Bargaining power of Buyers
4. Threat of substitute product or services
5. Bargaining power of Suppliers
6. Complementors iTeh STANDARD PREVIEW
(standards.iteh.ai)
Porter says “the collective strength of these forces determines the ultimate profit potential in the
industry where profit potential is measured in terms of long run return on invested capital”.
A useful consideration is that in performing the strategic analysis and understanding these competing
oSISTthe
forces is that the organisation needs to obtain ISO/DIS 10009:2023
support, resources, technologies and infrastructure
to be able to support such strategic activities. The importance of some competing forces may restrict
opportunities such as growth or increased margins.
Porters Five (or six) forces model is used for analysing context to support developing strategic
objectives.

The six competing forces can provide both risk and Actions need to be determined based on data gathered
opportunity considerations. from reliable sources.
Often provides a fresh approach to strategy Can be used to assess the attractiveness of the indus-
try or sector.
5.4 Vision and Mission Statements

Definitions:
Vision: A vision is the aspiration of what an organisation would like to become as expressed by top
management. It describes in words or perhaps visually, how the organization wants to be perceived by
the world. It can also communicate the message to the people working within it and those wanting to
join it.
A Vision Statement should be underpinned by management team agreement on three key things:
a. The Strategic Goal of satisfying customers and other stakeholders - i.e., what are the planned
products, now and in the future and how they will be delivered.
b. The unique market it wants to secure

ISO/DIS 10009:2022(E)
c. The future Horizon – e.g., the future state or end point

Mission: A Mission is a reason for the organization’s being or existence as expressed by top management
– it’s what it does, its core competence, what it’s known for. It is sometimes called a purpose.
A Mission Statement:
Clearly demonstrates ownership, credibility and sensible, achievable wording.;
a. Gives unanimity of purpose to the organization;
b. Provides a basis to derive Goals and Objectives;
c. Provides answers to the question: “Does this activity contribute to the organisations purpose?”
Vision and Mission are used to communicate effectively at the highest level with customers, employees
and other stakeholders.
Benefits Points to note

Provides common goals to guide all planning and
direction activities
Frames the values, beliefs, principles and govern-
ance disciplines and behaviours
Provides a basis for distilling a complex strategy to
a “Plan-on-a-Page”
5.5 Other relevant resources
—
(standards.iteh.ai)
Context of the Organisation (COTO) Diagram / Matrix / Log
— Context of the Organisation (COSO)
oSISTDiagram
ISO/DIS/10009:2023
Matrix
6 Process Approach and Planning
6.1 SIPOC / COPIS (useful for identifying processes).

SIPOC (Supplier, Input, Process, Output, Customer) is a process mapping tool that is useful in high-level
identification of main elements of any process. COPIS is the process in reverse and useful for identifying
“Customer Facing Processes”. It may be used to obtain high-level information about any process and
to identify inputs and outputs between suppliers, process owners and customers. It is a tool used for
understanding the bounds of a process and the linked processes, related controls and how effectiveness
is managed.

ISO/DIS 10009:2022(E)
SIPOC is used for:

— Mapping of an existing or a new process
— Providing basic information regarding a process in a simple and short format
— Defining the scope of an improvement activity or project

Simple to use and understand Avoid going into too much detail (4 – 5 key
steps of the process should be identified)
Delivers results quickly Best completed by a team, so there is a com-
mon agreement on the start and the end of
the process being analysed
Provides an overview a whole process from Suppliers and customers can be internal
the beginning to the end on one page
SIPOC can be hierarchical
6.2 Turtle diagrams

A turtle diagram is a tool for visualizing the components or characteristics of a process. The use of
a turtle diagram provides the opportunity to more closely examine a process to enable its better
understanding, more effective process execution and the identification of areas for improvement. The
diagram looks like a turtle, with the process components as the body, legs, head, and tail.
A turtle diagram is used:
— (standards.iteh.ai)
To describe the basic elements of a process for communication and understanding;
— To develop more detailed procedures and process flow diagrams (flowcharts);
— To help quality auditors to understand and effectively interrogate processes and
Uses visual and standardised methods which The turtle diagram does not necessarily
are easy to understand. document all of the information necessary to
fully describe a process, but provides a good
starting point.
Provides a complete view of the most impor-
tant elements of a process on a single page
Aligns process performance to higher level
business strategy and objective(s)

ISO/DIS 10009:2022(E)
6.3 Control plans

A control plan provides a structured approach to determining the controls applied to a processes. Each
process is listed in sequential order, typically aided by the use of a process flow diagram. Product and
process criteria to be controlled are identified at each stage including special characteristics, typically
using a process Failure Mode Effect Analysis (FMEA) as an input. Controls are identified with methods
of measurement, frequency, method of recording results and the reaction plan to be invoked in the
event that the product or process criteria do not conform with requirements.
The objective of a control plan is to provide concise and useable information to users and minimize
process and product variation.
Control plans are used:
— Within manufacturing and service industries;
— Where there are processes where the conformity of the resultant output cannot be verified through
inspection and testing and defects would only become apparent at a later time.;
— Where needed for process approval on the pre-launch and production phase, with linkage and
information from the design risk analysis (as necessary)
— Where process/product monitoring is required to determine process capability or to assess
conformity to requirements.
BENEFITS
POINTS TO NOTE
Provides a clear and structured approach to Product and process characteristics must be
(standards.iteh.ai)
product and process control
Assists in effective auditing.
unambiguously defined.
Process flows, FMEA and control plans should
be reviewed and updated when non-conform-
oSIST ISO/DIS ities occur
10009:2023
Helps drive conformity in “special processes” The control plan does not replace work in-
structions which provide greater detail of the
manufacturing process
6.4 Flow Charts / Swim Lane Diagrams / Cross-functional Flow Chart

Flowcharts provide a quick, visual way to show how a series of activities, tasks or processes are
sequenced. Swim lane diagrams add the responsibilities for activities shown on a simple flow chart.
ISO 5807:1985 clause 3.3 defines a flowchart as a graphical representation of the definition, analysis,
or method of solution of a problem in which symbols are used to represent operations, data, flow,
equipment, etc.
In practice, they comprise symbols, text and connecting lines.
How to use
— As a starting point in documenting activities
— To communicate how activities are carried out
— To identify inefficiencies, and allow for analysis and improvement

Visual The direction of flow is mainly left to right,
and top to bottom
Can be quick to develop (depends on the com- Arrows indicating the flow should be used
plexity of the activities under consideration) whenever increased clarity will result

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SLOVENSKI STANDARD

oSIST ISO/DIS 10009:2023

Vodenje kakovosti - Napotki za orodja za kakovost in njihovo uporabo

Quality management - Guidance for quality tools and their application

iTeh STANDARD PREVIEW

oSIST ISO/DIS 10009:2023

oSIST ISO/DIS 10009:2023 en

iTeh STANDARD PREVIEW

DRAFT INTERNATIONAL STANDARD

ISO/TC 176/SC 3 Secretariat: SA

Quality management — Guidance for quality tools and

iTeh STANDARD PREVIEW

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11.2 JIT Just-In-Time (JIT)....................................................................................................................................................................... 23

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© ISO 2022 – All rights reserved ﻿ v

iTeh STANDARD PREVIEW

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DRAFT INTERNATIONAL STANDARD ISO/DIS 10009:2022(E)

Quality management — Guidance for quality tools and

© ISO 2022 – All rights reserved ﻿ 1

2 ﻿ © ISO 2022 – All rights reserved

5.1 Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis

iTeh STANDARD PREVIEW

BENEFITS oSIST ISO/DIS 10009:2023

5.2 Political, Economic, Social, Technological, Legal and Environmental (PESTLE)

© ISO 2022 – All rights reserved ﻿ 3

BENEFITS POINTS TO NOTE

5.3 Porter’s Five or Six Forces

BENEFITS POINTS TO NOTE

5.4 Vision and Mission Statements

4 ﻿ © ISO 2022 – All rights reserved

c. The future Horizon – e.g., the future state or end point

Benefits Points to note

6 Process Approach and Planning

6.1 SIPOC / COPIS (useful for identifying processes).

© ISO 2022 – All rights reserved ﻿ 5

SIPOC is used for:

BENEFITS POINTS TO NOTE

6.2 Turtle diagrams

6 ﻿ © ISO 2022 – All rights reserved

6.3 Control plans

6.4 Flow Charts / Swim Lane Diagrams / Cross-functional Flow Chart

BENEFITS POINTS TO NOTE

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