SQEM questions

  In “Leadership and Commitment”, taking accountability means:

• A participation of the Top Management by filling balance sheets, recording Cost and Revenue

• A presence of the Top Management by bearing the responsibility of driving the organisations in the design, implementation and improvement

• An active participation of the Top Management by bearing the responsibility of driving the organisations in the design, implementation and improvement of the QMS

  The Top Management shall establish, implement and maintain a Quality Policy that:

• is appropriate to the purpose and context of the organisation and supports its strategic direction; provides a framework for setting quality objectives, includes commitment to satisfy applicable requirements; include a commitment for continual improvement of the QMS

• is appropriate for the purpose of the organisation and supports its strategic direction; provides a framework for setting quality objectives; includes a commitment to satisfy applicable requirements; includes a commitment to continual improvement of the QMS.

• is appropriate to the purpose and the context of the organisation and supports its strategic direction; provides a framework for setting quality objectives; includes a commitment to satisfy applicable requirements; includes goals and targets; includes a commitment to continual improvement of the QMS.

When planning to achieve its quality objectives, the organisation shall determine:

• what will be done; what human resources will be required, who will be responsible, when will it be completed and how the results will be evaluated

• what will be done, what resources will be required, who will be responsible, when will it be completed, by whom the results will be evaluated

• what will be done, what resources will be required, who will be involved, when will it be completed, how the results will be evaluated

In QMS, resources include:

• People (Top Management and staff), transport and ICT, Environment for operation processes, monitoring and measuring resources, organisational knowledge

• People (staff), infrastructure, environment for operation processes, monitoring and measuring resources, organisational knowledge

• People (Top Management and Staff), infrastructure, external and internal environment for operation processes, monitoring and measuring resources, organisational knowledge

  In QMS, Chapter 8 “Operations”:

• is all about the execution of the plans and processes that enable an organisation to meet customer requirements, covers “requirements for products and services” and “post-delivery activities”

• is all about the execution of operations that enable an organisation to meet customer requirements, covers “requirements for products and services” and “post-delivery activities”

• is all about the plans and the processes that enable the organisation to meet customer requirements, covers “requirements for products and services” and the “communication”

• is all about the execution of the plans and processes that enable an organisation to meet customer requirements

In QMS, a suitable environment can be a combination of human and physical factors, such as:

• social, psychological, motivational and physical

• social, psychological and physical

• social, psychological and practical

• psychological, physical and economical

In the QMS, Performance Evaluation covers:

• monitoring, measurement, analysis and evaluation (customer satisfaction analysis and evaluation), internal audit and management review

• monitoring, measurement, analysis and evaluation (customer satisfaction analysis and employees’ evaluation) and management review

• monitoring, measurement, analysis (customer satisfaction analysis and Employees’ evaluation), internal audit and management review

What are the benefits associated with QMS?

• ensuring the ability to provide products and services with regularity that meet the requirements of the customer and the applicable relevant ones; facilitating opportunities to increase customer satisfaction; addressing risks and opportunities associated with its context and objectives; ability to demonstrate compliance with specified requirements of the QMS

• ensuring the ability to provide excellent products and services with regularity that meet the requirements of employees and the applicable relevant ones; facilitating opportunities to increase employee’s satisfaction; ability to demonstrate compliance with specified requirements of the QMS

• ensuring the ability to provide products and services with regularity that meet the requirements of the customer and the applicable relevant ones; facilitating opportunities to increase customer satisfaction; addressing risks and opportunities associated with its context and objectives

ISO 9001:2015 employs the process approach

• which incorporates the Plan Do Check Amplify (PDCA) cycle and risk-based thinking

• which incorporates the Plan Do Check Act (PDCA) cycle and fail-based thinking

• which incorporates the Plan Do Check Act(PDCA) cycle

• which incorporates the Plan Do Check Act (PDCA) cycle and risk-based thinking

In the ISO 9001:2015, the risk-based thinking:

• enables an organisation to determine the risks and opportunities that could affect its processes and QMS, leading to deviation from planned results

• enables an organisation to determine the risks and opportunities that could affect its processes and integrated QMS, leading to deviation from planned results

• enables an organisation to determine the risks and opportunities that could affect its processes and EMS, leading to deviation from planned results

• enables an organisation to determine the risks and opportunities that affect its processes and QMS, leading to deviation from planned results