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44 B u s i n e s s - I n t e g r a t e d Q u a l i t y S y s t e m s A p p r o a c h e s t o Q u a l i t y 45

to their unique organizations, they encountered difficulties in achiev-
ing a “fit.” Organizations that developed quality manage-ment sys-
tems in compliance with ISO 9001 tended to show similarities to each
other, even though the organizations were markedly different.
10. Does not easily fit service businesses. The wording of the first two
editions of the ISO 9000 family of standards fit manufacturing
organizations well but required some imagination to apply to ser-
vice, education, medical, and other types of organizations.

The ISO 9000:2000 revisions sought to address these concerns. Most
notably, a systems approach became evident; emphasis was placed on
process control and continuous improvement; and the mandate for man-
agement responsibility for the quality system compliance was strength-
ened. The ISO 9000:2000 revision (which was not substantially revised in
the 2008 release), lists eight Quality Management Principles forming the
basis for the revisions (Stapp, 2001):

1. Customer focus. Attention to your assorted customers’ needs, includ-
ing a continual attempt to meet their requirements and exceed
their expectations, should be seen as central to your organization’s
objectives.
2. Leadership. Without leadership, your organization will not have an
environment that fosters a constant purpose. Strong leadership cre-
ates an environment in which those in the organization can actively
participate in the achievement of the organization’s objectives.
3. Involvement of people. Leadership involves more than giving orders,
but includes the involvement of people throughout the organiza-
tion in achieving the organization’s goals, using their talents to
further the organization’s purpose.
4. Process approach. While the previous revisions of ISO 9001 used the
concept of 20 quality elements, the 2000 revision builds on the
concept that anything an organization does, including the quality
management system, should be viewed as a logical process. This
process includes inputs and resources, and a desired result that
occurs through proper management of the processes involved.
5. System approach to management. Only when the organization can
identify and manage the systems of interrelated processes can
objectives be met. By meeting those objectives, the organization
becomes more efficient and effective.
6. Continual improvement. While the earlier revisions of ISO 9001
dealt with problem solving through corrective and preventive
action, the 2000 revision expands on that concept. Central to any
organization’s objectives should be a commitment to continually

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