Journal for Quality and Participation vol. 39 issue 4 - January 2017
Abstract: Successful transition to new requirements in any standard relies heavily on a deep understanding of new concepts by the management team for any given organization. In the case of ISO 9001:2015, one new revision introduced the concept of risk-based thinking, which can seem to have negative connotations. The definition of risk-based thinking provided by ISO acknowledges that risks can have both positive and negative effects, and that an organization should strive to minimize the negative effects while maximizing positive benefits of taking certain risks. In this line of thinking, the management team for any organization can employ a more optimistic view of opportunities, which are the situations in which risks can happen, and act on positive risks that may benefit customers. By extension, an optimistic view can also be at the core of an organization's culture and help to empower not only management or leadership, but also employees. To this end, while compliance with standards is the minimum any organization can do to stay in the market, striving to surpass standards is what can drive a business to remain competitive in that market.
Keywords: Standards; ISO 9001:2015; Risk management; Risk-based thinking; Culture; Strategic planning; Employee engagement; Leadership; Opportunity priority number (OPN)
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