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lnterctatrronalstandard - ISO 9OOO
Qualrty fitnnagement systelns- E\firdaffLentals and
vocabubry
Fourth edition - 201 5-09-15
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 (,rt-lt -t19 u*-*t- trJ+tt tJlst 1rlin ) Trtc- f* r ci.rf ?{tJdl a#hrfi ridrtl
Contents isi.d *l4,efr.lt
Foreword Y fft+]
Introduction r 4-.19.c

Quality management systems -

Funda mentals and vocabulary
t .ilJL.-^J!, u,.,"Yl - a.r_:+ll ul.l C;
t Scope a
a dll+^ll
2 Fundamental concepts and quality
management principles
a.r:il| q;hJ 6sr!^_e iJ."L!l .tlJL.-.ll
2.L General Ia
lLc
2.2 Fundamentaf concepts o 4+..[-Yl crlJL,-^Jl
2.2.L Quality o 6lrrl|
2.2.2 Qua lity ma nagement system o 6.r_*Jl -elr! .1J;
2.2.3 Context of an organization o a-l.i.ll 45*f
2.2.4 Interested parties o 4.i+-ll -i5L!t
2.2.5 Support 1 .11
,.c
2.3 Qua lity ma nagement principles V ;r:+ll ijl.r,! iJrl+.
2.3.L Customer focus V cjb",ll .Jc' j$- jll
2.3.2 Leadership V e"rlill
2.3.3 Engagement of people A r!.pYl
eL.J
2.3.4 Process approach 1 !t '.tt e<1.
2.3.5 lmprovement l. iJ#"=iJl
2.3.6 Evidence-based decision making ||\ a$!t *t*,t ,Je jrilt tliil
2.3.7 Relationship ma nagement \Y .:1$t Jl aJhj
2,4 crLJt
Developing the QMS using fundamental
\r - Jl
alJii "Jle3
alrr"...l-r'o.r_l+lt Q;lrJ
concepts and principles iJ."LVl irrt;.llj
2.4.L QMS model lr ;r.+ll 1l{ ,lJ"i e i_r,
2.4.2 Development of a QMS \r 6.r:+ll qzl{ ,tli _Ht"i
2.4.3 qMS standards, other management .s_.6Y1 'el-r)l a-JitL ri.5all -el{ ptLi d,U.-!9n
t€
systems and excellence models
-''J.ill Cib_l
3 Terms and definitions \1 -b;l;il!: cllbll
3.L Terms related to person or people 11 Lr-l.:.iYl J +! a$lJl crlr crl2l.+Jl
3.2 Terms related to organization IV ;l.i.r tL /a-ILJt+ ei)\*ll crll cill+ll
3.3 Terms related to activity \1 -Ll.iill+ iSl-ll *li d{rll-U
3.4 Terms related to process I'l i+I"'JtJ ail,Jl crlS ,iltdl
3.5 Terms related to system Y1
elJ-ll+ e5}fll crlr olL'Jl
3.6 Terms related to requirement Y1 ,,.1L",J\ l$Lll ol5 o]21-Jl
3.7 Terms related to result Y1 i.+;lJl+ a-il'll crl-r ,i!l+Jl
3.8 Terms related to data, information and jb
rY 4$. L_jJ'-lb Ol11lI+ e-il.J| ol5 oll+Jl
document
3.9 Terms related to customer r1 JbJt;Sl,ll crli egtsll
3.L0 Terms related to characteristic rA ,.pil. rlL a$hJl crl.r c{lsJl
3.L1 Terms retated to determination r1 +r-ill+ i-Dl'lt crlr c{.;[r'Jl
3.LZ Terms related to action 2, &ilu 1t},ll crli c{l.,Jl
3.13 Terms related to audit TY G$.rlq eilJl c:li crfl+ll
- Annex A (infor.mative) Concept relationships and
,Jsl ,,l kl+il r;+ult crl$Le :i 3=u
their gra phica I representation i-l
- Bibliography t1 FlFll
- Alphabetical index of terms f,v c.lJL.-.ll g.r-.!t uusill

or ,'* I is.i..a .@m LgJl.{ uJ.iJ 6.ll+ ';tfr.".o - .JUrl b}.1! .-t-l+ }^:tr. ..iLl a3l-s
 ( rrt-tlallg o,"-*l-3rJF f fbt pfc3 ) t. t* |., qi.rf -rtJ. rt]Z4rat4ltlai€bfl

Foreword ,JC s
ISO (the International Organization for crQ6J rl-.:l ,ra (,-,+illl i-J-rJl A^l;^il);r,Jl
Standardization) is a worldwide federation of f3r
national standards bodies (lSO member bodies). !!.ll {-tn^ll oi el '.!l oE=tsll) arit- Jl u",#iill
The work of preparing International Standards is r+ dJ-JJl -.jrglJl rl.:cJ cJ^' Ll- 4i"-+J .(L.l*#dll
normally carried out through ISO technical -rc a4a ,Js .ri:Jl a-.Ej^l +rill Ot+Ill tlE .l^
committees. Each member body interested in a
subject for which a technical committee has been iri U dFJ 4l 4$ ir:J "ti:) i L e*r^* t.i3.
established has the right to be represented on that iJ ,.s-\| aJ,JJl 61^l-r^\f .{j.lll dl! q5! i-8.. ixsJ
committee. International organizations, t;JI cfLfr ;,.,jl e-.trli- iL-ll d-rli 'J,.,(-ll -p-s
governmental and non-governmental, in liaison
with lSO, also take part in the work.
.dul llo ,.J
ISO collaborates closely with the International i,l.rJl 4bll 1. ,jnr ,.Js+ t'ri _ull cu\'5_r
Electrotechnical Commission (lEC) on all matters of
electrotechnical standardization. The procedures '*-y.\! iiLi^ll J:LJI g;.+ ,rt' (lEC) i.liii. ,+Sll
used to develop this document and those intended orA -Ht'il i.or:.'r..,Jl crlolnJl .,,5lilJJ6ll .+sll
for its further maintenance are described in the i k$ eJ.ilJl i{,!ri-'Y i-.-i-ll dl$_l 4inJl
ISO/IEC Directives, Part L. In particular the different 4..-\i ei.-U . \ oj+ ISO/lECcl:tl_;,! i la+.-:
approval criteria needed for the different types of
ISO documents should be noted. This document
q,{tj: 3!ai .;fS rull^ ll Aihi-Jl .r16sYl -.p*L-
was drafted in accordance with the editorial rules t+:iU.- i iin"Jl o$r .tsll ll.iYl ei Oi .5; ;rlt
of the lso/lEc Directives Part 2 (see Y ISO/IEC crl.rti_,;) ':rr-'r\l rc,lfll .-Sr
www. iso. orgld i rectives )
'j+
(www.i so. org/ di rectives ) Jlill
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 4.r-ri e ilg""^ -p 1;ll .;o]rl! ,_i-l a,.;l.
for identifying any or all such patent rights. Details rJy- ,,6+ dli,-l$ ., i-*ill oJA U gK J\ Ld.,z.t
of any patent rights identified during the -i_l-,_l jl orA .:l.ui
ei.r3- b+r-i i os 6e!Cl
development of the document will be in the "I,:,il
,..ilel.;I g)-) _ult a;E i ,7, Lilt o.s oF
Introduction and/or on the ISO list of patent
declarations received (see www.iso.org /patents). . (www.i so. o r&/pate nts JlirD a.r_;!eJl

Any trade name used in this document

i titi'-
is 4$il .la #
JA gJl5 fl gi
t\.:-i..,.o
information given for the convenience of users and
does not constitute an endorsement.
.ii.ll-,-. 411 JS.XJ Y3 i;ur:"1.. ll'e-il- k-JJil
For an explanation on the meaning of ISO specific
c,t-lt- Il J-!:\+ .rr-Jl ,;JJ
terms and expressions related to conformity CJJ
"Jr 1)JJJ
assessment, as well as information about ISO's gc crLr\"tl 'Jli(-l .ii.rlLjl f#i+ a--\Jl ,',],,1r*il!-t
adherence to World Trade Organization (WTO) (WTO) idlJl 6J1+Jl e-.Ei. ier!^r _ull rbJl
principles in the Technical Barriers to Trade (TBT) t ,l,,tt jll ,(TBT) 6J1+sJl-+ iiLi^ll lrrill ,-F!-Cl
see the following U RL:
.www.i so.org/iso/foreword.html : JEII
www. iso.orgliso'"eword. htm l.
The committee responsible for this document is 4+ill lbll .+ lii- Jl oir e e!j,."^Jl lbXl
Technical Committee ISO/TC L76, Quality ibXl i.r:Jl
management and quality assurance, Subcommittee
c6.r:+ll +$i:-r UhJ ,lSOffC176
SC L, Concepts and terminology. .crlJt - J!, e+o\iJl SC 1 a-- jll
This fourth edition cancels and replaces the third
edition (lSO 9000:2005), which has been technically e'lBll -1lr.-)l 1.J=" (j-.J (5*]J eul -11.r-Yl hA
revised. .+Jrill lFUl g^ l(-.rirr i Cb (Y . . o-1. . . *i)

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lntroduction Ls^
This International Standard provides the iJr$b crt-lt - ll y; !L.ll ei.-bJl ora
fundamental concepts, principles and vocabulary
=;sy-r (OMS)
i.r:+ll Ulrl # o*ull crl5iJle
for quality management systems (aUS1 and oJA .,-sF! I a rrr 1l -Ul{ fua; crli.-lrJ u*1*,,! I
provides the foundation for other QMS standards.
This lnternational Standard is intended to help the # & ,r':.r "Jl 6.rgL* Cl -i.r: lJ-Jil ii.-b^ll
user to understand the fundamental concepts, e6.r:+llq2l$ r1..1,.!l crh:ille iJr$b cr\^-lJ-- ll
principles and vocabulary of quality management, i<l!, ,Jl*i!l r+nll & i,'.tl ,'r.:$ Oi J+i .t
in order to be able to effectively and efficiently rlliiJ c,
-elr!
implement a QMS and realize value from other il-r! alli dlti.-b^ gn aaill c!-l+ OL ar:pll
QMS standards. .,-EF!lar:+ll

This International Standard proposes a well-defined 1-}S& C* a+brJl ii.-!y.ll ora

QMS, based on a framework that integrates
established fundamental concepts, principles,
processes and resources related to quality, in order
to help organizations realize their objectives. lt is
applicable to all organizations, regardless of size,
complexity or business model. lts aim is to increase
an organization's awareness of its duties and
commitment in fulfilling the needs and
expectations of its customers and interested
parties, and in achieving satisfaction with its
products and services.
:rs'c 6r-l+ 1lr) atl'l
ijr$L crtJL-Jl g + :tLl & 'i-J crr+
r6.r:+Jl.r iJ"nJ"Jl brlrel f .,dl r:!rJ!-r crl+l "Jb
,[it.rei JSri i crt^l-rJl 6uL..o J+l L'^ €lI.lJ
dJ' -l}nll u64 cdrl-ob."ll #.+ .,Je 6pLx ii^-b^Jl
,-ir'ei-r .dLcll C3-r- Ji 'ti;ll i-..;-l J FJI
l$tl;Jb UJq+lr i-.Ei.ll .f- r 6rU Jl 4i'.-!9.Jl
.i,i{.ll $!t'b l{.t}-c c,Lij-l l3l+S-l o+f -n,
.lajLri: ta;te:i. LJe adta-l J*i=ir

This lnternational Standard contains seven quality Q,rtr) ilirl+. e{- ,"i" g;1F-5 iJ-J$t ii^-b^ll ore

management principles supporting the i, .\-'f $s

-.rJ-^Jl 4J..L!l frPlill p-r: ;r:+ll
fundamental concepts described in 2.2. In 2'3, for
.i.+ 1-[, i. j'O1,.,-.";r:+Jl ul$ i.+ glSJ.:-.r l-Y
each quality management principle, there is a
"statement" describing each principle, a "rationale" cj^l'x , ;t'- i-L-ll liu C-14
'criLi.Jl u"L!l ' 3
explaining why the organization would address the .Jbrlf , .1.*L, l"-fi.Ji o:It "i1.d3.jl -$bilf .i.+Jl e
principle, "key benefits" that are attributed to the
J"J,: ,J 'iil5 ,..,i i-ln^Il Ofu L qrs3 "iiS-o-"ll
principle, and "possible actions" that an
.i.*tt
organization can take in applying the principle'
This International Standard contains the terms and .b;t;lb crlJL...o.ll ,jle ,s-F'll: *l {i.-bJl
'iA
definitions that apply to all quality management
aUii3;::+!l il.rJ crti.-!r g1.; ,Jc dl.J.x #l
-el.r!
and QMS standards developed by ISO/[ C L76, and
other sector-specific QMS standards based on ,E; c'ti"..!:^: . lSOffC 176 ki'-b-9 .r:ll ar3;ll
those standards, at the time of publication. The dlh .'Je i:"s' ll 1'.sF)l erlelJ"ill -"'r:+ll 'ul.!
terms and definitions are arranged in conceptual i .i1l;l!, cll-lL'- ll .laJiis cri: d ,rti.-!-e,"ll
order, with an alphabetical index provided at the
end of the document. Annex A includes a set of
,*f €++i r'r".,e -lfy f 'o'ol'i.o t+FJ+ k+Jes
diagrams of the concept sYstems that form the Cd er--il 6 Lca*;- i-saQ i ,gylt 'iii-il '+ki
concept ordering. .rinUl ir*rr dr-F *+ll fr$lill
NOTE Guidance on some additional frequently- .,rll 4$L:)l .:LKIl ,.Jl"-+l g.rLi-;)l ttil.ll 1.8 J.
used words in the QMS standards developed by q',ll aUii crl;. !r ,t' JlF."t+ as:;
er_rs,Jl 'o-,;lrJ
ISO/IC L76, and which have an identified dictionary
Jrr. .r-o+r-c ,F U ."J!, .lSOffC n6V3,-zJ
meaning, is provided in a glossary available at:
:*Jt$l Olri'Jl ,,Jc Cb oi ar:+:r
"o:.15

.@m re rll! rrJdr 6J* rt6"n - dt""i 1ll! -e*lq' -1.5h. .',
 (ot-lt.lntls olrrl*l-r{Ftf tJbt Flrr ) t. l* 1. r. drf qttrfl a#lifi a.aoblf

Quality management systems - Fundamentals and drLrlL.aJb u{,.,'yl - 6r.*Jl Lts! eIil

1 Scope cjl---Jl - \

This International Standard describes the ig"UVt Ur!^lb fr$till . i. -, u.JJl ai.-!-9,.Jl orA
fundamental concepts and principles of quality tol L ,J' trJl- J+tx oJl arj;Jl ilr)
management which are universally applicable to the
following:
- organizations seeking sustained success through the .-r. plt'.-Jl Cl+ill db'i-l J) ".-", ,r:ll crLt-tJl -
implementation of a quality management system; .a.r:+ll ilrj auii J#Lr .-Dr
- customers seeking confidence in an organization's ,-& iJi^ll -
-u$
Oi u+ ifill J! ur'.+ drCl ')-'ll
ability to consistently provide products and services .n:l,lLr o e." tltlG crLri3 crlSi^ r!.5..L
conforming to their requirements;
- organizations seeking confidence in their supply ''..rCl {1J." ,,s e-fl| C *rJ ,#Jf ,rl^I'i^ll
chain that product and service requirements will be
met; ;;- crL.riJl, #l crllt:. Oi e+;- dF t+r i..-lJl
- organizations and interested parties seeking to O**rJ l! ,-ur'*.t dp-Jl l"rgJt e5.Ul1, c,l--bi.ll -
improve communication through a common Lr;.:,,.J| crul.-"ll 4[i^ll esill cl]r ir J.-!Fll
understanding of the vocabulary used in quality
.;.t_5,;Jl q.)llj
management;
- organizations performing conformity assessments -yJ crtll-'r, Cr {itul -sii rrc ,tsl et--Li.ll -
against the requirements of ISO 9@1; .1. . \
- providers of training, assessment or advice in .;l+Jl ilr! ,.tfrll. .-urrill .^rL -
14 J .4 J

quality management;
- developers of related standards. .i1,.-ll gli ,:ti.-br"lf J)A -
is International Standard specifies the terms and *i".,,Elb &LIL.aJl r-r-i Lljrll i*Fll ii.-!rll o.ra
definitions that appfy to all quality management and
quality management system standards developed by il.r! alJ;ie i.r:+.ll il{ crti.-ly g.;. ,,Je dcts q':ll
rso/rc fi6. lSOffCI76re.- 'u .;ll ;rpll

2 Fundamental concepts and quality management e.r:+ll -9lr! gr!^j l1-LYl crlJt -.ll -Y
principles
2. L General plc: \ -Y
e quality management concepts and principles ei.-!9,oll orA d 6r \- Jl a.r:+Jf ill! c3lJt a
6r1a^5
described in this International Standard give the i{+!
4+ittJl cr!-r.:ll .,Jc ioiJl i-1il^ll ,# il-rJl
organization the capacity to meet challenges j; ,ts| olJt .t-pjl rrill ir' LF iibi- A++ .-r'
presented by an environment that is profoundly
different from recent decades. The context in which 'des ,ggFJl *l'3l1+ ' i^ ti pj;ll i-LLll 1.e#
an organization works today is characterized by s.J ''rFll Jib ..#"-l rJ"S ii-.;Jl lJEb .q3b."!l
accelerated change, globalization of markets and the
emergence of knowledge as a principal resource. The ;i: t*: iL$- t 4l :c).-o.Jl La-; .r r'+i :n t C
impact of quality extends beyond customer .A-.Ei^ll i--.. -b -db
satisfaction: it can also have a direct impact on the
organization's reputation.
't
Society has become better educated and more ,J'+ L^ iJtI" JKL -1" JI^!6i e+.-i ei-ll
demanding, making interested parties increasingly
more influential. By providing fundamental concepts )i';; dlr gr. .1,,1s *r$il -r,*!i i"l{.^ll .-i1.;t !t
and principles to be used in the development of a # l"rltrr -l + ,,r:Il aJ-.L!l i5Jt5lb 6t-lt.. Jf
quality management system (QfUS1, this International i*,FIl ii.-b^Il "+s (QMS) ;rell il-r! lUei ."J.:
Standard provides a way of thinking about the .eb 6U'i -:' a-gt ll $i ,*sh! ifubt y-9F ++LDll
organization more broadly.
All concepts, principles and their interrelationships Ailt ,=.lJ iIt-fi.oll titCIeJ &rl+^l!, crLlt -^ll g++
should be seen as a whole and not in isolation of .LJ':"+I| te .' =! go al;'-1 .-*:l-: .JSS l+$
each other.
cr ,'t^ t i.ri..a .com .srl.{ xrloir 6Jrr rLfi...o - ,Jtti 6-lllf ,.r-.1+ -r.-al,-. .-iu.:l.s
 (.rt-tL.-tgu,-.9t -e{F l tJU Flir ) t. to- t. . . tiJ artf ril !1r!itl fireltll
No individual concept or principle is more important s' .51 dJ^ !-i -Fi ;U;* i.+ ,i elt - r-.g )
than another. At any one time, finding the right
balance in application is critical. .J .+ti.Jl 6$11 lLr.J t+ c,"ll t-*i Jr- o -r!-: gl
' JH+till
2.7 Funda menta I concepts 4J."LY| crlJt -^Jl :t-Y
2.2.L Quality e.r_njl : \-Y-Y
An organization focused on quality promotes .,Jl iilSJl CJ+.li+ erfi a.t Jl .=lc jSj oJl i-J'l^ll
a
culture that results in the behavior, attitudes,
qrlJl c,t+l^'Jl3 eJ.;fit!, oLr$iJle dblJl t{b A+i
activities and processes that deliver value through
lfilling the needs and expectations of customers cL.'Jl rrLly_l c.1+1+=l 4#b .Dr dr. r-1l , ir.' i
and other relevant interested parties. .al"-ll crlr 6s!l Li{-ll .ibtlb
The quality of an organization's products and services rsr U b+-r.: r+ A.-Ln"ll oL.r;,_9 ,;r$:i.o i.r_5,;
is determined by the ability to satisfy customers and r_r-il1 _lp- : r:. ; Jl J$hlb e)-*Jl
intended and unintended impact on relevant 'L:_l! "Jr uSll
interested parties. .AlJl olr ix6.ll -i!J"!l ,Je
quality of products and services includes not only k-rl.L lr'trt', J.iE d;^t y aLriJ!, 6l-:r Il 6 r_li
ir intended function and performance, but also kirili3 as-,;r^ll l{1 ii t ri &.8 .Al: .uir-r"-il1
their perceived value and benefit to the customer.
.di^-X
ZI.Z Quality management system ;r_:+ll -ghJ ,tl'i :Y-\-Y
A QMS comprises activities by which the organization r.u: la5ti iF ..;Jl il*'J! | O.-a+ i-r_nll 1lr) ,lJii
identifies its objectives and determines the processes ..r-,'u L6il.roi e-lii^ll
JtsL$ LJt JI r-,;!-r^Jb cr!l^'Jl
and resources required to achieve desired results.
.aeyll dtijll
The QMS manages the interacting processes and LJL.ll r_l!rll: {lc.tii-ll ol;L'Jf _y.t1 -or:ill ihJ aU;:
resources required to provide value and realize c,lr i;c+ll -i!,t!l eilr J$Jr a4F &t:l r.J+i .1.
results for relevant interested parties,
.a.L-ll
The QMS enables top management to optimize the ;rti:,,Y| cJt': dr l+Jl q;t.r)l ufu irr+Jl 1t{ alJii
use of resources considering the long and short-term ib"L _.,1il1 ttF.Yl i ri)l g^ Ulll ,lrl.r.-l (Jr
conseguences of their decision.
' il'iJ]rd..J'. ! | 6JH'-!J
A QMS provides the means to identify actions to cr'U. -'lydLiYl trr-i\ .lrL_r -.;s:g tU+ll 6JhJ etlil
address intended and unintended consequences in
providing products and services. dlfi .d a.r:"-iJl 1i,5 its*i.Jl JWI g.o
crLs'J!, grla'it Jl
2.3 Context of an organization i-l.j^ll 4.r.t : f-Y-Y
Understanding the context of the organization is a
process. This process determines factors which
Cl ,J.!r'll vr-'r fuL'll o.ll .LLe jo i-lii.ll e++ C
riYl r:ir .ki.ls-"!, t+t-L e-Li*ll r*,+ -i
influence the organization's purpose, objectives and
stainability. lt considers internal factors such as erFllr iilfiJb ftfll JF^ fuld.hll &b'Jl tl$'Yl
values, culture, knowledge and performance of the &bll L4i -,r$-)l # riYl f+r .i-blll olri
ganization. lt also considers externalfactors such as i..'."i- lslb ,**-. j3Kllb "r'ytill c.U#ll $. io-.;lJl
legal, technological, competitive, market, cultural,
social and economic environments. 1irl.-trlb 4Jcljj=JL 4sl6lb 4$r^Jl
Examples of the ways in which an organization's Lry e lc-ttr {r" J+F,11 Ofu .,:!l Li,ttll iLi
purpose can be expressed include its vision, mission, .\rl*i: k L!*r k$L.Jr k+:l OFGfr aJill
policies and objectives.
2.2.4 | nterested pa rties A"igll -iltYl : f,-t-t
The concept of interested parties extends beyond a ',*SjJl :r t C
rr .r*+i -i!t!l e:er.
r. J i,.i,-oll
focus solely on the customer. lt is important to
consider all relevant interested parties. e*.+ tt$"Yl # riYl fJJJ":ll OFs .J.ii dr"'Jl ,Je
.iJ.-ll crlr Ue+Jl -i!,t!l

gr,'lrOi-ri,- .@m ie 6-te1 ;t il..o - cjLol e JI.S,

 (c,t-tt nt1,,'*ltt -1!+tf OH Flir ) t. Ie- 1... iiif r+tt'tfta,,t{rtf ai.rbl,l
Part of the process for understanding the context of -iltYl rlsi rA i-li.oll 4+ # 4JLe u. ej;
the organization is to identify its interested parties.
cjs*fr ,Jl olb cr' iJ.-lt crlr {;eJl -i!J"!l .iib-ll
The relevant interested parties are those that provide
significant risk to organizational sustainability if their rett,J-u rcrl..'l+-l lil Lr'rJl Lls-,| Ut$ 1A
needs and expectations are not met.
"J'.l{:#ll jJ J
Organizations define what results are necessary to l.e.^Jri3
eil,-bJl ir ,.ill dE ll oa 1- .r.ui crlJrnll
deliver to those relevant interested parties to reduce
that risk. .
-Joill l- ir r-Jl cj+l or. 4.,,3{'J1 ,-i!J"ill C
Organizations attract, capture and retain the support -i!t!l pr ,* J.iLi: :-Fs .+\ii crL.bi^ll
of the relevant interested parties they depend upon e Cl+ di'i.3i f.+t" r -'rr: O*Jl iL.oll crlS 1"i{+11
their success.
.sl^Li^ll
2.2.5 Support pe.rll: o-l-t
2.2.5.L General ll',t : \ -o-Y-Y
Top management support of the QMS and :g,. ufu {;!l e
Lrl_r;.r_:+ll ih! ptJ$ t+t*ll lt$l f .
engagement of people enables:
- provision of adequate human and other resources; (lJiYl .t-)!r^Jl ,sll'r(, 4stsJl 'u.lrll .r_.r!rjl )it- j
-
- monitoring processes and results; et$Ir 6ll\'Jl \' u -
-determining and evaluating of risks and ur?tlb JtUl eIS- : qsi -
opportunities;
- i mplementing appropriate actions. ..{+."b.ll d\*iYl \$i3 -
Responsible acquisition, deployment, maintenance, fut*^U al''r:."[. nll--lif ,='L"iSl e*ljF""!
enhancement and disposal of resources support the
-U.iJ
.lapl-rei .gfisl {#i I-LLJI er$ #l ,-;lr.tl uF U'-t lb
rganization in achieving its obiectives.
2.2.5.2 People .r$)l :Y-o-Y-Y
People are essential resources within the e-ts.Jl obti .i-Li.ll (.Jil.: 4i..L!l ._l!rll an .:$)l
organization. The performance of the organization is
dependent upon how people behave within the iut+ 15$l rlliill qlilJ rliYl ( itr. 1 q1S *le u
system in which they work. Within an organization, gn O*s:3r-l drl-rl^ :!fYl y- ci-clnrll cjilr .
people becorne engaged and aligned through a er+ll el:'{b i-r:+Jf i,."ti-"! dlJi3^ll f{iill ,}j
common understanding of the quality policy and the
or ganization's desi red results. ,i-Lt^ll+ e--LJl
2.2.5.3 Competence 6ctKll :l-o-Y-Y
A QMS is most effective when all employees dHlur e{+ Lse i.*!l-i Jisi C'A ar:+ll
-91.r)

understand and apply the skills, training, education 6J+rJIr #t, ..r,.JA:lb drbk^ll n!,iEr.Jl
and experience needed to perform their roles and
responsibilities. lt is the responsibility of top ib)l {J-JE^".J $t .36:U.g,..-l en-,rb.l ob! O,rr-Jt^ll
management to provide opportunities for people to olr ,Js Jl+l Lf. {ftJ u-_rill l,, ,Ji .,i lrl.ll
develop these necessary competencies. .4+.,LYl crlctiSll
2.2.5.4 Awareness lr.rill : f -o-Y-Y
Awareness is attained when people understand their .Ji , A(: iliU-$'.. {f)l f{sJ l^ric. d,irx i-- Cl
responsibilities and how their actions contribute to iJi.ll -it.ui d*isi .l ilJ frJt'i
achi evement of the orga n ization's objectives.
2.2.5.5 Communication cjL-fjl :o-o-Y-Y
Planned and effective internal (i.e. throughout the oL':i e*.+ ,"t' .ti) llilJl eJLilb il"Li-Jl eYl,..'f:ll
organization) and external (i.e. with relevant (iJ.,-ll crli tue+ll -i!,t!l y ,fi) i:+_rlilb (L.LLll
interested parties) communication enhances people's
engagement and increased understanding of: : 1gi ir rr*Fr r$Yl 6Lrl 'r--:
- the context of the organization; i-},i^ll qi+ -
- the needs and expectations of customers and other ,rF!l i"i+ ll .iltY!, s)-'ll crl.ij: ,rl+l+-l -
relevant interested parties; iL-]l crll
- the QMS. .;.r:+Jl ilrj pUii -

c r ,'* 1 i.ri- hmh .@m 6Jrs rLil,..o - .JLoi A

 (crt-tt"..tg,"-$t-trggJl$f4Ftll) l.II I*r1i.rf :rir'rtle{r.l4itlfju.t tl
2.3 Quality management principles ir:+ll ilr) iJ.tt+. :Y-Y
2.3.L Customer focus J1. ll & Js- jll : \-l-Y
2.3.L.1 Statement ._lb+ll t't- l -f-Y
e primary focus of quality management is to meet L,JbJI gllrlLi o q+b Ja ;.r:+ll Uh) (5*,,1*.,)l i5" jll
customer requirements and to strive to exceed
c ustomer expectati on s.
.r\*",11 lrb$,#t
crl-i_f
2.3.L.2 Rationale dti.jl ,-L!l :Y-\-r-Y
Sustained success is achieved when an organization f\-:: .+r+ii-LLll Lse Jt+ alrr... U C\'llI
attracts and retains the confidence of customers and "Jc
other interested parties. Every aspect of customer &tiill +t+ ,Js ..-5dl i..i{+ll -i!t!!, e)-'Jl efi
interaction provides an opportunity to create more O1 .cJr*X i^$ll dr r,jl.ll 0lrl i..J Jr- cJplt -
value for the customer. Understanding current and *ibL!!, ')-o,ll iilr&.,*lb il- lJl .rLl5Yl #
future needs of customers and other interested .i-.bi^ll rf$...11 CL1'i!I ci*irl ,.t' f<-t.t2ill d"3{.Jl
parties contributes to the sustained success of the
organization.
2.3.L.3 Key benefits -r-
'*"u'ull $!-t'll : Y- \ Y

Some potential key benefits are: :or iJ*-^Jl iJ-"riJJl Sldl .r

- increased customer value; ,Ji-.X LrLll L$ll a.rt,; -
- i ncreased customer satisfaction; e)_Jl t . ., All.rl _
- improved customer loyalty;
i;_
!

- enhanced repeat business;

jHl
- enhanced reputation of the organization; e^l.i.ll i.r."." jiJtl
-
- expanded customer base; e)..o*Jl 6rel^i g1."y -
- increased revenue and market share. .ir!- dl i,.-.lb crlr],p)l EJU -

2.3.L.4 Possi b le actions ijs.^ll dtill : t- \ -f-Y

Possible actions include: : iiS..ll dl'il I O^.-bx
- recognize direct and indirect customers as those OCI dt-FbJl HeJ O{J.:it."ll e)-*ll ,Jc iJdl -
who receive value from the organization; i-lit^ll rJ. i^Jill ,Jc ,.rj.--J
understand customers' current and future needs i*lri3."Jl o+lul c)A..'Jl crL6y_l drt+F-l # -
nd expectations;
- link the organization's objectives to customer needs e)-*ll crLiri, ol--. !:=! a^-bLll -ilrei l-J -
and expectations;
communicate customer needs and expectations i.l,i.ll eJ.+ C a)-'Jl crL-(ri, d.l+F-l 'I^.oi -
roughout the organization;
- plan, design, develop, produce, deliver and support g.,r''.i^\f pc.,r3 I -
6pi13 etir!, .r*rln_l Cl"d: .,L:.i
products and services to meet customer needs and p)-o'Jl crL-{ri, .:l+F l 4+b .J+l d,a cxLJilb
expectations;
- measure and monitor customer satisfaction and {+^"U.ll Jtill lt=i!, c)-.*ll t i'1 ', lu .r1* -
take appropriate actions;
- determine and take actions on interested parties' crLlj: drl+t$=l ua:Fa+ dLill iti:!, \r'r<i
needs and expectations that can affect customer e)-o'll t+, {J]c -nS Oi djs+ ,Jl 4i(+ll -i1;t"!t
satisfaction;
- actively manage relationships with customers to Cl5lI J$JI i*l"q e)-*ll 6. cJCI*ll i,,1.)
achieve sustained success. rlr'i,'*^ll
2.3.2 Leadership irt$ll :Y-f-Y
2.3.2.L Statement O!+ll -Y-f-Y
:\

Leaders at all levels establish unity of purpose and

"l+iyb -irdl 6Jrj clrill
r'Lc.-..r3J g;."; oi ;lLill
direction and create conditions in which people are , i.-Jill d,y
J*ir: ../ {r)l A-+ t6l1r ir ,Jl
engaged in achieving the organization's quality
.i-bi^lli a..-lJl al:+Jl -il.ui
o r ,'r V i.si.- h .@m .srlrl rJdq 'oJr+ rt iL..o - ,Jtti 6tl.r! .-r-oL+, r:Lt ..i
 (.rt-tt ,-ft3ul-lf -e{Ftf tltst6flr) r.to- 1... qitf {tt.tf f#{kf$ei€bl,l
2.3.2.2 Rationale qFitLIl*LYl :Y-Y-f-Y
Creation of unity of purpose and the direction and g'^ 4^h^Jl ,jfu r].fYl eLr! '\+,iyb -irdl ;r-3 6li
engagement of people enable an organization to (-l+l .1. lo.-l!r.s l*r!t'l l.(Jlt.,!*: la:l+++lc-l i^,!
align its strategies, policies, processes and resources
o achieve its objectives. .lail$i 1.9

2.3.2.3 Key benefits i:"':'ull $bill :l-Y-t"-Y

Some potential key benefits are: :oa iJli -ll '1.'"U\l .5Fl oa+
- increased effectiveness and efficiency in meeting i--lill ;.r:+Jl -ilui GjirS ;el,Kr 4+lt*i ;.r11
the organization's quality objectives;
better coordination of the organization's processes; ,i-ln ll o!L"J d.:ii G*-,li -
improved communication between levels and .i-Li^ll ,.t' -i1tb1!5 crlr;i,,*,Jl u# dl.-?yl O=r""-: -
functions of the organization;
development and improvement of the capability of a.jtiill
\: Liciii
v4 , & ta{ib iJt
tit
lt 6JAi O*'riJ -ut fi -
the organization and its people to deliver desired .;-l ..vll
results.
2.3.2.4 Possible actions 4is..ll,JtoVl : €-\-f-Y
Possible actions include: : i5. ll cjLlll ,'*;
- eommunicate the organization's mission, vision, crt*l^c, crL!.*_l 4:+i- !t-b iltU_l L3.; ,I.-j
strategy, policies and processes throughout the .i*lil.Jl g1^+ Jl a-}'i^ll
organization;
- create and sustain shared values, fairness and l.tfrtb {Jlr*l!, isJi-l^ll rjill }LiJb dlr
ethical models for behavior at all levels of the "J"
.a.Jii.l| c,lrrf.." eJi+ p ':lrl ..ll 4$)3!l
organization;
- establish a culture of trust and integrity; .,J.ts3lb i-ell -
iitfi cl-,-,)J
-encourage an organization-wide comrnitment to .iA^ll cq:i^.r .,Jc ;._9;'Jl+ elNl ei+.fi -
quality;
- ensure that leaders at alf levels are positive i#br. J ef-l crt-F,^ll e*^+ oi ;.rlill Oi t6- irJl -
examples to people in the organization; "J'
.{-ti.tl i .l1st:
- provide people with the required resources, training &X ..r'-;JL"Jl aJ.LJb .JiJrilb r_l!rJl+ rylt r,r.i -
and authority to act with accountability; .,.+rbLi."^ q93
- inspire, encourage and recognize the contribution of ,.r!il| *Llt.. ;iltS., e*S, f$l -
people.
2.3.3 Engagement of people .:$Yl e Lr) :t-f-Y
2.3.3.1 Statement Ob+ll : \ -f-f-Y
Competent, empowered and engaged people at all CJ^+ ,rlt O:+.r.Jb ,:u,tS^"J! OJA3"ll $iY I

levels throughout the organization are essential to "'J* }# cj+t U Liltp* e-.Ei^ll ./ ol,,-:i-,^ll
enhance the organization's capability to create and
deliver value. .L;ill er6-1 ,-!tr .Jr e-Iil^Jl
2.3.3.2 Rationale .i!t^ll *L!l :Y-t-t-Y
In order to manage an organization effectively and e!-l ex+ll gr 6e1.iS3 4+lt! e*I.].ll Ul.! cJ+i cr.
efficiently, it is important to respect and involve all . olgi-^ll 6;^+ ,,! .lfYl 6y+ il"i,b
dr*S"JJ -1x.fi
people at all levels. Recognition, empowerment and
enhancement of competence facilitate the *il-rei ,jJi-l or tliYl 6Lrl ir cI.{ actiSJl -fr_l
engagement of people in achieving the organization's .a*Li.ll+ e.olJl ;.1_:+.ll
quality objectives.
2.3.3.3 Key benefits il"u'u\l $!Cl :l-l-l-Y
Some potential key benefits are: iJ; -ll !.u'utl $!-t'Jl u:'+
:rre
- improved understanding of the organization's cj+t ,-* e-Lhl! i.-LJl ;r-l+ll -ilrei ai Oc-,sJ -
quality objectives by people in the organization and
increased motivation to achieve them; . 1+4ri-l ,,Jo -FlJl ar$ i-lii^Jl .lilr {j!l

o r ,'r,o A e-i.- h .@m ierhf rrJdq-or.r rtfi...o-JLri 6rhl ,-r-nh, r:t-.. ,)

 ) l. l! 1* r tiCl 1rl. $df a+llbltf li4ll,l
(cUtt,atbs,e.rr$-rrgqJlr3U Fter

- enhanced involvement of people in improvement .o*'J1 i!;ri i .],'i!f isJLi. '"# -

activities;
- enhanced personal development, initiatives and .UiJl,r O+t+l!l tlt)!-r crl,'.l+^l!: _'r-lJ'5ll -"*16 -
creativity;
- enhanced people satisfaction;
- enhanced trust and collaboration throughout
organization;
the . a-,...' rsj.'*
-" *ffl ;l fi -
- increased attention to shared values and culture GjL"a *1" AiElb ,6JiJ^ll e.t- t* fLdaYl ;.rtrj
throughout the organization. .LLi^ll
2.3.3.4 Possi ble actions AjS. ll cjl--iYl :l-t"-f-Y
Possible actions include: : i.lS.o..ll db!!l ij^.-b::
-communicate with people to promote
,+r"eU"^ i'r^Ai e*r .,J- +SIil rylt g. &!yll -
understanding of the importance of their individual .{j.Jill
contribution;
- promote collaboration throughout the organization; .i,Ji.ll Aj,'a,,Jc ,.r:t'lll C*+.5 -
- facilitate open discussion and sharing of knowledge .':r!,$b aiJl-ll KtE _r i.=jl.oll e*f,iE"Jl J++g -
and experience;
-empower people to determine constraints to itiSl ;r5 c,hYl .rJc, .tjoill .'J'-i 6. l$!l OHS,"3 -
performance and to take initiatives without fear;
-recognize and acknowledge people's contribution,
learning and improvement;
!$Ln- .!r i,r+.-rrb ernrb *o-*iii;I1
..tr!l
-enable self-evaluation of performance against . i.,. :.rll -itulg ft:ti^ olrXj ilill i:irjl drr+s.i -
personal objectives;
- conduct surveys to assess people's satisfaction, .rg!l L-bJ 6J.c egrrl fuil, i';."1 crLf.r
communicate the results and take appropriate "1.1;.!
.i+.,ti"ll Jt!!f itsib dl:ill dJ"-j
actions.
2.3.4 Process approach crl;L"Jl g*j^ :1-f-\
2.3.4.L Statement olJl : \ -1-r-\
Consistent and predictable results are achieved more ;etitl!, ,.!l-ill Oio !.,ti.+ iill^ll, o,ij^ll dtirjl d6-x
effectively and efficiently when activities are t- jl.'3 il-.!F^ &l;l-*5 b-,'|.!r iLifit et, + L.rie
understood and managed as interrelated processes
that function as a coherent system. . dl-'L": f
2.3.4.2 Rationale ,ritr^ll :Y-f -r-Y
The QMS consists of interrelated processes. 'rLll
-tS e6r . 4l*,.!F. .r\j.c dr ,j S+ i.r_:+ll -91.r) .\t;
Understanding how results are produced by this
system enables an organization to optimize the u. i-Jii.Jl OS.J rtlnll lia dXi il. dtdl d.fi i
.+jl.ri 0.: .l!tl rJ ;.l[i."Yl e+l
system and its performance.
2.3.4.3 Key benefits a-,.",i_jl $!i]l :l- f -f-Y
Some potential key benefits are: :oe iJ"3 -Jl iJ-,'.l-il| .6!-dl ,_a+
- enhanced ability to focus effort on key processes '1."*bll 6bl"-tt ] rja;ll iSi .] lJrill JUrl -
and opportunities for improvement; .O+alll oofy ,*S
- consistent and predictable outcomes through a if r'u& eUil .J}i ut" ++tl"_l LIrl cr\gS- -
system of aligned processes; .48!F^ .rl;Le
- optimized performance through effective process c,l;!^*X r, i<lf il$l (.D3 u^ obll dl*j
managernent, efficient use of resources and reduced .-i3lh-lll -x' #!rjl ui.+iii: .y!i'"ll dltill rlri3.,Yb
cross-fu nctional ba rriers;
- enabling the organization to provide confidence to t
*l a"ig.lt -i5$: ifitt e.i: ..* i-tn ll ib6"i -
interested parties related to its consistency, .tesoliS: k+lLi-r t{iil* .jl4
effectiveness and efficiency,

o r ,'r* t L.i.- hmhussi .Gpm .stb! rrEr EJr+ 1Lfr...,o - cJtti 6;l.ll ,-*.1+ *1 . .-iu .:L
 (c't-tt -tlg o,u*l-b+rt rJbl F.et ) r. tr- 1 t .,i!f a+ll .tf
lll{ifl a.isttlt
2.3.4.4 Possible actions
.JtiYl :t-t-f-y
ijs^ Jl
Possible actions include:
: i:S^ ll ,Jl*!!l ,:-.-::l
- define objectives of the system and processes l*iri-:l 'LD-,*:ll crt+I-l!,
necessary to achieve them; elXill -il.rai +-l.j -
- estabfish authority, responsibirity and accountability ,,-i!L.Jt !,rf{ c.p 4+."tJb 4+lj,...lb eJoLll , Li:J
for managing processes; -
dlJl .J,o ._ll:^Jl 'r3g! +:-i, AJi^ll ,:rl*'il5"J
# -
rr\:,.'tl -.1li 4ti, . crl+!^,Jt dr# Ljbttl rrr-i -
"s ,JS eU"rll ,rlc i+gll crl*l Jl
the system as a whole;
- manage processes and their interrelations as a gr$Jl
system to achieve the organization's quality
d.'lisi tl+f ,-* ,lLi( l+r# t4$ cilCL,J!, UhJ -
objectives effectively and efficiently; ap liSr .JIt-i, e.}.i.ll ;.r_'>Jl .il.rai
-
ensure the necessary information is available to
operate and improve the processes and to monitor, ds."si: dF-tl i^jlJl ,rL il.^Jl 4-l5l ,l . .
analyse and evaluate the performance of the overall &s etJ.ill ,fri c-C, Jftir .. ul: . 6llr^Jl
system;
- manage risks which can affect outputs of the crlq,F. j;f ,Ji OS"i ,#!l JLli^ll a_,rl.J
processes and overall outcomes of the eMS. "Jt
.i.r:+Jl if:!
aUa:l i*lsJl dElf ,rL_r 6llt^Jl
2.3.5 lmprovement
dH-,Jll : o-!"-Y
2.3.5.L Statement
-o-t"-Y
Ol#lf :\
successful organizations have an ongoing focus on .iJ*."=tll
improvement. ,Je J4t"^ _'lS-,t,t h.l L+bll crl-lii.ll
2.3.5.2 Rationale
qsi.L:.ll u,"L!l : y-o-.t"-y
lmprovement is essential for an organization to o1$l c,L*.j-'o .,lc, alail- Jl i.^Li^ll erp iB,..3jl
maintain current levels of performance, to react to
4+lihJl l+i,.lL j ,-,.!"::lt &trill: .1+ltsll
changes in its internal and external conditions and to .'.
create new opportunities. .6+.+ Lt-Js 6li:L .i+_rlJ!-,
2.3.5.3 Key benefits
i11$jl .3bi!l :\"-o-\"-Y
Some potential key benefits are:
:oa :J.i.-lf '*"i'Ull S!-rrll +
- improved process performance, organizational p)-*.ll tir3 i^li^ll ;-)'il ,rl*l^rjl
capa bility and customer satisfaction; "l.ri O*,.,s1 -
- enhanced focus on root cause investigation and .L.1511 .+t+"!l ,u.-,U !r-i
determination, followed by prevention and-corrective isjll -lF
actions; .i-=.=ilb"J"
ltijt Jbllr! t ;1"
- enhanced ability to anticipate and react to internal
and external risks and opportunities; ii "J' U.rilf -ri;p6 -
.ir+rlil! iJihJl
-
enhanced consideration of both incremental and
b rea khrough im p rovement; dF d! et iAYl t;; -
- improved use of learning for improvement;
.d1+".ill .J+i ..r -
- enhanced drive for innovation. tl:ll ,1l*.-l C*,"-:
2.3.5.4 Possible actions
.JlSi"'yl ,J+l .1. .-gb-'ill JiJd -
{js. Jl cjLlll :1-o-i-y
Possible actions include:
: fuS^^ll dtiYl a..:
- promote establishment of improvement objectives
at all levels of the organization;
- educate and train people at all levels on how to
apply basic tools and methodologies to achieve
i m provement objectives;

or1_1rt.L..i.- hmh .@IIl g_rl.:l pJaje ;.:e- rl.ii..,o - JLoi i,l.ll

 (.rt-tt ..tl9 s,n*l-ru+tl a*1$ plil ) t.to- 1...,iJf at''tf e#d$$f.irbtl
-ensure people are competent to successfully .Jl.^S,b -,';; 1-J=l U ,i-rlnl^ rylt ,Ji r.1.. S'Ell
promote and complete improvement projects; .6t++ O**-lll g,JLi^
-develop and deploy processes to implement d*,.,-il eJLi. +rll .J+l rr crlr\ Jl J+J"i". J -,.J1 . -
i mprovement projects th roughout the orga n ization; .i-.Ej^Jl rl--il 6^+ oS
-track, review and audit the planning, iriii- J I ,l ri rr ,JS ,j$s_l !r.J JL"^ e*rE^ -
Ar-=.

implementation, completion and results of . irl-.ill

improvement projects; eJti" g,b-9 dl-Ssl
-integrate improvement consideration into crLs,Jle 6lrrrJl -"JJ # O+"-il -,F-l g-c.r -
development of new or modified products and .ilJ'-ll 3i err',i 11 elul
services and processes;
- recognize and acknowledge improvement. dJ+"-il| J+fiJ ;iltS. -
2.3.6 Evidence-based decision making e$\Jl .yLl _,,l,rrll ils:l :l-i-Y
"J.
2.3.6.1 Statement Ol++ll : \ -1-f-Y
e$_- J ,JiLt .+ ;u' ll ,-'l'.b,ill
Decisions based on the analysis and evaluation of ot_5l'-l!e crbtgll
data and information are more likely to produce .ie-lJl dE ll digrl i Yt"i=l Jisi
desired resufts.
2.3.6.2 Rationale qitLll L,jpLYl : Y-1-l-Y
Decision-making can be a complex process and it ifF-r ;.:i'-o iil^' urSs ui Ofu j;ill d^- 1$^'
always involves some uncertainty. lt often involves gFi .,J' t'.ll-i L lF: .rsf{l de o^ -1-s ,"Je t";l.r
multiple types and sources of inputs, as well as their
interpretation, which can be subjective. lt is dl! laj^,,i: Jl eiL:l cc-il-:r.oll gr 6.r"uia -.1rl. oJ
important to understand cause and effect # rr"ll Lr. .(,j.-r-l) 6*r -* .u$ Oi OS.J
relationships and potential unintended .;r-r-il| J;c ik-.ll -ltt'i!, i+$tl!, .+-Jl crtD\.c
consequences. Facts, evidence and data analysis lead '+*y rJb'isJ c +.jg d.trl,r+lb iLvb ,-l5tirll ,!I-l
to greater objectivity and confidence in decision
making. ._j/l c-./ i6, _xsl
2.3.6.3 Key benefits 4+diJl $!9lll :t-l-l-Y
Some potentiat key benefits are: :o.l iJ.i- ll '1."1'Ull $!.dl s6+
- irnproved decision-making processes; . ,!iJl ti'- Crll"c i.j..,s,i -
- improved assessment of process performance and .-itra!l d$-l & '_lSlt_r !1..'ll
ability to achieve objectives; 'l.ri ,*,ii iB-,:: -
- improved operational effectiveness and efficiency; .i*l$.iill 'oe tiSlle 4+lLill O,i\.^r-' -
- increased ability to review, challenge and change ;:.il! ;rt; -
'lrYl -Hx: gs-l
.6bltlb a'-. !r
opinions and decisions; "Jr
- increased ability to demonstrate the effectiveness .4i1Jl ,:!.'hll 4rl-i e$lf-;l+J'l ,Je i;rill art_.; -
of past decisions.
2.3.6.4 Possible actions iJs^^Jl dLi\Jl : f,-1-\"-Y
Possible actions include: : i:S^^Jl dbill
- determine, measure and monitor key indicators to o l.:i :lr+tY '+ -,r'Ull ,''l.l i3 Jl ', UU .rt -l \r \ri -
I-

demonstrate the organization's performance; .{-h^ll

- make all data needed available to the relevant
people;
- ensure that data and information are sufficiently t4; 6rir,.r 4i$r crL rul, crlil++ll ui (J"o Js'Ell
accurate, reliable and secure;
- analyse and evaluate data and information using +JILY I .l rrr. .L c-,t'tJ!, .-q1TL::tr
suitable methods; .1+-,1i.ll
- ensure people are competent to analyse and .F: slilCl .*frr LjjL:J d,$ay :y!t oi .,Jc +Shl -
evaluate data as needed; .i+lJl
- make decisions and take actions based on evidence, d,t!Fl1{ il.)ll ,_*Li Cslc .Jt rYl ilisb ,'.L,bi!l 1li3l -
balanced with experience and intuition. aahiJlr 6JSll e.
o r,'r.o ! t e-i.- hmhussi com .srl:! rJrir 6J+l ;Lii.,. - dtrl 6rl.r! ..r-ol+ )-
 (,rt-tt ,.tlgsieel*l-frr+tf tJltlFlll) t.t+ 1... li-rl-atJr'rf e{'..|+itf ai€bff
2.3.7 Relationshi p management c,lDt ll -el.r! :V-l-t
2.3.7.L Statement O!+ll : \ -V-r-\
For sustained success, organizations manage their ul.!+ eJE crl-h.ll r,lr'r."Jt Cl;:lI ,jtlirl cj+l LF
relationships with interested parties, such as .ur,rt"ll & ,i^i3-.ll -iljAll C. Util-
providers.
2.3.7.2 Rationale si.LLll ,yL!l :Y-v-l-Y
Relevant interested parties influence the .a-b^ll olri -I' -iy a!-ll crli i"i+.Jl .-i5t!t
performance of an organization. i-!i.ll eF L* ,iis+ 6,,i lW-t -.fsi alr,,*^tl Cl+rJl
Sustained success is more likely to be achieved when : r, Jl ;!,.L!t 6;+; g^ c,li)-Jl ilr!
arl.iuYl #
the organization manages relationships with all of its
interested parties to optimize their impact on its .;JlJ. ,:lSr.i g. ol$lrJl i;h!i .lajtrl ,,Jo *Fi: g"
performance. Relationship management with its .e..-\i i:i.ai 4l i--bj.ll elS_;,i3
provider and partner networks is of particular
importance.
2.3.7.3 Key benefits ':"u'ull til.:)!ll :Y-v-\"-Y
Some potential key benefits are: :
oa iJ,c-,Jl 4++Fjl r5!-dl
- enhanced performance of the organization and its LLi."Yl .JXr o.. i.d6.ll tilAb iJi^ll ol.rl ;r; -
interested parties through responding to the .taa .-iJt cJSr iit3^ll .:+l!r ,x
opportunities and constraints related to each
interested party;
- common understanding of objectives and values .i."t{r,ll -i5rt"!t i}# #"lb -il.uXJ dLF"i.ll e+il| -
among interested parties;
- increased capability to create value for interested ,3uJL irc, 4.J{4Jl-i5t$ 4.1$ .ilr ,'Je 6J.il1 ;.rb; -
parties by sharing resources and competence and .6rr+J1+ iJ.$.ll rtEJl Ul.l-r f-isJ!, r_r!11 lsJl,i
ae
managing quality related risks;
- a well-managed supply chain that provides a stable fh eFs $-ll+ frfi .Jl .rr.-r*Jl AI-LJ 6+Fll -"-1bYl -
ow of products and services. .crLs.J!9 gllr':i
2.3.7 .4 Possible actions ais^^ll,Jl*i!f : f -v-l-Y
Possible actions include: : iiS..ll dl-ill dl^.::i
- determine relevant interested parties (such as .u-.r-ryjl .F.) aI-Jl r:11 4"i{+Il -i1$!t +rsi -
providers, partners, customers, investors, employees
(cJSS t,i+-lt ,i ,riUdl .+;"fr..^ll .e)-o'Jl .elS-,p!l
or society as a whole) and their relationship with the
.a-l.l.11'; ee$-_l
organization;
- determine and prioritize interested party qrll 4i{+ll *i!E\tl g. c-rLDl*tl crt-jJ3i JAIJ qrri -
relationships that need to be managed; .\:.1t.! +rt ci+r+
- establish relationships that balance short-term gains J-. !l as*A --,15^!l is+ OJll .fll olCLll et.ijJ -
with long-term considerations; .J+!t a.L,J" cr!.llgcyl u,!-3
- gather and share information, expertise and g- r_l!r^1!r,''br.ll: cLrL-ll K-,,1tur CJ"+l
resources with relevant interested parties; .iL-ll ,ll1 i.j6^ll -i!J"!l
- measure performance and provide performance C 'l$l & ;s:Jl 'r.r'ijl c$ir ol,:!l ,-rt+
feedback to interested parties, as appropriate, to
enhance improvement initiatives;
-,!.rr!^ -ir#l -i+lJl .;..-- 1^i{-",11 .-i5't!t
.O*..rill
- establish collaborative development and v' 4 p
,-s.lrr!l r- q+llri
*r i*i:-.i3 LJ;I*: il".jiti ol'SJ
improvernent activities with providers, partners and
'uJA)l id{+ll 'i}t!b t'(-l'''\!:
other interested parties;
- encourage and recognize improvements and AJ.*L{ tr #l c,lil+i}b 611,,--'rlf ;ints., CF.E -
achievements by providers and partners. .*ts..;ilb .tlr.-*ll

or ,',.a tY i-i.- hmh .COm ,e rhl rr Joi c

-DJ
er rl,ii*r.o - JLoi i tl.rl
 (c,t-tt ..t19u'.-U -IrtF f ff{ pfil ) r. t- t* r 3jj1ltril\{lrttfi€btl
2.4 Developing the QMS using fundamental concepts ,:lJL^-^ll ,lrr':. "1-r arr+Jl -9ll! :t -Y
,lJli -"JJ
nd principles
irr$b
a.1-LYl
2.4.L QMS model i.r:+Jl ilr! pl!: el3.j : \ -t-Y
2.4.L.L General tl,,t:\-\-t-Y
Organizations share many characteristics with d. J&ll g.o g.a,3l. :\l u +'ll cl=1Li3 cr\-li^ll
humans as a living and learning social organism. Each
is adaptive and comprises interacting systems, e. O:Sllr , ir('i.r r ,6t, "i5 .,ts1 OitSlJ &rtt u.:.Jl
processes and activities. In order to adapt to their (-I+i ir_r .tijt| t+E ilc,lii. i-Iili, c.'l+J *y il"-il|
ing context, each needs the ability to change.
"Jt
-.-l ill
C eE=: ld. ,JSi U*fi^]| ;+Jl e , ;.,<'rll
Organizations often innovate to achieve 6l'u.--'l dsrS cj+l .l^ J$ tJ_t,t crt -LLJI .-\Hiill
breakthrough improvements. An organization's QMS
,-1al +:! & a-lLU;r-e,;.Jl 1l{ at},i e5_r, .qilll
model recognizes that not all systernt processes and
activities can be predetermined; therefore, it needs c,UL-lb CalJl et*J d'r...ll .rrr-ilf ,'tS-Jl L
to be flexible and adaptable within the complexities \l5r bJ. OJ,S.. Ol C 4+1.*f {}i CS; tiL.,iiY
of the organizational context. .i.-LLlt ii+ crl.l.-l JI! uf .j
.4.L.2 System
ellxll :Y-l-t-Y
Organizations seek to understand the internal and Al il#ll il, J ,r..J crl-l,i^ll
.1. i^-.:tJ!-r 4-rlihll
external context to identifo the needs and .iL-$ eli i,ie*ll *ibLltl drl'q:-U c'l+tji*l rr\ri
expectations of refevant interested parties. This
information is used in the development of the QMS Ju'i-ll ar:+Jl i;hl ./ fri3j crL3trJl ore
,tl,i _'rJtr-i
achieve organizational sustainability. The outputs OF Oi JS+ t 1t"' gn cl.rr Jl .i^Lltl Ll$-,Yl
one process can be the inputs into other 1S$ i L Or"Urrrr, .-eFl crl+Lc o! cr)Liull oe
processes and are interlinked into the overall
network. Although often appearing to be comprised iu6s larlS: J+Ii L l+Jlri crl^l,i^ll ,.j ,-r e'-.119 . *1lS
of similar processes, each organization and its QMS is ;r:+ll il-r! ,tt:3 Ali^ (-ts Oi Yl .iJt^. .:!L' ir.
unique. .OJr.J ItA la1,rtJl
2.4.L.3 Processes crl;J^'Jl :\"-'l-t-Y
The organization has processes that can be defined, k*Sr k+-rrr OS^* elLc ta;rl il3S1 e-}n.ll
measured and improved. These processes interact to
deliver results consistent with the organization's ,,jI| dE ll 6sir: r-l1i ,-* &til slll Jl orr .t{i*-ir
objectives and cross functional boundaries. Some drltln*ll U:oL+. + Jl t .r-l!, i-li.lf .-il-ui C. .rr!tr
processes can be critical while others are not. .OF ),i FVI r.b-Jl L+ irF i.L,S: ,JI r
Processes have interrelated activities with inputs to .J+l ,y cDL;,-r.ll g. il-.!i. {1"&l td dA c'!L,Jl
deliver outputs.
.oL._.6.J1Ltirl
2.4.L.4 Activity .Ll.iijl :f,-\-{-Y
People collaborate within a process to carry out their
daily activities. Some activities are prescribed and
e$tiri \in cJ+i 'tir.""
u i$' cFl.r ir.rLls+ "r!i)l
depend on an understanding of the objectives of the Fe &'iJ
"Jt ' ,',Si }i
tc4+.-- J3
+ iJ.,i$tl ,,:"".t .! rlll
organization, while others are not and react to ,*: 'rl\.tS 5Yl ,Jd'.+ll l^ir .i^!r.Jl LilJAi
ernal stimuli to determine their nature and .rs5 f$ a+-2LJl ,-'b"3 Il irLrS-Yl ,jr'iil .5
on. tAlir- J t+t +t
.

2.4.2 Development of a QMS ;.r_:+ll1lr! ,tl.j _'jJk :Y-{-Y

A QMS is a dynamic system that evolves over time cr ,-4-.lll
Jlc Jr"iJ CJ.Up eE ,n i.r.+ll il.:) p\li;
through periods of improvement. Every organization q;h! g.i:i t*S iJi. dS .iu".-il dr .ilt 1-$.:.
has quality management activities, whether they
.elf'r ai C JI 4;.^1J 6ur.al 1, LJL:': ei ri c,ils c!y. i rritl
have been formally planned or not.
s International Standard provides guidance on lil$ J"Sj ,ihLij jj il-Cl ti.-b.Jf oJA3
u;J.'.
how to develop a formal system to manage these
activities. lt is necessary to determine activities which
+rsi i=F.ro-'^:ll Us .i.L.-iill oia ''Jlr) (#J fUx
already exist in the organization and their suitability g^ k!fl- crr.l i-Li.Jl chit! -orF.dl il"iiltl
regarding the context of the organization. "f .I-ELII i-i-

or,'rtf isi.- ,COm ,erlll r.rJaicErlr rl'fr...o-Jtrl ;rl.rl ,-r-tr r.:L..o ,)

 (c,t-tt oy*l-3{Ftf a;bt pbr ) v. t*
latlg 1... jljldg.rfl a+s$Jlairbl,f
This International Standard, along with ISO 9004 and :lls 1..1 ,_,;gi g. i,rl_Jil il-Sll aj.-bJl orA
ISO 900L, can then be used to assist the organization .o.plJ
to develop a cohesive QMS. -'{r"i ,.Jt i-b.ll p,,4-olrlr...l OS"J 1 ..\
' ,s.3;r-nll ebJ ,lJi:
A formal QMS provides a framework for planning, 4$!"r \rt: L.,'l lrl LU) ;, s."^uJl ;.r Cl thJ ,lJii
executing, monitoring and improving the Y ;.rCl i2lr) ellai .;r:+ll ibJ al.;:i olri Or-"rir
performance of quality management activities. The
i-6rr u*s+ dri J ets: .t, i.i,- O.! Ci J eE-
QMS does not need to be complicated; rather it
needs to accurately reflect the needs of the (,'o.r:+ll ;-,r1.!
ruil -HF JJe .a-lil^Jl l3t+l$=l
organization. ln developing the QMS, the {-,^-!y''i'" * r1JH;ili;*
fundamental concepts and principles given in this
International Standard can provide valuable
guidance.
*. tHl
QMS planning is not a singular event, rather it is an Ja .! "yl Eo ,-eJ i.r+ll ilrl plJi: LIL:.';
;r=tr
ongoing process. Plans evolve as the organization Llrlli .-)i,*o iJ.c'
learns and circumstances change. A plan takes into -$'5J e,-LLll C'n t^ls JJ.tfr
account all quality activities of the organization and arr+ll eJ..lli g;^; -.1F )l ,,i liit eJ.lJb .,to.Gll
ensures that it covers all guidance of this ;J.-b^ll o,.u ef.rL,i;J e:++ .# 'rdi J..5, i
International Standard and requirements of ISO 900L. L!+ix e+ il"ilt . t . . I 59l ii.,-b.ll crL'Iti..,3 .l;Lrlt
T.lre plan is implemented upon approval.
.Url' iiilll sc
It is important for an organization to regularly ,jS eS, rra; f;- jSQ ert Oi t-b^ll C.ll *
monitor and evaluate both the implementation of
e plan and the performance of the QMS. Carefully i .ii. OL .ar3e,Jl 1l.rJ rtlii olrt iurtl +$x r
considered indicators facilitate these monitoring and e$tt, '. utl iL^bi .J#J *;!l ,'r!.bJl tu-b+ -,rF Yl
evafuation activiti es. .hll Jt*i^Jl
Auditing is a means of evaluating the effectiveness of 1-t;'i ..,. r-rJl i;1.{ .U; iJ- l.i e#il 1l+"r ra d$$Jl
6,

the QMS, in order to identify risks and to determine .c.l-,IE^ll, i'gb s5-uo ri''i-l JtlJl \r\ri
6,,rS
the fulfilment of requirements. In order for audits to
be effective, tangible and intangible evidence needs i-/" "Sl-,24.3 a."rrL ei g.;. ..,iJ ill*i 6$.lill crl;Lc
o be collected. Actions are taken for correction and irti:,-l iF.Jltr eF.-ttl sbb-Jl iLiil f-, .(i:*)
improvement based upon analysis of the evidence gfu i-';5.31 4!JF ll .lc-l ii i Cl eJ:ltl ,!lJ C
ered. The knowledge gained could lead to
innovation, taking QMS performance to higher levels. J! ;ry,$l izl{ ,t}; "t.r! ,lr"-rJb Jtsi'.Yl C .f.ly ol
. e.3LJ3.r^
,Jbl
2.4.3 QMS standards, other management systems i2h)l e^!,rL s-or-:+ll ilr) ,lJ.i drti.-!^ : t"-f -I
d excellence models
i+"ill erL"ir.sF!l
approaches to a QMS described in QMS .rli.-!r d le i. y i .t$l ;r_nil 1bj fuii cjr
standards developed by ISO/TC L76, in other d.ti.-!ru .|SO/TC176 le-*l o$l ;r_njl i.1hJ ,lJ.t
management system standards and in organizational
excellence models are based on common principles. r&i tt-+"+ q'.".,Jr"ll jl.oill eik: .gJiYl 9b)l aU
all enable an organization to identify risks and r;rsi U^ i.}.3^ll .t' 1 \t+ ..,-l .4SJi-X" iJJ[. .Jt
opportunities and contain guidance for improvement. .3bJl .d,J.".lX crlrtS_2| Ees *rylb Jtls.ll
In the current context, many issues such as 'l,
;.frJ!, clqqs!13 _.'lsl)l rF^ .+!rll ,y +r'll ,JlJl
innovation, ethics, trust and reputation could be
regarded as parameters within the QMS. Standards .i.::+Jl i;l.r! aUai ,F
_11st'.S 1.6ibb^ cS+ i-^..,11
related to quality management (e.g. ISO 9001), iL6;l
6Jt.y!, (t ' ' I r-!i cE^);rell ilrla crti^-leJl
environmental management {e.g. ISO 1,4001) and .(o... \rjii &)lltt"tt (\r..r;4i d^)4J3r+ll
-ul.!,
energy management (e.g. ISO 50001), as well as
other management standards and organizationaf ,#-,."3J1 j+oill €5f: ,-r$l ill)l *ti.-!e. ,-'tl''<J
excellence models, have addressed this. .dlll d$l-$
The QMS standards developed by ISO/TC 175 provide ;ri fsofrc n6 ki..l *":ll ;r_,,;,ll il{ e& _rsl--
a comprehensive set of requirements and guidelines .:l.rLi_;Yl 6l,ll.r Jf cJ- iLLi e.e'^+-
for a QMS. Ul.! flliil
.ir-nll

orr'rlti-i.- .m ,-9tlr! r#r 6.tr+ ttin..^ - ,Jtrl 6;l.l! .-'-$ r.:t-- ,J

 (cUlrntlg oy*l-erJFtf tJlrt Flil ) t. to- t* r ii.rf 'rttrtf +{!ffl f.A.€btf
ISO 9001 specifies requirements for a QMS. ISO 9004 1 . . f,;gi .;!+ll i;lrJ .lJ; r:lJt:^ .r.r-: 1 . . \ i+i
provides guidance on a wide range of objectives of a ;.r_nll -'.1lrJ .Ua: -il.ui d,' 61Hl i*,,b crlrtSgJ
QMS for sustainable success and improved . o l$ | dr*^..rir rr. .. \l l;:J l J*irj
performance. ,t C
Guidelines for components of a QMS include ISO \ . * \ J-!l Lli.iiS ;.r-:+Jl i-lllJ eUai .rUJs^ ,'rl.rl.i-,ll
a

1.0001, tso L0002, tso 10003, tso 10004, tso 10009, \...Adb \...tslls 1...r*b '|...y
ISO 100L2 and ISO L90L1.
.\1.1\_uL \..\tr-l+l
Guidelines for technicaf subjects in support of a QMS Jt",it ;:;+ll 11r! allei c-rl-.;ll crhl;;l
r.$ 4$Jl
include ISO 10005, ISO 10006, ISO 1@07, ISO L0014, r\..1f*-b \...V _UJl t...'lJ_!'!, \...orjJi
ISO 10015, ISO 10018 and ISO 10019.
.l . . tq*'b l. . \A*b I . . lo;;i
Technical reports in support of a QMS include lSOffR lSOffR J".l6 ;r:+ll i,1lr! rUii fJ i.iiill -.;rJlsJl
10013 and ISO/IR 1m17. Requirements for a QMS
,uii ,rlJln* + l-s . lsorrR 10017110013
-"_2t.:t
are also provided in sector-specific standards, such as
rso/Ts r.6949. rF^ crlclLat! e-L;' _j;gL- # L:''-l hJ€-; ,i;rr;Jl
.rsorrs 16949
various parts of an organization's management i-21:J ,Ui; dlr ,.,i L{ i-Ei^ll ilrj ef oli+i . :,h:. .
system, including its QMS, can be integrated as a .-ilu!l ..r-!e izl{ alJ;S (l1J.L5i) lci r iS+ i.r.+ll
single management system. The objectives, processes
and resources related to quality, growth, funding, er-,_ _ilb i-l;.ll Ut_rllr c-r$^J!,
,lr_rdlt, J-iIb a-r5eJ!
profitability, environment, occupational health and $rlFJb iFlb iillJb iri{+Jl L)-lb {*^-l!, 4!Jb
safety, energy, security and other aspects of the icli'S, 4Jt-i+ \31':.r..; ld$.: uS^J i ur t\ ,-r-.1-!l
organization can be more effectively and efficiently
6Jl.) | {^lni 6^ i.r:+ll 1bJ ,Ua: A..} + L.rre J,rSI
achieved and used when the QMS is integrated with
other management systems. - .5,,6!t
The organization can perform an integrated audit of t6; a;l-rll fl}'il &tsl^ Lr3lr: c!,-1 l+K r i-Li^Jl
its management system against the requirements of ^:;tL
1 . . \ g'1i LE^ c'o r$r.Jl iJ-JJl crl'i^-!r"ll ci-rlia,
multiple lnternational Standards, such as ISO 9m1,
ISO 14001, ISO/IEC 27001 and ISO 5m01. .o * . \*LTv. 1 lSo/lECl \ {. . \-r..,lir
.
NOTE the ISO handbook 'The integrated use of
fl}i *tJ &lcrJl al-rri-,)l'J-!j.:,13S i1.-)-
management system standards" can provide useful .-o',Ji el.ltfJ Jtl ul0s+ "6JlrYl
guidance.

or r"r to e=i^- hmh .@m ,-5llrl -grldr 6.lr+ 11,5.,.o - ,Jtrl 6;ll! ,-t-ol+ r.:l^^ ,.i
 (,:t-tt..ft9ul-lft-e{F f tJbtFli3) t.to- l*r oi.rf
rrltr{a!-kftf ei€b[f

3 Terms and definitions f

-iu-,rlr$!r crlLgJl
3.1Terms related to person or people u-[i.iYl ,i .yt! i$l*ll c.rli cr!\r'Jl : \-f
3.L.1 Top management [LJl '_;b)l :\-\-\"
person or group of people who directs and controls \ J''u 4r-s-.Ji+ At"A.rB.iYl g. i.c-9*;. ,i ,'-i;
an organization (3.2.L) at the highest level
&11 rrl.".ll i
(\-t-r)a.^411
Note 1 to entry: Top management has the power to ,F^rrJ -"Jill la;.l l+tJl 6Jlryl :i-tj'r^ll ,jle \ aJ"-).
delegate authority and provide resources within the .i-h^ll clilr r_J!,.JI _'-.9j: iJ.Lll
organization.
Note 2 to entry: lf the scope of the management -r) aJhyl eb 6U.i 6tS llJ :i:3.r^ll qrleYdlJ-
system (3.5.3) covers only part of an organization, \+tll q;b)l uls i-lLll 6 ej; J"ii ,ts- (r-o
then top management refers to those who direct and
control that part of the organization. cl" oj+ll ell"l A:t+:-.: rl3{+} gg$l -dlil3i C ,*t
.a-li]^ll
Note 3 to entry: This constitutes one of the common crlJt^- ll r-i dlll Js+ :4.t3.r.J1 (sbriliJ-
terms and core definitions for ISO management ''Jl.)l etJ^ crti.-!y' 4J..L!l 6Jt'ilb 4SJtLJl
system standards given in Annex SL of the r-r^lf -rrrj 6J r1. SL,iJ e ;.r-2$l J-!;!l
Gonsolidated ISO Supplement to the ISO/IEC
Directives, Part 1. .\ rj+lSO/lEC c,l.rL:e)
3.L.2 Quality management system consultant itrJ ,lJ; i.r.;Lii-,l :
;.r_nll \(-\-i
person who assists the organization (3.2.1) on quality euil ,iHiJ ,Jc ('l-Y-r)e-h.J1 5t.., g.:ll rJ6Jl
management system realization (3.4.3), giving advice -l)c' ,l- ll 3i ;-r;^ll ,.-rr* (r-f -r)areJl il{
or information (3.S.2)
.(\-^
Note 1 to entry: The quafity management system ;.r-rll ellii (j;l.il,"l :it3r^ll .,Je \ iJ.r)'.
;_11.!
consultant can also assist in realizing parts of a
quality management system (3.5.4). il.rJ alJii * oj*i JH\i-3 ,"/ r.t i .ji l;rj Ofu
.(t -o-r)ar:+ll
Note 2 to entry: ISO 1.0019:2005 provides guidance Y.ro :\..\1 ,.,l,Ji Js-f :i-i3.r,.ll .+ Y ilJ-
on how to distinguish a competent quality ;:lr! rtli qill *. .l ir+l jurdl 4+15 .l_n crlrtil!
management system consultant from one who is not
.,J^Fll -.1p u*{r 1Jo3Jl ar_:+il
competent.
[SOURCE: l5O 10019:2005, 3.2, modified] t .j.ti.Y-l .t..o :'l ..l l igi :-f .'-J[
3.1.3 Involvement l"-\-l ASJLilI :
taking part in an activity, event or situation , i4J o ,i c'.- ,i l.Ut or r; lii
3.L.4 Engagement J.lAjYl -ELrYl : t-\-l
lnvolvement (3.1.3) in, and contribution to, activities .J*i u il".tiltl o.l a-olJb (r- \ -r) esJLLll
to achieve shared objectives (3.7.1) asJF.i^Jl (l -v-r).-ilu!l ,jg-3

3. 1.5 Configuration authority O*rsll AJ"L : o-\-\"

Configuration control board +--:,Sill LJ.' ejrA
d isposition i ng a uthority rll l.tL
person or a group of
persons with assigned ' u'
aJaLJ i.J-g,.. e{JJ u-li.i!l U,. ecJ,.+- ,i
responsibility and authority to make decisions on the ",-i;
configuration (3. L0.6 ) (1-\ .-r)d,i1,sJl '''l'],F llaiy a--.-i^
Note 1 to entry: Relevant interested parties (3.2.3) (r-l-r;46".11 *iltll :i.i3.r."Jl ,+ t 4L)-
within and outside the organization (3.2.1) should be
Oi ,,,iJ k--.-,rlsl (l-Y-f)e-!iJl clil.r iL-Jl crll
represented on the configuration authority.
.+-:Sdl eLL ,ri .f"r
ISOU RCE : ISO 10007 :2OO3, 3.8, modified]
t,J-r,; cA-t" sY . . \" :'t . . . V :1;i :.,1r.- Jll

o r ,'r.o l1 i-i.- hmhussien@yahoo.com .rrl.l! rJ'3r6Jsr rl,fr*",o - dUrl 6,t1.:! ,-*"\+ l:L. ,.j
 (.rt-tt .-t19 o,-*l-Eogrfl tlfrt F$3 ) T. la- l* r Qhf
-
atJrrtla-i{bafi f.i€bl,l

3.1.6 dispute resolver tlr cJt": 1-l-Y

<Customer satisfaction> individual person assigned by (v-tl-f)ri-s 4+'J r+ g$l Uilf <')-'Jl l;t
a DRP-provider (3.2.71to assist the parties in resolving .(1-1-r)t$l A qFE.i5,.t!t ;:clJ olc,$ll j-
a dispute (3.9.6)
EXAMPLE Staff, volunteer, contra ct (3.4.7) personnel. -f).rjir; iuilaJ,"J uss,:Li^s iuihj" dl5'o
.(V- t
[SOURCE: ISO 10003:2OO7, 3.7, modified] l,J.;.,V-\" cl ..V :\...1 -r-!J:-l'. J[
3.2 Terms related to organization ;Luru /i-tt^ll+ iCl,lf crli irll+Jl :Y-l
3.2.I Organization i-h^ll : t -Y-\"
Person or group of people that has its own functions dilJorl e-i.l u-1i,3)l U. ic3.+- Ji L,-ai.i
with responsibilities, authorities and relationships to crlC$,'J!, c.r!$--l!5 crt+UJl i-li^L A.^-lAll
C^
achieve its objectives (3.7.1)
(\ -v-r)krrul .if.:t
Note L to entry: The concept of organization Y3 i.Jon"Jl eJ+i" cJ^{ :t3o.Jl ,rb \ iJo-)-
includes, but is not limited to, sofe-trader, company, i*jJ!, iJ.l.Ub isl! €rJ.Jl J+lll ."Je J^-iiJ
corporation, firm, enterprise, authority, partnership,
association (3.2.8li, charity or institution, or part or 4irclb (A-.l-r)4r'-si!r isbilb ,J.LJ! lkil6
c,ombination thereof, whether incorporated or not, 1l+-'" cr:lS r! l.ci^ eeJr"+- J.ob.J{#l!, '',*Jl
pUplic or private. .4..-ti ,i Ut.o .,Y 3i
Note 2 to entry: This constitutes one of the common crlJt -.Jl .r-i dl$ (.[s4 :fu3-r^!l p Y iliJl-
terms and core definitions for ISO management
system standards given in Annex SL of the ib)l eUit c'ti^-!r.l !..L!l .4utiJb €F^i.ll
Consolidated ISO Supplement to the ISO/IEC '-lJl ,.lai .t-t dr^ SL drLll .d ;ulrll r-!il
Directives, Part 1. The original definition has been +!-r; f .rL-!l , i*r-'rlf. \ ej+ ISO llEC crl.rLieY
modified by modifying Note 1to entry. .Ajrr^Il ,Jct i}-)^ll ,!rl (.Di O.
3.2.2 context of the organization e-l.i^ll 14 | ,9!." :Y-Y-f
combination of internal and external issues that can drs.or
v-(!lr-.J ,.rJl 4+ttJ! 4+tihlt crr- q6j^ll g'. i^e_9.-.
have an effect on an organization's (3.2.L) approach
to developing and achieving its objectives (3.7.L|
qf (l-l-r)i-ln ll g.p" ,+ JJ:L kl diA ,ri
1l -v-r)ksl.ui oli*:, C-:
Note 1 to entry: The organization's objectives can be L:.; 61i C,S-- e-h.Jl -ilui : \ ijrr.ll .,Je iJa>-
related to its products (3.7.6) and services (3.7.7), tdf' t."b (v-v-r)l.6JL.i-r (1-v-r)16J1+4
investments and behavior towards its interested
parties (3.2.3). . (Y-Y -r)a"r+.ll -i5r!t,bs l+srL_r

Note 2 to entry: The concept of context of the ,j+t+ i*l'l.ll 6lJ1." U+L :i:3.uJl ,'Jc t iJ.J-
organization is equafly applicable to not-for-profit or
public service organizations as it is to those seeking ,i e.rl! 4irlxJl J.b crl.Ji.Jl "& rlll s ,rJc,
profits. Cf ,r,J ,Jl olbl 4+"il1+ cjlJl -9o lJ Lul 4J^-ri'Jl
|
cLJ!
Note 3 to entry: In English, this concept is often C j4 L tJli. .iiil#yb :i;3.ull q,b r iJlJ-
referred to by other terms such as "business
environmenf', "organizational environment'' or
ii,,,-.' ,J- 6lri c.LIt -. dlr (J"" f,J*i^Jl llA
"ecosystem of an organization". J-l,S*ll rlliif jI "id^lLrll 4rjtlf ,"clL'!l
.'e-l'j.oll
Note 4 to entry: Understanding the infrastructure (t-o-r)1511 iill r-t :tu5o^ll ;et aJ;J-
(3.5.2) can help to define the context of the ++
organization.
.4.!n^Jl +-, ut' rol-9 i1i dJfu

or ,',.o tV i-ri..a .@m re rbl rr Jd. 6.1.r rLl[....o - JUtl a rl.tl , -r.oLr rglai , J
 (cltrtt ,atgu"-trf -b+tf rJf{Flir) t.t* 1...31-ll{tl*tf t{l4eilrilabff
3.2.3lnterested party f:{^ll ' ULlf :t-Y-\"
Stakeholder i-L-^ll qrl-' I
Person or organization (3.2.1) that can affect, be
affected by, or perceive itself to be affected by a -ih ,i -frp ,Jl os"r,Jt (\-y-r)iJi. ,i ,,-i;
decision or activity ,l _,,14 -ils t;ii Ulr s+ _r.r ,l
-tLrn

EXAMPLE Customers (3.2.41, owners, people in an
organization, providers (3.2.5), bankers, regulators,
unions, partners or society that can include
competitors or opposing pressure groups.
Note t to entry: This constitutes one of the common
terms and core definitions for ISO management
system standards given in Annex SL of the
Consolidated ISO Supplement to the ISO/IEC
Directives, Part 1. The original definition has been
modified by adding the Example.
,i-.Li.ll sp rylt .cD-oll ,(f,-l-f) e)--ll JIL
eclLrl.iill cu+!i^ll , O!i-J"-.ll 6(o-Y-f ) U*rarll
,i a*;tutl dl^.iJ 6i ,js^,- fJl ej+-Jl -ei "t(r'rt1
.Lirt- L:t'' 6ra e^i r
sllL.-Jl sl dlli {-F4 :fujo^ll (5lela.L.J-
1b)l ruai c'ti.-!r.t +,l...!l *iut;Jb €F^i.ll
',-rJl ,--i .t t ir SL d,-Lll ,.J -.rJbll J-!jl
4!'r"J i oJ..!l .-iu*iJl.toj+ tSO/lEC crl.rl.ilY
..j13^ll iiL-bl clL:. .-1.

3.2.4 Customer Jg.o'Jl :f,-Y-\"

Rerson or organization (3.2.1) that could or does
reeeive a product (3.7.6) or a service (3.7.71 that is
intended for or required by this person or
organization
EXAMPLE Consumer, client, end-user, retailer,
receiver of product or service from an internal
d^-.J ,i t*S* o:tt (1-V-f1: t'r tt ,i ,,-Slt
b,,. ir dlf (v-v-r)Lrijt ,i 1r-v-r)#l ,Jlg
IJLJI ,i ,'-r.lt1 1- t,,lt.l 3l
"ta*tl e,1+
.,*fttill dJ..Jl .O:r-,rll ,,sll,i.'.Jl gll3.
. 4J:,1.r (\-t-r)4rl"e g.. Lsll ,l U:Ut +'" 6

process (3.4.1), beneficiary and purchaser.

.rfr:.X"JIJ 6 \J;1''Jl

Note L to entry: A customer can be internal or ,,J-1. a:Sl ui Ofu LI1. JI :i.i3.r"Il oJc. I {Jo-)-
external to the organization. .I-LL!J 4+*tlt{ cr+Jli -rl
3.2.5 Provider .r-r.ll : o-Y-Y
Supplier :r-dl
Organization (3.2.L) that provides a product (3.7.6) or
a service (3.7.71
11 (l-v-r)er" J-f cr (t-r-r)i-x.lt
(v-v-r)Ls
EXAMPLE Producer, distributor, retailer or vendor of a .Lri ,i el* it+ Jf "tr.tl i! ,fjr^Jl reir^Jl c1li.
product or a service.
Note 1 to entry: A provider can be internal or external ,1 ostr ,-r:'sl r.1i usa rj; ll :fu3r^ll q'le \ alJ-
to the organization. .i-li^ll 4+."t11.t c,;_lli
Note 2 to entry: ln a contractual situation, a provider rryjl ir.it rll iJl.Jl i .rb Y ilaJ-
:4:3.r..11
is sometimes called "contractof . .'Jc-i^tl - .lrUf l.itFl ql' .tlh
3.2.6 Externa I provider .,fJLi' :g' :1-Y-l
External supplier O+Jl- 'U o'o

Provider (3.2.5) that is not part of the organization (t-t-r)a-gill ,: 7t uJ r;.rll (o-Y-r)rrll
(3.2.1)
EXAMPLE Producer, distributor, retailer or vendor of a (l-v-r)Air" il+ ri 4rylt it+ .ej:"Jl .eii^Jl JE
product (3.7.6) or a service (3.7.71

3.2.7 DRP-provider
Dispute resol ution process provider
rbilff]'::J
j- qtc
t$ll 5,.
person or organization (3.2.1-) that supplies and
operates an external dispute (3.9.6) resolution
i--lL.-l Ir-4 fr6Cl (\-'(-Y)i' ur. ,i ,,-i..1
\*-._rti (1-1-r)e$ LJ* ( \ - f -r)iJ.e
ocess 8.4.L
or ,'ra tA i,=i.- hmhussi .Gom ,crlll uJd.6.t.r rlJi..r. - Jtti -orlll ,-..L- *L* ,.il
 ( cUtt--t13 ,.-ltt - rrgpfl tJlrt FE ) I .I o- I * r 1i.rf tlJ-
rtf f*{Lre$ aisblt
Note 1 to entry: Generally, a DRP-provider is a legal
entity, separate from the organization or person as an
-lAt]ll d- l-rv ele dls& : i-ij'r^ll +'t e-hJ'
di.-r Ll-:..ill ,i a.-U:.ll 6 il^-ii^ ir.r.yl! ilt
individual and the complainant. In this wov, the
attributes of independence and fairness are JHii-,Yl crL-, 4{All oisr-r .dJS^ill ,.,-1. u l1rs

emphasized. .1.e1, +Sijlt -i altulle

In some situations, a separate unit is established (-I.lr alfi-,. 6J5'l el.tl CJ crYlJl r-at .f!J
within the organization to handle unresolved
complaints (3.9.3).
.kJ= + C #l (t-t-r)o3lsill iJl'-l i-Jli^ll
Note 2 to entry: The DRP-provider contracts (3.4.7) J- JrJ," (v- t-f )r_eie :tu3.ull oJc Y iJ;.J-
with the parties to provide dispute resolution, and is cJ- rJ+l ir ,-u63 -iltYl y.tbJl
accountable for performance (3.7.8). The DRP-
OF.-r erl! dri:
provider supplies dispute resolvers (3.1.6). The DRP-
c!.- .1s:* glll cJ- .r_u^ .(A-V-f)pl.:Yl up Y:r".-
provider also utilizes support, executive and other +r- pcJ rrt- l.'ll e$ll ,J- rr;r .(l-\-f)aF
managerial staff to supply financiaf resources, clericaf perll .r;llJl r-;!e^ll y- y e f.rr: O#+islf oL,-I
support, scheduling assistance, training, meeting crlel$ .ilAJl .J ;.rclJl . orESJl
.,-rr.*,p5ll
rooms, supervision and similar functions. .illblb .ui!.i,) I crl.elx;Y
.LBlJl e I

Note 3 to entry: DRP-providers can take many forms ul ,,s* t!!l J= *r. :i-i-e,ull o.Ie r ilJ-
including not-for-profit, for-profit and public entities. airUb LlJl cri^li.lt d,j,..:x 6+.rr ,Jls.il d blA
An association (3.2.8) can also be a DRP-provider.
gl L:,J d,S.r (A-Y-f)1J"4rll .e{ril iS.rlall F- s
'fl, J'ry'" 5S:
Note 4 to entry: In l5O 10003:2ffi7 instead of the Y+ Y..V :\ ...f ilJi d ri-r:r"!l €ic { iJiJ-
term DRP-provider, the term "provider" is used. .ntai.o* ell.-" d*r."J elt d- la.,;r Clt .a" 0^
[SOURCE: l5O 10003:2AA7, 3.9, modified]
t,!'f ,t-i tY. .V :! . . .f :.1;l :-f '' J[
3.2.8 Association lttr-+ :V-Y-i
<Customer satisfaction> organization (3.2.t1 gr el.:ei g,.o u:Sg (t-f -f;a-u,. <")--Jl bt
consisting of member organizations or persons
ISOURCE: ISO 100O3:2m7, 3.1J
[\-rcY..v:r.r.tTilffi
3.2.9 Metrologica I fu nction ljl,lUi.Jl :1-Y-i- ,_rSll ii'L- J
Functional unit with administrative and technical !rf: \rr-il lgij L";l.r! {J_9,,." crll 1grt, ;.r-3
responsibility for defining and implementing the o- r)rrlill'el{,Ui:
measurement management system (3.5.7) 1v-
[,J* Y..f :\ . . tt ;11 :-;.L-.!l]
s1-t" e
[SOURCE: ISO LOOL2:2003, 3.6, modified]
3.3 Terms related to activity .tHlJt ecLjl crli crlJL- ll : f-l
3.3.1 improvement drJ,,Jl : 'l-f-f
activity to enhance performance (3.7.8) (A- v- f ), l.r! I j,,j,,:l -tl,ii
Note L to entry: The activity can be recurring or ,i -t=,S. -tl-iill *-ri,Sl 6i dF+ :fu3".J1 ,Jt
singular. *
3.3.2 continua I i m provement Jr.'L"^lt O*,.o-ill : Y-l-F
recurring activity to enhance performance (3.7.8) (A-V-f)"|$l ''ii.lj JJSI. -tl-l'i
Note 1 to entry: The process (3.4.1) of establishing +.rs3 (\-t-f)4:i1"e :i:3.r^Jl ,Je\ :iL=)."
objectives (3.7.1) and finding opportunities for ,r' (\-r-r)di*,J!cnt .l+lJr (\-v-r).-ilu!l
improvement (3.3.1) is a continual process through
the use of audit findings (3.1-3.9) and audit -\f-f)dJeJ:ll Ailll ,lrlr.-l dlr g* i;..'.. iJ.e
conclusions (3.L3.10), analysis of data (3.8.1), -f)eB$l cIJ-i_ r ,(\ .-\f-f).3Jssll et-)5 (t
management (3.3.3) reviews (3.tL.21 or other means .jLJl rra bHi ,i 1r-r-r)-)lr)l et-.l,pj .(\-A
and generally leads to corrective action (3.L2.21 or -lt-r)1p;..; crlol.p.! C eb cJs.ei gr} ,Jl
preventive action (3. 12. 1). .(Y-t Y-f)+$lJ: crlcLp,! ,i (t
or ,'s ll tri.- hmhussi ,@m .stld rJdr 6Jr> tLfi.r.o - .Jtri 6;l.rl ...r-ol-9, r.-aLr.o ..itJ ;L
 (,rt-tt .rtl9 olrrlbl-eg.tf 5Jt{ Fhl ) t. t* 1r * 1j-rl
alfrda{:.rlrftiai-t l,f

Note 2: This constitutes one of the common terms .:l-lt-^Jl .r-i dlb ,JS4 :i-ieull .,le\elJ-
and core definitions for ISO management system 1b)l rllaj crti.-!l iJ-,L\Jl 6JL5Jb €F-i.ll
standards given in Annex SL of the Consolidated ISO
Supplement to the ISO/IEC Directives, Part 1. The '-_l Jl ,-,;ai 6J # SL dFJ.ll os ;r;!eJl _u"'!l
+t"u: i ,+!l , iU-'rll. \
original definition has been modified by adding 'j+ ISO/IEC ,rl.rl.i-.,)
NoteL .'tiJoJ- .!.'ill+
"Jt
3.3.3 management 'Ul.)l : f-f-f
coordinated activities to direct and controf an (t-t-f)a-gLJl ./ pSJb o--..9J ii..i. aJ-ili
organization (3.2.1)
Note L to entry: Management can include C+r 6Jl.)l cJ"ir ,Ji Os-- :\uJl ,Je\ {JiJ-
estabfishing policies (3.5.8) and objectives (3.7.L\, - r) o!!"r t!, ( \ -v-r)-itu! !e (A- o-r)djLtr..'ll
3

and processes (3.4.1)to achieve these objectives.

..il.rall o.re rliri .J*i ,r. (\-t
Note 2 to entry: The word "management" sometimes J bU-i '-ulrl' i*K -'Jijt : i:j'r^tl ,JsY 1!J-
refersto people, i.e. a person or group of people al^l-Jl r-J.l {rii e.e3,.- tl .i ql 6 u,-li-i,Yl
with
authority and responsibility for the conduct and ,.l.i; L''-r .iJi^ll Lr 'y d*.bl al- jjJb
control of an organization. When "management" is l+t*l 6Jl+ ii.- iibl .:,iJ 3.rjr-olf l.+i "6_,111)1"
Uqgd in this sense, it should always be used with lldi\J I U isJ,.+^S --9h) f f3d" q. u"lrlli I
soine form of qualifier to avoid confusion with the
'... rJ[ ,,,rJ;1ll)l- .c[i.]l ,o)-i 6t.r--.Jl
concept of "management'' as a set of activities "lJ+,- "Jr
defined above. For example, "management shall..." is (\-\-r)Uul iblf .rl uur,J L:jUn J+lrl
deprecated whereas "top management (3.1.1) ll*ic,l ,.,;,r (ljii i*-tt d," .eJ3+i" ,,6'3'... Oi ,,ril
shall..." is acceptable. Otherwise different words 1.Jt:. .rF!! Lti.|i L.ric r3,6i.ll ,Jt-# iihi- crt^lS
should be adopted to convey the concept when
related to people, e.g. managerial or managers. .efA.Jl ,i gt.yt
3.3.4 qua lity ma nagement ;.t_rll i-)l.rl : t-r-r
management (3.3.3) with regard to quality (3.6.2) (Y-1-r)6rFla.tt+ t + (r-r-r)-uhY|
Note L to entry: Quality management can include OFa.-b:l 61i OS+ il{ : ij,r"Jl ,Je'l iliJ-
;.r:+ll
establishing quality policies (3.5.9) and quality
-V-f)ir3,;,Jl,-iha'b ( 1-o-f)4._:*:t drL!-, *s
objectives (3.7.2), and processes (3.4.1) to achieve
these quality objectives through quality planning dx;. 6p ;r_njl .-ilrei dgi.i (\-{-r)crtlt;5 11
(3.3.5), quality assurance (3.3.6), quality control (1-f-f)6.r3;Jl r,'(_i: (o-f-f);.r_e;.ll LtL*
L*.' u
(3.3.7l1, and quality improvement (3.3.S). . (A-f- f
)er:+ll dr#rrir (V-f -f )4r3,;ll
3.3.5 quality planning ;.1_:+ll I .l .:"1 : o-l-l
part of quality management (3.3.4) focused on -il.rei es: .,.l,e -F-l (t-r-r)6rsJl "el{ t} u+
setting quality objectives (3.7.21 and specifying iiliu.si,ll (\ - t-f )crl$*ll r.-'-i_r (Y-V-f )-or:#l
necessary operational processes (3.4.L), and related
resources to achieve the quality objectives ;.r:+ll .il.ral d+i-lj itgll r-.1!l!-r i,,L,;ll
Note 1to entry: Establishing quality plans (3.8.9) can (l-A-f) arU+Jl I l^r eL3,il : furr^Il ,Jcl {-EJ-
be part of quality planning. ;.:_nll Lil .. cryj+ ,-lj$ dri dF+
3.3.6 quality assurance / j : 1-r-r
a.r_njl +Stl .16-

part o-f quality management (3.3.4) focused on ir i^&ll d.ii ,rl' _f_l (f-f-f);r:+ll 1l-r! ir. 'j+
providing confidence that quality requirements
(3.6.s) will be fulfilled
. 1{+h
ii-, (o-1-f[rj,;Jl 6l JLr . 6ri
3.3.7 quality control a.l*+ll Ll.' : V-Y-l
part of quality management (3.3.4) focused on c.LJLi. 1#l: ,,.Ic _F_,,1 (f -f-f[r:+ll -elr) ir oj+
fulfi lling quality requirements (3. 6.5 ) . (o-t - r[.r:+ll

o r ;ro Y. is,i.... hmhussien@yahoo.@m golj xrLil6Jr+ ;L&,...o - ,Jtrl 6-rl.r! ..r.ol+ >:l-. ..iL!
"St-
 (ot-tt .-tlgs,s*l-3s16lll1frtplil) t.l* 1r..gtll2tlJ.rf lgrt+Atla.i{.btf
3.3.8 quality improvement al:#l O+,.'sl : A-l-l
part of quality management (3.3.4) focused on irill ;r1-,-.1 .=Jc. _F; (t-f-r);r_nll izl{ ir ej+
increasing the ability to fulfil quality requirements .(o-f -f);.r:+ll 9.11,'ll 'r o
(3.6.s)
4#I .'lo
Note L to entry: The quality requirements can be -t-4.; 61i ,:s+ er_:+Jl crlJt:^ :i:3r^!l ,Je\4J.3J
refated to any aspect such as effectiveness (3.7.L1,1, 4+lLiill - aoliS!!, (\ \-V-r)t&titt .p^ -,,"* gi.l
efficiency 8.7.10) or traceability (3.6.13).
.(\r-1-r)esjq\.-v-r)
3.3.9 configuration management -elrl : 1-f-f
+;S1l
coordinated activities to direct and control (1-l .-f)epJ'SiJf I I 'y 4J-.d ii."i^ iL..lri
configuration (3. L0.6)
Note L to entry: Configuration management generally e.U;!t,,l' rb q3r O*-,Srll 'ehj 5y : \ iJ.J[-ll
concentrates on technical and organizational activities Ll.' .-Jr .Eilil 3fi s:ll 4++$!llJ {jli:Jl
that establish and maintain controf of a product
(3.7.61or service (3.7.7l,and its product configuration ..rLjL-3 (v-v-r)LJill r1 (l-v-r)e$Jl
information (3.6.8) throughout the life cycle of the .eiiJl -"t1> ""Jrr
cDj,(A-1-f)Ati^il crl"rbcl
product. cjJri t1-\- ,Y..t :\...V ,-,;gi :-;r.-.Jll
ISOURCE: ISO 10007:2003, 3.6, modified - Note 1 to
entry has been modifiedl [k!.rt] ,: i-irr.ll ,Jc \ ila-)-
3.3.10 change control _**lt {tEJ- LJ.' : \.-f-l
<configuration management> activities for control of (o-v-r)c,r''rr ll i FJl il.;ri <+-:S:lt Ul.J>
the output (3.7.5) after formal approval of its product
configuration information (3.6.8 )
-l-f)A!^ll +-:S: crlrJ'- ,+ {J"-.'jl ;.iipl ur
\++ a.-lJl (A
ISOURCE: ISO 10007:2003, 3.1, modifiedJ
[iJd r\-\'sY..t" :t...V *i :-;.r.- Jl]

3.3.1.1 activity
<project management> smallest identified object of
work in a project (3.4.2)
i &Jl O,. rrs-. C1S/O'$ rt.,'.:, T;];;:
(t- t-r)tr.r*lt
ISOU RCE: ISO 10006:20O3, 3. 1, modifiedl
te$rri 'l-Y .Y..t :\...1 ,>j:-;r.^-^ll]
e

3.3.L2 project ma nagement gi-F^Il ilr!: \ Y-f-f

planning, organizing, monitoring (3.11.3), controlling e -"Jfilb q+EJ_, (f-\ \-t") r. ,u e+xr I :l +i
and reporting of all aspects of a project (3.4.21, and
the motivation of all those involved in it to achieve
g1.+ -ur-5_l .(Y-{-f )ZlJ.i^ll tJb+ 1r.+
the project objectives .t-u,L"lt -il.rei dHi-ll +'i Jll^ll
OrS.

ISOURCE: ISO 10005:2003, 3.61 [1-f sY..l :\...1 :]i :_,rt. J[

3.3.13 configuration object ocrslll ,.rlsr \r-r-r
object (3.6.1) within a configuration (3.10.6) that i+Lr .+ (1-\.-r)g,;Sll Cr.-a (\-l-r)CK
satisfies an end-use function
[SOURCE: ISO 10007:2003, 3.5, modified]
ikiJl rhii-')l
lilr'l co-\" cY. .\" :\ . . .V :]i :-.;r.-^Jl]
3.4 Terms related to process lil^,lt AOIJI crlr crll'Jl : t-f
3.4.L Process aJ^'Jl :'t- t-f
Set of interrelated or interacting activities that use ,ri.-,..i qrill 4lcli:.ll Ji iL.!F.ll ltijYl g,^ i.ca,^--
inputs to deliver an intended result ;r_r-iJl i++itll JiJi:J (-I'}l .-* $[ir.Jl
Note 1 to entry: Whether the "intended result" of a "6r: ;Jl 4+JiJl' ctils r!9-, :i-iyr,.ll ,rJc. \ 4lJ-
process is called output (3.7.5), product (3.7.6) or
service (3.7.71 depends on the context of the ri (l-V-r)arJl .(o-v-r)aJA.ll ,r.^r 4J^,x
reference .e=.!l ,-3!*..'J' dJi 'd'r (v-v-r) Lrill

or ,'r Yt esi.^- hmhussien@Vah@.@m re rlJl r.rJairErqs rl.ii..-- Jtri Srhl ,-'-oLr !.:l-s-o ,-iu;
 (er tu. tlgu,..rlt-arg;$31frf FIlt) y.tL 1*r qiflqt $ll+-t$ ,a.i..lrlf
Note 2 to entry: Inputs to a process are generally the
outputs of other processes and outputs or a process Cl-c ,JS.!!L,J e)Lir^ll :i,i3.r^Jl \ i.-h-).
are generally the inputs to other processes. {J^'ll g," crl+uiJ!, .gFi c.,ltl,J "J.grlir,i,.
.ja
.,s_at crlltrJ cDl-rl^
Note 3 to entry: Two or more d eb ,JS..3,;
interrelated and srtJLJl LF Jisl ri o;\$l :i-i3.ull r ]Jo-).
interacting processes in series can also be referred to
t-a,-i drs^," r. dlft
"J,
as a process. tl"a- ..,,i i T*t ,[
i-:.,,.5Ut
.!1"c, lCi ,& q_4
Note 4 to entry: processes in an organization (
are generally planned and carried out ) -l-f) ;Ji.ll ,r! crr*[ -rl :i.i3uJl ,rJc, f a!r].
r , ,u$ d.E
controlled conditions to add value. i lai,i...ij l+t-,,L:..r fr Cb (.JSjq (\
.i-il ' o L36 duirJ .J+l .r 4+lrJlJ Ar.-bli
(\ \-1-f).t!1Ji^ oill ilL,Jl :i:3r.Il ,rJe o iJ.-)-
-,lrt$'Y ,i aJr**. r+ Oi Os+ y t€.i^ dF-t^ll AjUl
"a.oli i.rLe"lJ la-.rJ) 1- UL; d.jl, ril
-lUa
61-lL. ^U .r*i dlb ds.i{ :fu_e.r.Jl ,rJc I iJ.J-
EJl.y I
fUii crti.-!r^J -n,."L! I 6Jl*jlb iSJi"i.Jl
'.'_rlf ,.,;si 6=L rJ" SL drl^Jl os ar_;$l ,.1l,,1l
+!u: i , ;r-itl . r e;* ISO/IEC ,il.r1,5-,y
olla=),^Jf"J.-!l
ijL.J i: g:llb 4J.,Jl ;* Lrr ll
ai^!
.{jrr.l} oJ I Cr
3.4.2 Project "!
Unique process (3.4.L), consisting of a set of tlJ.i^ll :Y-t-\"
4-t.-li!l g," ic.3,"s- ir. i,JSx 6.rl;s (t-f-f)1;te
coordinated and controrted activitiel with start and
dates, undertaken la+ilJ * ,rk!!r o{ U 4lolr.-b"J!: ai-ur
e.-,r!r
conforming to spe 'o.r.rs-o (t-f -f)otr\t :o ,j;ll+ (\-V-f),_i.ra
ng the constraints of
ci:!.il
r-,;lrlb iils{b ddJt .rS d!.
Note 1 to entry: An individual project can form part of .,.i 1."+
a farger Rloject structure and generalfy has a defined tJS+ 6i ,:s+ .rrJrJl er^i^ll :+:3,r.Jf ,Je l A!Jl,^
start and finish date. g";15 +J "-l L ;rle, ._.r$i gj$" rJsp iJ. ;-,1,;
-"ldib'.Jl+
Note 2 to entry: In some projects the obiectives and
.it.n!t CiJl I lf u6+ ,*s :i-:3.ull ,+ I {}-)-
-f)6,{l (t-\ .-f)udt -ir .r<_5;.r-: + Jl+^llr
rib 6^ ltiu.rs p+N 3i (v-v-r)Lri.lt ,i 1r-v
.t-u*^ll &
Note 3 to entry: The output (3. ) of a project can be
one or several units of product service. uS+ tr'"tlJl (o-V-f)ef :&3ull ,Je f AA*)-
.L.ri ,i glr g* crl.sj;.ro ,i .-!-, .l_4 Oi
Note 4 to entry: The project,s organization (
normally temporary and establishld for the
) is ;rr- s1_2.xJ', r -:ffi';:l ;ffi
of the project.
Note 5 to entry: The complexity of the interactions
me
f
a.mong project activities is not necessarify related to iJ# cr).c.liill +rr-l 4+;.: :i.i3.uJl o iJ.J_
the project size. .tr.r^ll r+s+ .-rr_*lU JoIj y"J, g*pLJt iJ.*t;i
ISOURCE: ISO 10006:2003, 3.5, modified - Notes 1 to cjul ro-f .Y . . t" ; J . . .'l 321 :_,rr^ J[
3 have been modifiedl
tkliJ-ljrC\6c,lL)-ll
 (ot-tlrtgu'.-!t-rtJF f fbtptil) t.te 1r.r jj+f e*#ilff..l{itf ?.ilabl,l

3.4.3 Quality management system realization i.r:+ll a_21{ ptJi: d$=3 -\i
: l"-f
Process (3.4.L) of establishing, documenting, J!*i."tr fu'*. u !iii- r .!.r3-
j_l
'tiiJ (\-l-f)iJ^c
implementing, maintaining and continually improving (f -o-r)lr3;Jl i;hJ ,lJ;: O+"-:
a quality management system (3.5.a)
[SOURCE: ISO 10019:2005, 3.L, modified - Notes have
LIJ'-: ei,'l rlf.ro :1..\1 ,:j:-,rt.^J[
been deletedl tlai.- p crllJ-Jl
3.4.4 Competence acquisition 6etiSll +L,iSl :f -t-\"
Process (3.4.L) of attaining competence (3.10.4) (t- \ . -t")aebSJl {Je drF--ll (\ - t-r)LLr
[SOURCE: ISO 10018:2OLz, 3.2, modified] t,J.; r,Y-\" e\. \t :\.. \A 1;i :-;.r.-^ll]
3.4.5 Procedure e lpYl : o- f -t
Specified way to carry out an activity or a process (l-t-r)iJ^e ,i lUt \Jii'rl 6.l.l.- 4i{Jt
(3.4.1)
Note 1 to entry: Procedures can be documented or efiJ,. OF Oi dJS^J drlelFJl :i:3uJl ,Je \ ilJ-
not. .Lfr1.^ ,r,. tl
3.4.6 Outsource (verb) (.J'i) 4,*il1r jl...^r ljt'5*)l :1-1-l
Nlake an arrangement where an external organization tr^ c| \S4 (t-t-f)i-gi. eS u#j
io-._,,ti
(3.2.L) performs part of an organization's function or i-h.JL i.-ls i.i*Lr rl (\-f*r)i.J"c
process (3.4.1)
Note L to entry: An external organization is outside 6-lL ,'u6i ir-JlJl i-J.:^ll :i:juJl ,rJc, \ ili=).o
the scope of the management system (3.5.3), 4i$r Oi .r. .._!t .,te e(r-o-r)1b)l etlil 6tlj
although the outsourced function or process is within
the scope. .,jtl'lll J^'a grr L-.-,,Ii ;.rler ai\':-,Yl iJL. JI
Note 2 to entry: This constitutes one of the common g1l-l!.^- Jl sl dlli ,JS4 :i-t3.ull ,JeYal.J-
terms and core definitions for ISO management -Ul.yl
system standards given in Annex SL of the fLLn c:ti.-!l 4J."L!l ei,;l-jJ!, isJi.,.i.ll
Consolidated ISO Supplement to the ISO/IEC '-:Jl ,.;Ji .i.t LF SL dFLll os ;5!eJl r-!jl
Directives, Part 1. .t ISO/IEC crlrL!)
"j+
3.4.7 Contract ''iJl : V-t-f
Binding agreement ert 0litt
3.4.8 Design and development
'rJnl! #4.-3ll :A- f,-f
Set of processes (3.4.1) that transform requirements
(3.6.4) for an object (3.6.1) into more detailed
,Jrrs,+t ": #l (t-t-f)o$"'Jl U i&.r,"+-
requirements for that object
_$i .:$tu J! (\-l-r)u ,ils (r-1-r)eLIL:^
ClSll l+i )+.-E
Note 1 to entry: The requirements forming input to cDli.r.o ds.fr ,fl elJls.ll :fu3.r..I| ,jlc \ lJiJ-
design and development are often the result of ,.lS^u 'o''rll i+$ U-S L 1+11',1 -u/'[lb
research and can be expressed in a broader, more S".-:l]
grl,.ll.rJl
q1" il.-l- JEi, g-:i f:xr+ kje J*Fnll
general sense than the requirements forming the
output (3.7.5) of design and development. The . '#EIIr d.^-il 1o-V-f)e:! ds.:t #l
requirements are generally defined in terms of -f).;x.5l--iJl elt- { ,Ud eb 1JS& clllls^il
characteristics (3.L0.1). In a project (3.4.21 there can clEA aA ,ri ofu (Y-t-rp;l^lt a .(1-\ .
be several design and development stages.
.6qJt '#J.iJ frF.,:, ,J-!^
Note 2 to entry: In English the words "design" and J"pfr-ciJl" c,t-lS 64ijC+i)L :fu_9.ull ,Jc '( iJoJ-
"development" and the term "design and ,4-.lii-,1 + 'JJnlb il^^if elt*, '/./'ill"
development" are sometimes used synonymously and
sometimes used to define different stages of the d-!^ll )rr-il p4alrlr..,l pi l.r!.L e &E{l3.oS tSi
overall design and development. .ab o.g -"Jnlb ei^.-3ll ct iif"i-ll

c r ,',n il iai.- .COm rerlJl uJair6.tcr rLilr.o-Jtti 8rf.rl ,-r-ols r.:l--r ,il
 (r:trtlrfgu"-*t- IsJF f a1$ pBr ) t. t+ 1... air-f
-!tJr'tf f+-Litt airablf

In French the words "conception" and J )3.6" 6J\- E!-i e\i-i..i ,il"iJilLJ
" ,r,JJ' "

and the term "conception et

"development" taU-i 6,,6rrli...l e+ ."}^:JiJ JJ"4i' eL,
development" are sometimes used synonymously and
sometimes used to define different stages of the dslll sr-11 p,6-olrii..,,l + ttSL e clti.r.!.;i.oS
overal[ design and development. .eLt 4*. 31 J+tnlb #^--1ll (J.o;'ibi"ll
Note 3 to entry: A qualifier can be applied to indicate e+d 4i#l{ 0S^,- 6Jr'j]l :fu3-r^Jl ,rb f iJ.J-
the nature of what is being designed and developed
(e.9. product (3.7.5) design and development, service -HtdJ fi1."^i .!") ols}ss 4.J..a: + L 1'#t
(3.7.7l,design and development or process design and (V-V-r)Lrall -"*ll"i: ftr.-, (1-V-f)d^ll
development). .(4Jl^-ll -".:tr{_l fit".-,
3.5 Terms related to system ftlxll+ {J)l'Jl crl.t c{rlr-tl :o-f
3.5.1 system dliill : I -o-\"
set of interrelated or interacting elements alc,lii.ll ,i a-l.5Utl ).-U,ll g," {s3,";
3.5.2Infrastructure illl :Y-o-\" 4$JIl
<organization> system (3.5.1) of facilities, equipment crlu.lle crlixa:ll u" (\ -o-f)e[ii <i.-l;iJl>
and services (3.7.71 needed for the operation of an (\ -r-r): ^ut JL JHi.itlJ 4^j)ll (v-v-r)oLsl!e
olganization (3.2.1)
3.5.3 Management system ih)l tth :t-o-f
Set of interrelated or interacting elements of an a-!.i^ll i oltli^ll Jl iL.!i.ll Jr-lj'll 6. i.ca^.-
organization (3.2.1) to establish policies (3.5.S) and
objectives (3.7.1), and processes (3.4.1) to achieve
-itulb (A-o-r)crLld*ll cLftl cl-l dr (t-t-r)
those objectives -it.ultl dlb 6$J (t-t-Y)cr!l^*lb (\-v-r)
Note 1to entry: A management system can address a .J.tq 6l Os+ 6Jf.yl pU.: :i.i3.ull ,Je \ iliJ-
single discipline or several disciplines, e.g. quality
Ul.J $. eel-,.ol-,-oiil r.re j\ s! u,.l.-iil 4.o
management (3.3.4), financial management or
environmental management. i;b)l ,i a;ut 'eb)l ,(r-r-r);.r_nll
.irLJl
Note 2 to entry: The management system elements Lftl ilr)l eUil J"-Ue :tu_e.uJl & Y AJ.J-
establish the organization's structure, roles and ,Ir-fiJb I ,t lrl!, crU.g,.".oJ!-, :!-r.!!-, s-$xll dKldl
responsibilities, planning, operation, policies,
practices, rules, beliefs, objectives and processes to .itu!6 olrir.,J!, r'brlb crt"JUb d.LtrJb
achieve those objectives. ..-il.u!l cll diri.l 1-i;,l .l^ d.,UtJb
Note 3 to entry: The scope of a management system ui ,.lS+ 6JhYl ef 1Jb- :L3.r^!l f iliJl-
can include the whole of the organization, specific "J.
and identified functions of the organization, specific o! ir.r.-3 1+F. -i3tL-: JI . le I oSi+ a-.Li.ll ,J"4
and identified sections of the organization, or one or 6J-!, ,i .eJi^ll ii.o 6r'- oJ lit'- el-gi Ji caJi.oll
more functions across a group of organizations. . crl-li.ll g," i.c-9r";. LIXi .-iil-Ejl g"
-.$i 3i
Note 4 to entry: This constitutes one of the common crLlL.- Jl r-i dlll dS-iJ :fu_eull ,rJc t aL)-
terms and core definitions for ISO management 6Jl.)l rUit drti.-b^J i+-l.,!l .iutillJ eSJi.l^ll
system standards given in Annex SL of the
Consolidated ISO Supplement to the ISO/IEC '-r ll -.lr;si ,jJ dr. SL JJJI or ;r_;!.eJl rr:l
Directives, Part 1. The original definition has been +!-r,,: f ,J.-Vl r;r.Fll. \ ISO/IEC crlrl,i;Y
"j+
modified by modifying Notes 1to 3 to entry. .i'i3r^ll ,rL f C 1 O. crl!-)-ll $r,i
3.5.4 Quality management system ;.r:+Jl e;l{ alJii :f -o-l
part of a management system (3.5.3) with regard to (Y-1-f)6JFl1+ ,jl-i [-o-f)"_lb)l etdai irn eJ+
quality (3.6.2)
3.5.5 Work environment &ll ]'lt :o-o-f
set of conditions under which work is performed JlJl "l.rl ,.,r- \+..-r-/k+, Cl ,-irEJl u," isrr+-

or ,'rn Yt iai.- hmhussi .@m 6.1* rt,fr..r - ,Jtri 6;l.r! ,.-ol+ l:ls.a ..iLJ .ils
 (,:t-tt -tgu,.-ln-e19Ftt ftrt plil ) r. t* {... j;lAlgrfi }.dl{ifl fi€bl,l
Note t to entry: Conditions can include physical, d;^H .Ji OS"J , e
rtll \ aJ.=)-
:i;-e.uJl
social, psychological and environmental factors (such "J'
4)J .F^) i$+lb 1#"fiJb 'e"l-i=.Ylr Ullill r.J.!ll
as temperature, lighting, recognition schemes, .sj+Ljt I :.' Il r,-,1ilFll e"]r s6cL:Yl .'u].;sJl
occupational stress, ergonomics and atmospheric
composition). .(gr.lt .-ilill cr":S:-r e,'u-iill d"lr.llr

3.5.6 Metrological confirmation .-*l+ll .*(b - .,fbll +5illl :l-o-f

.Ull Jl g,lul g,. i-ej,";.
set of operations required to ensure that measuring .-*!ilI a-r'- 6i 0l-'' I
equipment (3.11.6) conforms to the requirements i.rr-ll (t-r-f)cllrll.-'Jl *. d+11"6 (1-\ \-f)
(3.6.4) for its intended use
\+ lr' ;.ll alr*"i\l
Note 1 to entry: Metrological confirmation generally Ly- dJ,^.:!- .,fll;il| +$i$l :i-t3uJl .,Jc I ;Jo-)-
includes calibration or verification (3.8.12), any
,1 z.;rs,-a c,\s gi (l Y-A-r)J6Jl 3i
-"-1;1Jl
necessary adjustment or repair (3.L2.9l1, and
i'i_.rti. dhl ai-)ll 41Jl arble (1-\ \-f)C)t.-)
subsequent recalibration, comparison with the
metrological requirements for the intended use of the clIiSJ drl.l'-ll l_r.-iJl ,lrr:: '.\ .+-,$l 6lrlt*J+
e

equipment, as well as any required sealing and .'ull o aF,Jl ,rlJ'll C+rr rEi)l
labelling.
Note 2 to entry: Metrological confirmation is not lr,! U ,jis+ ) $-,liill +SLJI :fu3.r^ll cslc Y elJ-
achieved until and unless the fitness of the measuring r.ri. "rU ,-*!rll crl.r'." i-i)- c3$_l_l d.'S!
equipment for the intended use has been ,l C
\J ;Jl
demonstrated and documented.
Note 3 to entry: The requirements for intended use t_l-iJl ehii-Yl crlJl':. :fu3.r."ll,rJofelJ-
include such considerations as range, resolution and a3$b..e.r^Jl LE^ crbF l J^.:11
maximum permissible errors. "..-Stl =lb
'k+ 63"'""11 oU"i$
Note 4 to entry: Metrological requirements are L ;rl.c 4;-,!ill crl+l.ti.ll :fu3r.Jl ,J. f, ilr)-
usually distinct from, and are not specified in, product .1a;i;.rr-. ua- _, (l-V-f)#l g-1lr\l 'ro gc, , ;h:.'r
(3.7 .6) requirements.
[SOURCE: ISO LOOL2:2003, 3.5, modified - Note 1 to f - cJJr-l co-\" ,Y..\" :\.. \l -rl :-;-r.- ll]
entry has been modifiedl [furr^ll ,Jc \ 1]J- L!r'i
3.5.7 Measurement management system .-*1+ll '9lr) ,Ul :V-o-\"
set of interrelated or interacting elements necessary ''tr:.,.;ll eJc,lii^ll ,i i-t-.1rUll J,^-U'll g," i-ca,.;-
to achieve metrological confirmation (3.5.6) and ,:l;l^c ,,.tr' +rlljb (r-o-r).r*,,1;6ll +SLII JH,iJ
control of measurement processes (3.11.5)
(o- t \ -r)c)l#ll
[SOURCE: ISO L0Ot2:2003, 3,1, modified]
t,JU el-\" et . .l :\ . . t t rju-i :-;-r,.-^ll]
3.5.8 Policy a^.'UJl :A-o-f
<Organization> intentions and direction of an -'Ji'nll a: tX (\-Y-f){-ll.oll a-.y_r 1+!i
<i-gi^ll>
organization (3.2.1) as formally expressed by its top (\ - \ -r)!Ul 1b)l r.J+ ,-*
'U..-,J
\ic
management (3.1.1)
Note L to entry: This constitutes one of the common sil-\L. Jl .r-i clli dsii: :LjuJl ,rJ' \ el.J-
terms and core definitions for ISO management
system standards given in Annex SL of the
61l.)l rUj c.ti^-!y' 1J-1*,,!l .irElb iSJi.i.ll
Consolidated ISO Supplement to the ISO/IEC '._r Jl ,.lgi ,i-t dr
SL JJ.ll os ;.y!eJl -ujl
Directives, Part L. .'toj+ ISO/lEC crlrLlY
3.5.9 Quality policy 6.-9+I i-,I+i" :1-o-'l"
policy (3.5.8) related to quality (3.5.2) (Y - 1 - r)6rr+ll{ 4ibi4ll (l- o- r)i..-_l5Jl

o r r'r Y e is,i..o hmhussien@Vahoo.@m .srlrl tJoSs t:er rl,ii..,.o - ,Jtri 6tl.tl ,-*"1+ i.:Lr.r ,J
 (.:t-tt .-fgu,**t-ergF f 3-rtstFli3) t.tL 1...3jgf 2*tgrfia{rdl*4fla.i€t l,f

Note L to entry: Generally, the quality policy is ,-FI-ds ;.r:+Jl 1*,,!,' rl- \ 1.E=)-
dS.r" :i-i3.r^ll ,Je
consistent with the overall policy of the organization
,-s.:rLfi .;i os^',, (\-Y-r)a-!,1^ll Lul +-,bJl r
(3.2.1-), can be aligned with the organization's vision
(3.5.10) and mission (3.5.11) and provides a -.py: cdA^ll (l \-o-f)ilL_1, ('t .-o-f)Lrt 6^
framework for the setting of quality objectives (3.7.2). .(Y-V-r);r-nll -il.ui rl.rc) qJ- JIJ.J
Note 2 to entry: Quality management (3.3.4) (t-r-r)i.r_5eJl llr) irr!^ :i:3uJl ,Jc Y dl=\ll
principles presented in this International Standard can Lui .5s 6i Ofu il-rJl ei,-bJl orA .rs ;-r;!eJl
form a basis for the establishment of a quality poticy.
.; r
Cl 4_,1+-, ol.iy
3.5.L0 Vision L,Jl_Jl: \ . -o-f
<Organization> aspiration of what an organization c# i,,i (1-Y-r)ailij^ll .)y u 33.u1
<" l^iJl>
(3.2.1) would like to become as expressed by top (\-\-f)liul 1l.r)l ab tr_;re l-S 4i1c
management (3.1.1)
3.5.11 Mission al$l: I I -o-f
<Organization> organization's (3.2.1) purpose for ,-Ul. l-S (\-Y-f)a-.lil,.ll .-l=.-r obF <a-h^ll>
existing as expressed by top management (3.1.1) (\ - I -r)UHt 'ut.)l ki'
3.5.12 Strategy 4J++6!F-'Y|: I \-o-l
plan to achieve a long-term or overall objective (3.7.1) ,j+qJt 4+ ri eb (l-v-r).iu exl*d al"i
3.5 Terms related to requirement ,,,ll.'iJl* {Dl-ll crlS crlllJl :l-i
3.6.1 Object .flS : \ -1-f
Entity os
Item r^a.ic, - J+
anything perceivable or conceivable
EXAMPLE Product (3.7.61, service (3.7.71, process ,i oSl,,.,! CS+ ry' g;i
oJJFar

(3.4.1l1, person, organization (3.2.1), system (3.5.1),
resource.
Note L to entry: Objects can be material (e.g. an
engine, a sheet of paper, a diamond), immaterial
(e.g. conversion ratio, a project plan) or imagined
(e.g. the future state of the organization).
[SOURCE: ISO L087 - 1:2000, 3.t.t, modified]
6(\ - f -r)irl"c c(V-v-r)Lr- ,(1-v-r)A+ cJE"
.U_r. c(l -o-f )eux ,(\ -Y-f )e-"ti" 6u€ir.l
qrL ,-u.Si Oi iS+ (':lslsll : L3ull .rJc, \ elr)-
!.L ,u' ,i 1r*U t\ at il1 -^- -ri dUJt $^)
&) 4Jrij ,i 1g-.lr-,*^:l a-ti ,i ,J.,r.:tl 1+*r .F^)
.(cl+i:."^tt d1t-ll i.ll.=

t,J*.\",\,\ st..r :\-\.lV tll :-,rt. J[

3.6.2 Quality ;.r_:+ll : \-1-l
degree to which a set of inherent characteristics CIS ,.J {j^lSll (\-l .-f),F.:1.-ill 1+.
sll A--.Jil
(3.10.1) of an object (3.6.1) fulfils requirements
(3.6.4)
(t-l-r)crlrlr 'r Jf ,J (\ -l-r)L
Note 1 to entry: The term "quality" can be used with ..1fu "6rdl" elt -" :Lj.uJl .=Jc \ 4J.r)-
adjectives such as poor, good or excellent. .i1E^. ,i t+* , +lU & crl;. ll gr arlrl..,l
Note 2 to entry: "lnherent", as opposed to ,"4+Jl" sr )+ e"ijalSJl" :{-t3.xll ,rb \ llJ-
"assigned", means existing in the object (3.6.1).
('l -l-r)#Kll,/ iL-1j4--o.bs- -r,iri
.

3.6.3 Grade e.=.JJl : \"-1-l

category or rank given to different requirements -r)Cls ei$i- (t-l-r)ol,llrJ ;tt - a.i.J ri eji
(3.6.4) for an object (3.6.1) having the same
functional use #- ,11 rfrii-,Yl u,.ii 4l (\-1
..e.rEiJl #. u+ d"iill {i3 uh.tll 6_JS$ a.:i cJ13.
EXAMPLE Class of airline ticket and category of hotel
in a hotel brochure.

o r r'r 11 ;si.- hmhussien@yahoo.com .srl.l! nrlds 6Je+ rLfi-.. - ,Jlr.i -o1l.ll

,+^1+ F
 (oUlll.atlg os*l-euFfi tJl4 Fli3 ) t. tn- 1... ji.il2*fl4 t+daitl fi€bll
Note L to entry: When establishing a quality -f)aljp,ll c,LII'i^ q.s3 .lie :i-i3.r.oJl ,Je \ i}-)-
requirement (3.6.5), the grade is generally specified. .ete dls.fu kii.-ri ,i i--.-;rll .(o-t
3.6.4 Requirement ,+lL:.Il : t-1-f
need or expectation that is stated, generally implied l+s i*U
d$l ^il' ",Jl i ii ri
51 ,o:^.2 pb
or obligatory
Note 1 to entry: "Generally implied" means that it is ai *# "oj.o*.b lb q.'.-l+ " :fu3.:.oll ,rlc \ ilJ-
custom or common practice for the organization -ilAlb (\-l-r)eJidl e.iLt Luu^ ri irl-e
(3.2.1) and interested parties (3.2.3) that the need or
expectation under consideration is implied. i iFLJl i,ill ,l +*t-lt ,tI eI (r-\-r)i;,.ll
.,"L.-a 1n _lF Yl
Note 2 to entry: A specified requirement is one that g;$l dlr 3n "r.r.*lt ,,'lLiJl :fu3.uJl ,Jo Y il;J-
is stated, for example in documented information .(1-A-f)tfrrn Lj'- qJ dliJt ,!i-, D+\\i +
(3.8.6). "J'
Note 3 to entry: A qualifier can be used to denote a 4alr:.i."1 OS^J U.,",1,r,:11 :fu3.r^Jl f eJiJ-
specific type of requirement, e.g. product (3.7.6) "Jt
requirement, quality management (3.3.4)
-f)eil ,.,11 io gfu r*LIIn ll g* .r.s-o Ly, ;U*iJ
requirement, customer 13.2.41 requirement, quality , -,ll -.
o. (t -f-f Fl_9s-ll i_ll.l ,;,1L1 o 6(1-V
rbquirement (3.6.5). .(o-r-r);r:+Jl ,.,11 i , 3(f -y-f)dbJl
Note 4 to entry: Requirements can be generated by u.o crltl!.r Jl .Lfi i,i OSa :fu3.r"J' ,rJ' f ilJ-
different interested parties or by the organization .1€...ir e--Li^Jl * ,i eiEi^Jl 4.i{+ll .i5,t!t
itself.
Note 5 to entry: lt can be necessary for achieving JH'i-ll [r:,c ,',4 gi gS4 :fu-e""Jl o ilis)-o
high customer satisfaction (3.9.2) to fulfil an "J'
drr.'ll ciLij 4#l: + Ol eis-ll" (t-t-r)cl:.c t.._r
expectation of a customer even if it is neither stated
nor generally implied or obligatory. Ji q'1".: crilS ,rl Loy- Y-r \$1 * J -rl ,F
.ir l,,l)

Note 5 to entry: This constitutes one of the common crl,-l!.-.ll si dljl ils+ :i-i3r^!l ,rJc, 1 ilaJ-
terms and core definitions for ISO management sJlryl euii crti.-!,ol iJ-,L!l oJldlb rsJi^i.ll
system standards given in Annex SL of the
Consolidated ISO Supplement to the ISO/IEC '-: Jl ,gl ,iJ u SL J*Lll os ir-l$l -l>jl
Directives, Part L. The original definition has been +!u: ,r , ;r*:ll .\ oj+ ISO/IEC ol.rLlY
modified by adding Notes 3 to 5 to entry. ":.-Vt
.{i,r.ll .'.le o .Jl f 9". crl}-)-ll lrL:!
3.5.5 Quality requirement 6J3s.,.'ll.io: o-1-\"
requirement (3.6.4) related to quality (3.6.2) (Y-1-rlerr+Jt+ J.{ri (t-l-f}' "lr
i o

3.5.5 Statutory requirement ,*jil! '''lLlo : 1-1-\"

obligatory requirement (3.6.4) specified by a 4+--pfr ir+ g* otJs3 fl ,rf$l (f -l-t)qJ[.:^
legislative body
3.6.7 Regulatory requirement €.tln,.,iIIn" : V-l-f
obligatory requirement (3.6.4) specified by an AIL u^ agri dJ *t'lll (€-1-f)','r\[.i'
authority mandated by a legislative body # c.r arlS^/i.oy,.
4i--PS a4^
3.5.8 Product configuratlon information dLII dlrr$ oLjl'.: A-1-\"
requirement (3.6.4) or other information for product disir e3..€i e .rS-i eLjb+ ,i 1t-r-r)HIIn"
(3.7.6) design, realization, verification (3.8.12),
(l-V-r)dill f., ,Ji'i.frr (\ \(-A-r).ji=:ll,
operation and support
[SOURCE: ISO LOOOT:2003, 3.9, modified]
tj* 1-\" cY..l :\...V 11.r-l :;.r.-."J[
e

3.6.9 Nonconformity 4ill^ll tro : t-l-f

non-fulfilment of a requirement (3.6.4) ( f -1-f )q,.ilIfi" elig*l pr

or ,'r,c TV isi.- hmhussien@yahoo.crolTl -ose rt ii.r.o - JLoi -otl.rl

 (ot-tt ..tlg u,**t-3rg6tf tltrt Flil ) t. to- t. . . tjJ?{tJdfl rJ{- ketf a.i{.bfl

Note 1 to entry: This constitutes one of the common c.'t-lt .o.lf .r-i dlll ,JS4 :i-ij.uJl ,Je\ a!Ji,.
terms and core definitions for ISO management 6Jl.)l rlJ;i c,ti.-!l -iJ-,L!l ._i,Jl'iJb isJii^ll
system standards given in Annex SL of the
Consolidated ISO Supplement to the ISO/IEC '--rJl ,.fii .jJ U SL ,jJ ;p ar-;!l :r:l
Directives, Part 1. \ oj+ lso/lEcolJtlY
3.6.10 Defect r-rrc : \.-1-f
nonconformity (3.6.9) related to an intended or ,l .r_5"-il1 rhii..Y\ Jt6. (1-1-f)ii+tL. dc
specified use 3 r- ^11
Note L to entry: The distinction between the \ {}J.
eb3 ,*'jJl e+oti" Or -'tu"lll :+:-9r.oJl ,Je
concepts defect and nonconformity is important as it irj, Jjl! crLlS;l ,Jl9 qh +:! eb 4itt^ll
has legal connotations, particularly those associated
with product (3.7.61 and service (3.7.71 liability .p ',lC.*Jl eb+ I$j Cl dll Lr.-r
issues. (v-v- r)L.ilb (1 -v- r)A3r^ll
.

Note 2 to entry: The intended use as intended by the .-J+I U l_l-iJl flrii-,Yl :i-i3.r.Jl ,,Jc Y ils)-
customer (3.2.a1can be affected by the nature of the *r).:UjJl i++l+ -ih oi ofu (f-Y:r)LI#f
information (3.8.21, such as operating or
maintenance instructions, provided by the provider dr. Lrill ijl+Jl ri $^ 6(\-A
di1r.frll .3', ll*:
(3.2.s). .(o-t-r)Uyll
g.6),rr Conformity ii+l.Lll : \ \-1-l
fulfilment of a requirement (3.6.4) (f -t-f;, .,tur etig-,|
Note 1 to entry: In English the word "conformance" d "&!Cl' i-ls {rJJ-1". )t+ :i-l-e.r.Jl .rJc' \ ilas)-
is synonymous but deprecated. In French the word 'p$!Jf' 4;-"lJill.i .{-r:.1..,o 2.lal^a .;SJ, -i.r].2.1t
"compliance" is synonymous but deprecated.
.iJ^i
-irlll sa irslr
Note 2 to entry: This constitutes one of the common crl-lt -.Jl r-i dlll ds.ig :L3ull .rJc Y lIJ-
terms and core definitions for ISO management 6Jh)l eUii dr\i.-!y' ii-,L!l .i1.;L:lb esJt^t^l1
system standards given in Annex SL of the r-, lt ,1,J1 tiJ dJ. SL d-Lll o.r a.r-l$l jl,:l
Consolidated ISO Supplement to the ISO/IEC
Directives, Part 1. The original definition has been +!u: F ,J--Y1 , ir':ll . \ oj+ ISO/IEC ol.rl.ilY
modified by adding Note 1. to entry. .Lrr.lt ,Jc \ alJL i!t:!+
3.6.L2 Capability 4+1S^)l -BJrill : lY-l-l

1o-v-r)e-li. dHGr ,,J' (\ -l-r),ilsll

-er6
ability of an object (3.6.1) to realize an output (3.7.5)
that will fulfil the requirements (3.6.4) for that g-;F,Jl liA ( t -1-r)crl-,Il'i" ,s3r,-J
output
Note 1 to entry: Process (3.4.L) capability terms in -f)itL'Jl Uoi" *l*It--.. :fu5*ll .,Je \ i}r)..
the fiefd of statistics are defined in ISO 3534-2. .\-lof t 5si ,,+ elF et--Vl J1+- i (\-f
3.6.L3 Traceability ii'JXII : I f-l-l
ability to trace the history, application or location of 1r-r-r)itStl g-r ,i ,l.'rr .,l 3i g;E C,':i ,,Jc 6J.ill
an object (3.6.1)
Note 1 to entry: When considering a product (3.7.6) (1-V-f)Alr.ll or _.;Lill rre :fu3.ull ,Jc \ iJ.J-
or a service (3.7.7 ), traceability can relate to: r+ Lr'u. dri dSa eSIl 1$LL: 6(V-V-\')Lr$l rl
- the origin of materials and parts; olF)!-r .!y'| ,J.-'l/kt" -
- the processing history; drn fill g.,;E -
- the distribution and location of the product or .
dl."lll .r*, L.slt ,i a:ult er., Cirt -
service after delivery.
Note 2 to entry: In the field of metrology, the .iryJll ce3Ll;ill 1.Jb^ ,/ :i;3ull ,rJe Y AJ.J-
definition in ISO/IEC Guide 99 is the accepted .r.!.,i"ll ' i'rll I ltrL'i-;l ISO/IEC d r-r!-il'
deflnition.
o r ,'r YA isi.- hmhussien@-yahoo.@m .-crlJ! rJdr S.t* rl.ii-.r - t.Jt ri 6-t|.r!.-r-o$ r.:Ls-o .J
 (et.rtlaf b o,-*i-trr+tl tJht Flu ) t. ls 1. *.9!;l e{ltdta*-Ef$Aobll

3.6.L4 Dependability LrLSeYl : lf-1-Y

ability to perform as and when required .-r,Jt.o,.r* L-ric dr",Jyrt$t *:t;rSt
[SOURCE: tEC 50050- 192, modified - Notes have r-i.rs. dlti r\1t-1 ..or rxit
been deletedl i JJ.-,.J[
IcrlJa),Jl
3.6.L5 lnnovation .1lSl.Yt : t o-1-\"
new or changed object (3.6.1) realizing or CfJ-l: r*l :i ,-li'{ (l-l-r)#K
aJHsrn
i ,i +.l+
redistributing value L$l
Note 1 to entry: Activities resulting in innovation are C g;ip .,:ll e!il\Jl :i-i3.r^Jl ,J. \ {}=)-
generally managed. .tb +-.y b_ll.J e+ -1lS:.,'Yt
Note 2 to entry: Innovation is generally significant in .')fii5 ,,J exa tb a-.-1, :1S:")l :+i-+ll ,JaYiJoJ.o
its effect.
3.7 Terms related to result 4++il1, e.Cj*ll crlS c$I,'Jl :V-f
3.7.L Objective -iqll : I -V-l
result to be achieved 1.$i$.1 ,,,iJ i.;-ri3

Note L to entry: An objective can be strategic, O,S; ,ri .irdl :tu_r.r"l] .+ \ ilJ-
OS"J
tactica l, or operational.
+t s Jl _F{*:si _.1 .,+s- lri-,|
.

Note 2 to entry: Objectives can relate to different
disciplines (such as financial, health and safety, and
environmental objectives) and can apply at different
levels (such as strategic, organization (3.2.L)-wide,
project (3.4.2), product (3.7.6) and process (3.4.1)).
kl-J ul gS^J .ilull :tu3.r^!l ,'JcYe!J-
i-lJb lllJl -ilu!l $^)qilir- g11. .:.'r,
chri'*,. ,J, t+id"i ,S^r-r (++l! L).Jb e--^-lt+
( t -t-f)i-grJl LrJi."^ .,Jc:,r;;pfr-,Yt &)iff"l

-f-r)!iJ! (1-v-r)aii.j! (\-f-r)g-lplle

.(( \
Note 3 to entry: An objective can be expressed in .iA +:c. -t+$ll ,S+ -ir{il :i-i3.r.ll ,rJc f e}J-
other ways, e.g. as an intended outcome, a purpose, r,$lJi. -;!t- ,tiF rBtJ. io i.+$rS cJE^ r,.jFi
an operational criterion, ?s a quality objective
(3.7.21 or by the use of other words with similar ,r1-lS alrlr.J .3.rJL ue ,i1t-V-f)r.*lt *i'c(l
meaning (e.g. aim, goal, or target). .(eirc',."n ri ,oltt ..t-oi cJt5.)a+Li. e* crlr,asi
Note 4 to entry: In the context of quality -f);r3'?.ll "tl.J # .j!-, ,"+ :iie.r.Jl ;e t {}=)-
management systems (3.5.4) quality objectives
(3.7.21are set by the organization (3.2.L), consistent
.-y;t .1e taqr.: + (Y-V-r)treJl ul.ui (f-o
with the quality policy (3.5.9), to achieve specific (t-o-r);r_eJl a-..I;a Cl ,:+ l* (\-Y-r)i*gi.l1
results. . 6.:.rs.oll
dliiJl JBi-3 ,J+l '*
Note 5 to entry: This constitutes one of the common ,:1-l!.-.ll .si dllr dS*tJ :fujull -Jc o l!J-
terms and core definitions for ISO management 6Jl.yl ruii crti.-!y' 4J-,L!l 6Jt ilb isJF^i.ll
system standards given in Annex SL of the \TJl _r.,,sl 6J LF SL J-Lll os i.ylell ;|J!l
Consolidated ISO Supplement to the ISO/IEC
Directives, Part 1. The original definition has been a!u: i ,+Y1 , er;ll .\ oj+ ISO/IEC crlJLi-)Y
modified by modifying Note 2 to entry. ej3r.ll ,Jc \ ilJ,
"Jr "I.,-.-:tt,
3.7 .2 Quatity objective a.l_:+Jl t-ir.tl : Y-V-f
objective (3.7.1,) related to quality (3.6.2) (\l -l-r)a.t_nl\ ,,ll+ (\ -v-r),-irA
Note t to entry: Quality objectives are generally rn.;i pl.e a-r..3r 6.r_:+Jl .il.ui :i:j.r^Jl ,Je 1 l.LJ-
based on the organization's (3.2.1) quality policy .(l -Y-r)a-ln^ll (t-o-Y)arjell {..!s *lc'
(3.s.e).

c o ,'rn l -1 is.i.- .com .gllr! ;ile:e r.16 ;tff*.,.o - .Jtti -otls!

,-*.t+ l:ls-o ,J
 (cuL.atl9 ol.lllhl-3tJdt tgfrt lrfii ) t. tr- t.. r +d allrrilq4,t*ltf ai€bff
Note 2 to entry:
Quality objectives are generally
specified for relevant functions, levels and processes
(3.4.1) in the organization (3.2.1).
3.7 .3 Success
<Organization> achievement of an objective (3.7.1)
Note L to entry: The success of an organization
(3.2.1) emphasizes the need for a balance between
its economic or financial interests and the needs of
its interested parties (3.2.3), such as customers
(3.2.4l1, users, investors/shareholders (owners),
people in the organization, providers (3.2.5),
partners, interest groups and communities.
3.7 .4 Sustained success
<Organization> success (3.7.3) over a period of time
Note 1 to entry: Sustained success emphasizes the
need for a balance between economic-financial
interests of an organization (3.2.L) and those of the
,t- q+y 6++ll el.rai :i;3.r^Jl ,Je Y l!J-
.,.r..1
,J il,-tt crlS (\-f -r)e$^'llr crt*ille..i:ll'rll
(l -t-r)i-rilt
Cl+ilI : l-v-t
(\-v-r),-ira .i$s: <i Lr^ll>
rs3a (\-Y-f)a^liJl Cl+ :4:3ull ,r-l' \ 1J.-)-
,i +.,-rt-,-:Ul k-.,11, . dr1+ dtlt Oi C 4+ul "Jt
& ,(f-f-f)i;{+ll -ibtll c,l+l5-l C.u"-r q+llll
O+^ltJl/+..rfr."^ll er-lj.orr3.""oJl (( f -Y-t)e)-Jl
1o-Y-r)ctrirll ci*.Eull o.i :!pYl ,(dfl^lD
. c.l,.oi;.lll glt,:"lt .:l,eL-.-9, elS-,$ll
tlr,,.,Jl CI;JI : f-V-\"
iFjl ir. iii -1lr" p (f-V-f)Cb:ll <e-gi.ll>
.+ S3g ,lri,. 11 C\JI :i;_e.r^11 ,,.lc' \ AlJ-
cLJl o_ir dtt-ijl ,jcisr J 4+Lll
+r_r\.-i6Yl

social and ecological environment.

4+11+ a.-lJl dltr (r-t-r)a-g:,.tt ulllr
tr+jFJIr +t-l=. Yt
Note 2 to entry: Sustained success relates to the C\iJI :fu-e.ull ,,.Ic, Y ilr)-
.t-6._; alrr... Jl
interested parties (3.2.3) of an organization, such as
customers (3.2.4), owners, people in an organization,
,J- a.}.l^lt+ e.-Lll (t-\-f)Li{i.ll -ilA\Jl+
providers (3.2.5), bankers, unions, partners or society. .i,^li^ll .d rliYl .cD^ll .(f -I-f)c)-.'ll
,l "sFg rcrl.rtrflil I (o-r-r),-r:,'i;t
.e-i+^ll
3.7.5 Output 6-riJt : o-V-\"
result of a process (3 .4.L1 (1-t-r)irl"" i+#
Note L to entry: Whether an output of the -r)aJLll e:! gls l5J L :i:j.uJl ,Jc ,| eJ"s)-
organization (3.2.1) is a product (3.7.6) or a service
(3.7.71 depends on the preponderance of the .F u+ (v-v-r)L.- :1 (I-v-r)AlL :a(t-t
characteristics (3.1-0.1) involved, €.8. a painting for e#ll i-rJ :JE .i.'i'-il (\-\
.-f)dF.3l-ill es-.-;l,
sale in a gallery is a product whereas supply of a , irl(ir i.j ,.+ .t"-.l'-ll Li1
.=.0 A+ ,? ey ,f
commissioned painting is a service, a hamburger 1-+ A+ JA ejf J+l^ dr ^jl"i f _;s.ya ,L.lr
bought in a retail store is a product whereas receiving .L.ri -5o .I"ll c.J -r-.;r;.l -*i orb
an order and serving a hamburger ordered in a
restaurant is a service.
3.7 .6 Product
e$^ll : 1-V-\"
output (3.7.5) of an organization (3.2.1) that can be gi ,-p. \1:i) (\-Y-r)iila:,e (o-v-rle:i.
615^r
produced without any transaction taking place (t-Y-r)di^'l!: e^L:^tt i;l &r.: a'l.L-
between the organization and the customer (3.2.a1
Note 1 to entry: Production of a product is achieved 61 ,1e.r ,ji-3.r. dt^ll elj:) ,,Jc \ els).o
:fu_e.r^ll
without any transaction necessarily taking place ,Ji^'lb (o-r-r)ri*ll 6s ;-rr.#1+ &r=: iLt'-
between provider (3.2.5) and customer, but can
often involve this service (3.7.71 element upon its -f)Ls *J' dlJl dJ,a-:+ d;i dJS+ U. t- CSl,
:,.atc
delivery to the customer. .,Ji-.XA!^ll #rc(V-V
Note 2 to entry: The dominant element of a product o:1 :o
AriJJ +1;ll J.-t'Jl :L3.ull ,Jc t iXJ-
is that it is generally tangible.
,JJI"L ,''oSJ pl^c e-3r,

or r'x?.4-s.i.o 6.1* 1L&,.o - ,JL*I 5;l.r! .-r-$ r.:ls-o .J

 (ot-ttrtt9u,.-*t-srJFlf 5JH Ffis ) t.l* l. . .3i.1l artJ-rilz{1akill ai€tCl

Note 3 to entry: Hardware is tangible and its amount bl&_r OF 6ja;.)l :i.i3.uJl ,rJe f 4.tJ-
{*,,3,"L
is a countable characteristic (3.10.1) (e.g.tyres). .(obUyl .JlL) EJ3Jr-o (\-\.-r)4r.-li O-9S;
Processed materials are tangible and their amount is
a continuous characteristic (e.g. fuel and soft drinks). "J. li AA Ll,rle_r a-,3,.L OF 4+lul rlJl
Hardware and processed materials are often referred rbJb ;-l<+. !t .(i;tJl c,t-ps^J!e ryjl .!^) ;-,p1.,"^
to as goods. Software consists of information (3.3.21 dxss e-l,+ll .it-.bilycL]\ l+.JJ tl4 l+lta 4+llJl
regardless of delivery medium (e.g. computer ,-b-_rtt e$,J ge :JiJl rJra+ (\-A-f).:LjJ'^ ap
programme, mobile phon€ ?pp, instruction manual,
dictionary content, musical composition copyright, ,J;l. .,dJ..-Jl .Jkll c,,ti;;b ,;rgFSll E.U &)
driver's license). , i;ir^.,- 3r. AJ! 'JJL ,c.t*_:rotiJl L'ji.-- ocrl-j;Jl
.(irlaill i.-i,
3.7.7 Service Lrijl : V-V-\"
output (3.7.5) of an organization (3.2.1) with at least sl3 J"l*ii rr._r gn (\-Y-r)iJh 1o-v-r)6>-
one activity necessarily performed between the -f)d;.'lb A-J',.^ll gs, 'jlrl + 6Jrr.-bJt+ ,jt'Vt *t'
organization and the customer (3.2.41
(r-r
Note L to entry: The dominant elements of a service tri -:o Lrill 4+llJl '.oLJl :i-i3.uJl ,jle \ eJ.J-
are generally intangible. ,-'_fl.o J1c ilF Cb e.'.g
Note 2 to entry: Service often involves activities at ,Jc dli^.:x L Ute Lrill :i-i3.uJl ,rJc Y AJ.J-
the interface with the customer to establish
-f)c.'u.ti" r.r-il JH4'll e^ l+l'U{k+b * al..$;i
customer requirements (3.6.4) as well as upon
delivery of the service and can involve a continuing ari ,iS+ LS .Lr-ll d$ .r.,c e!lS, e)-.'.ll (t-1
relationship such as banks, accountancies or public liu Ji -i-,rl. Jl ch 6J r..,. i-ile .rlt O'a^:X
organizations, e.g. schools or hospitals. ..:rt-.i.t ".ll Ji uulJ.lls LlJl crl^h^ll ji crlrL".Jl
Note 3 to entry: Provision of a service can involve, ,.lr-aq ,-1i Ofu Lrill p.ri3 :i-i3.r.Jl ,Jo f iJ.J-
for example, the following: ,+ l^ cjli.tt ,!i*,+
- an activity performed on a customer-supplied 0J,..# pr ,-.pre (l-V-f)All" .,Jc .\fx * J.L1'l -
tangible product (3.7.6) (e.e. a car to be repaired); (l.cJ.-j # -ut+- dU) cJF lt gF
- an activity performed on a customer-supplied i *rJ (l-v-r)dr.
-He .$x * -tl.io -
intangible product (e.g. the income statement "J'
.rl.reY i"-,;)Jl diJl {-il! d.) d!4'Jl gl" o'rrj
needed to prepare a tax return);
(+.,r.;r.-U .ll.l-JUl

- the delivery of an intangible product (e.g. the (t-l-f)crt^J"- drii LE ) lr-rU -lP C+ e1Jii -
delivery of information (3.8.2) in the context of (alrlt .Jr,:ttl ,J
knowledge tra nsm ission);
- the creation of ambience for the customer (e.g. in (e"U.t!, drtjill &) .tr*U i-.,8^ "!rri .9Ji -
hotels and restaurants);
Note 4 to entry: A service is generalfy experienced by 6J+r '^r.i ttc, a-=.3a L.rsJf :i.i3uJl ;JDt;}-)-
the customer. "J' ...jbJl
3.7.8 Performance ol.rll : A-v-l
measurable result ,y$ll &t! i,+jir
Note 1 to entry: Performance can relate either to dl+\-J tI* dri ,jfu olrYl :fu3.r.J1 ,jlc \ P
quantitative or qualitative findings. .+py Jl 4+.oS
Note 2 to entry: Performance can relate to the "lr!l ::L3.ull ,,.1- Y {liJ-
-t-6.-.,1p..ri OS^J
management (3.3.3) of activities (3.3.11), processes
(3.4.I1, products (3.7.611, services (3.7.7l,, systems - r-r)cr!].*lr ,(\ r -r-r)el",ijyl (r-r-r)6Jlr]+
(3.5.1) or organizations (3.2.1). 6(v-v-r)crL.sll .(l-v-r) c,l+:iJl .(\
.(\ -Y-r)c,L!i.ll 3i 1 l -o-DJ*ll

ar,'nl! 4si..a h .@m 5J s+ ll,iL..o - ,Jl"ri -o-;1.:! , -.rl+ r.:ts-o

 (ot-tt .af 19 olr.r*t-1rr?fltJl4 Flir) T. I+ q* r g!1f Utdt?{,.rhr$fi..t tl
Note 3 to entry: This constitutes one of the common ,:t=l!^-.Jl si clJl cjs-ii :fu3.r^ll ,rJe f {}-)-
terms and core definitions for ISO management 6Jl.yl eux .iti^-!y' 4J-,L!l .--iftJb isJid^ll
system standards given in Annex SL of the ''v Jl
Consolidated ISO Supplement to the ISO/IEC .-3J dr^ SL d$ll *s ;.y!ejl r-!:l
,.1';i
Directives, Part 1. The original definition has been +!-.ui F ,J..-!f ..iu.'$l .\ c-b ISO/IEC *l.rti;)
modified by modifying Note 2 to entry. .furr^ll ,Je \ alJ- 4.'l
3.7.9 Risk JFLiJI : 1-V-\"
effect of uncertainty Si:lt ,.r' ;1:
Note 1 to entry: An effect is a deviation from the d-lF^ll dr' -i!.il -ro -,rJLJl :fu3r^ll ,rlc, \ ilJ-
expected - positive or negative.

Note 2 to entry: Uncertainty is the state, even partial, ,Lu--.p -5Jj,tll. 9 si:Jl,.',*-rtfl"l"tr
of deficiency of information (3.8.2) related to, (Y-A-f)c,tiJl
understanding or knowledge ol an event, its
i-i-1*- -ri f*+ ail'i^ll ,,J-id 4+S

consequence, or likelihood. .1$i1-i-l ,i +rl1rr, eir-

Note 3 to entry: Risk is often characterized by r-fi L t+lti Jtti-ll :i-l3r.Jl ,,Jc f alJ-
reference potential events (as defined in ISO
to ,JJ. .,+ t{A.,*l a. X)i-i;.-tl eilsll C 1J'^.}lt
Guide 73:2009, 3.5.1.3) and consequences (as
ddfined in ISO Guide 73:2OO9,3.5.1.3), or a k+J* i lx) crl,+lb (f-\-o-\" sY..1 :Vf 1pi
combination of these. .1-x:^ E,.x _rl (r-\-1-r s.r. .1 :vf r-!i ,J+lJ./
Note 4 to entry: Risk is often expressed in terms of a ki' -,+'l L $E Jtts Jl :{:_eull .rJe f {}s)-
combination of the consequences of an event dlli i t{) ,^3r-ll crl*I U eilA .p crl-ll.' u
(including changes in circumstances) and the
associated likelihood (as defined in ISO Guide -9o t^S) iJ.nJ.ll c.rYLc-Yle (-i_L,Alt ,ns ,''.bJiill
73220O9, 3.5.L.1) of occurrence. .k3:\ (\-\-1-f sY. .1 :v\" ui 41. 6i .rr- c
Note 5 to entry: The word "risk" is sometimes used ,ri--'..'' b!-1 "JLi" i-K:i:3.uil o i!J-
when there is the possibility of only negative .-tii j+tl.., "Jr
crlr4l o+11"i-l db ,''Si L.rie
consequences.
Note 6 to entry: This constitutes one of the common crL.l!.- ll .r.i clh dls^i1 :fu3.r.J| .rJc, 1 ilas)-
terms and core definitions for ISO management
system standards given in Annex SL of the ilr)l eux sU.-b"J i;*L)l ..blrilb iS:JE&Jl
Consolidated ISO Supplement to the ISO/IEC '.-r Jl rl.,i ,jJ o" SL 6sl"ll os ;-r-2$l -l-l,jl
Directives, Part L. The original definition has been +!u: i , iJ.ill .\ oj+ ISO/IEC c.f.rL!Y
modified by adding Note 5 to entry. "L-Y1 .furr.Jl ;le o i}-)-ll liL.a!+
3.7.tO Efficiency -ocl,iSll
- i.lliijl : 'l .-V-t"
relationship between the result achieved and the .{ar:.'r,..Jl .t!r"l!: iii.*Jl dE Jl O*'ij).*lt
resources used
3.7.tL Effectiveness 4*Ltill : 't 'l-V-\"
extent to which planned activities are realized and .il"-ti-Jl dE ll d,riri- J iLti-Jl il"*ti!l .!i-: i-._;r
planned results are achieved
Note 1 to entry: This constitutes one of the common crlJt - ll r-i dllS J5,.,jir- :fu3.:."J1 ,rJc. I {}-)-
terms and core definitions for ISO management
system standards given in Annex SL of the Ul.)l euii drti.-!l 4i-,L!l .iuHb €F^l"ll
Consolidated ISO Supplement to the ISO/IEC '.,,Jl ,.;gi 6-t dr SL Li-LJl os ;r_,1$l ,;u"'!l
Directives, Part 1. The original definition has been +!u: ., , i.!r.ill .t -?: olrL!)
modified by addin g"are" before "achieved". ":^-Vt -l:O/lEC
6;isi' clr'i "o-1" iito!
3.8 Terms reJated to data, information and document oinJb LjJ! Ol+Jl+ ift'll ol5 c$I1'Jt :A-l
3.8.L Data
facts about an object (3.6.1) (,-.,-il"T';;J
o r ,'rn trt isi.- hmhussien@vahoo.com ,crlJl uJoi. -o.tcs rl.fi... - Jtti Srfll ,-.-oL r..:"1^. ,-iLI;
 (oUftellt$ su*|-fr3eJl rJH Ftit ) t. t* t* r ct.rf 2rt! rtf a+{qi$f.a€b[,t

3.8.2 Information Lj'-ll : Y-A-l

meaningful data (3.S. 1 ) (l-A-r),r&- el.r crbl*J
3.8.3 Objective evidence ,.f .^:J^ll l$$l : l-A-l
data (3.8.1) supporting the existence or verity of L oui ii+c= ,i .*.-l e's (\ -A-r)crE!5,
somethinB
Note 1 to entry: Objective evidence can be obtained d,S+ t'r.:ll :fu3r^ll \ iJir)-
through observation, measurement (3.LI.41, test
(f -l
"LJ.ll "J'
t-r)u!ilb eJi)t^Jl cl)i dF 4Jc dr,..--ll
(3.1L.8), or other means.
..rJ el_,,r eI sI (A-\ l-r)J\-iiyb
Note 2 to entry: Objective evidence for the purpose ,-hA ,e*Al dJJl :d:3r^ll .J. I a}=)-
of audit (3.13.1) generally consists of records
-A-f )di*+." o" duS+ Ur,* (.r - \ f-f )dS$Jl
(3.8.10), statements of fact or other information
(3.8.2) which are relevant to the audit criteria (\-A-f).3t blf ,l +ii= gc crbLu; (\ .
trl,,o r-r
(3. 13.7) and verifiable. diill Os^lr (v- \ r-r)dirlrtll Jlr,-r aii-
.
:], re 14

3.8.4 lnformation system crLrJJl etln: f-A-f

<Qua lity ma nagement system> network of L.rii."^ dLiyl cr!.p! g," agS <i.r3e,Jl ilrJ al-E>
cdmmunication channels used within an organization
(3.2.1)
(.t -Y-r)ei.Ej.Jt Llit.)
3.8. 5 Documented information afiJ. LJr- : o-A-\"
information (3.8.2) required to be controlled and g^ t<+lc' elilJb l+Ll.' -,. A (I-A-f)cr' ,,I,,o
maintained by an organization (3.2.1) and the
medium on which it is contained
o.ta + cfy.,Jt h .ulb (t -Y*f)i-Ei. ,J+!
crLrJJl
Note 1 to entry: Documented information can be in aF Oi Ofu e$r.Jl LrtrJl :i:_e.:.oJl ,jlc \ aJa:J-
any format and media and from any source.
.-2Jra,o gl ,y:l J..u-l ,Jg gi ,,s
Note 2 to entry: Documented information can refer _r+r oi gs.t ifrr^ll LJJI :\ull ,Jeye.LJ-
to:
,.Jl
- the management system (3.5.3), including related iJ.*ll ,ili er$.'Jl 'li"^ai" r(f-o-f) -91-r)l
fEi -
processes (3.a.1);
(\-r-r)
- information created in order for the organization to (.yEr) ,jr-rx i-Ji:.ll t"fttJ i ,Jl crLjlJl -
operate (docu mentation );
- evidenee of results achieved (records (3.8.10)). .((\ .-A-r) G)+.) iiiJl dliill .-F -
".b.
Note 3 to entry: This constitutes one of the common cr\-lt - ll sl dIJi ,JSJU :ii3-r^ll ,rbfa!.).^
terms and core definitions for ISO management
system standards given in Annex SL of the thll eUii c,ti.-!y' ii-,LYl .+t*,J!-l €F.i*ll
Consof idated ISO Supplement to the ISO/IEC '._r Jl ,.;si .l.t u" SL 6-t i i.yljJl ;ljl
Directives, Part 1,. . \ rj;JSO/lEC crfrLlY
3.8.7 Specification ii.-b : V-A-f
document stating requirements (3. 6.4)
(3. 8.5 ) (t -1-r)*LrlLall .*$ (o-,t-r)tS:
EXAMPLE Quality manual (3.8.8), quality plan (3.S.9), ,(1-A-rF-r_nll AJ"i, .(A-A-r)ar_:+ll glh dl3.
technical drawin& procedure (3.4.5) document, work
instruction. .& crL*l;.(o-t-f)ol,r+J ffi-_r.d fl{)
Note L to entry: A specification can be related to J*':.; .Ji OS.i ai^-b^Jl :L3r^Jl ,,Jc, I i-EJt
activities (e.g. procedure document, process (3.4.1)
(\ - f -r)U^c 4i.-b.r
specification and test (3.11.8) specification), or '!nI i+$: .f") af^iri
products (3.7.6) (e.g. product specification, -v-y)crli.ir , J..a.; ,((A-t \-r)tFil ai.-LFr
performance (3.7.S) specification and drawing). .(ptb (A-Y-f)rt$tt ai-!y. 3di^ll i6.-!r. ,J-Xl
a. iF it' 44'i.- hmhussien@yahoo.@m t-i-;l:! "-tir EJr+ -1tii....o - Jt"ri 6ll.rl ,-r-.1+ j.:lsj ,J
 ( ot-tt .-t 19 o,**l -Srgglt Sjfrt Ft$ ) l. I o- 1. . . 4.il l+llrrlt e4{glfl firabtt

Note 2 to entry: lt can be that, by stating (.Dr rr^ ,dllr UA Oi ,jS+ :tu3.^ll Y A!J[.
requirements, a specification additionally is stating "J'
results achieved by design and development (3.a.8) dE ll +.r-ri C 1iLr) drLi,-bJb .-:lrltr':^ll es3
and thus in some cases can be used as a record ,/ cllt-r 5(A-t-f)-,rr,JJl! d4^-lll (Jr a-iiJ^ll
(3.8.10). .('t .-A-f)rJ+^"S 4.r.r.i."1 f+ ,;li eS+ crYlJl ,lza
3.8.8 Quality manual a.r:+Jl 41. t A-A-f
specification (3.S.7) for the quality management i (t-o-r) ;.r:+Jl Ul.,! rlliil (A-V-r)ei.-b^
system (3.5.4) of an organization (3.2.1) -f -f)i^gi.ll (t
Note L to entry: Quality manuals can vary in detail 6l , ih:.'r Oi CS+;.r:+ll iJ.rl :i-t3.uJl ,Jc \ ils)-o
and format to suit the size and complexity of an
individual organization (3. 2. L ).
+r-l 4tl.l_l f+- e , ; ..'.bIl ds.ilb dt^.ofill
qt Jl
.;.s!eJl ('t - Y -r)i-
3.8.9 Quality plan 6.r:+lt iLi : 1-A-r
specification (3.S.7) of the procedures (3.4.5) and r:!r^l!r (o- t -r)c,lel5)l (A-v-r)ei^-b^
associated resources to be applied when and by -t-f)trK e!^"blJ L.r:s kinld # U i,-.-i.ll
whom to a specific object (3.6.1)
rr-^ (\
Note 1 to entry: These procedures generally include cj"in fb ++y ,:le]p)l oJA :fu3.uJl ,jlt \ 4.tJ.o
those referring to quality management (3.3.4) (t-r-r)6r_r+ll llrJ (1-t-r)c,t+L"+ l-:.; ,Jl olb
processes (3.a.1) and to product (3.7.6) and service
(3.7 .7 | real ization processes. . (V-v-r)L.rlb (l-V-r)e!^ll JHL: c,l+J.o,
Note 2 to entry: A quality plan often makes reference es.-.;,. d-'S:
l+lti t.r:+ll iJ"i :ir_lt"ll ,,Jc Y ili=)-
to parts of the quality manual (3.8.8) or to procedure Jj.r i*U+i C
documents (3.S.5).
-r)&E-r Jl ,i (^-A-r)ar:#l
.crlclp)l (o-,t
Note 3 to entry: A quality plan is generally one of the ,,+ ft,; r-:.-er 6.1:+Jl iJ"i :i-ij.ull f il;J-
results of quality plannine (3.3.5). .(o-f-f)rr:+ll L*L:.i"it ,-r. Errb
eb
3.8.10 Record
document (3.S.5) stating results achieved or
providing evidence of activities performed
dn rrlc-qr--"-t i #r dr$ra-t^i;!t
fr:-iir,::-
l4iriri & Ob/(.JJ.
i.Jt
Note 1to entry: Records can be used, for example, to .+ l*olr:'r..,1 iJfu cil+-Jl :fu3r.ll ,Jc\i.L\
formalize traceability (3.6.13) and to provide
evidence of verification (3.S.12), preventive action dlfily (\f*l-f)e.6ll ii"^.,J ,-lJ) JliJl ,l;i'-
(3.L2.1) and corrective action (3.L2.21. -r)1r3l3Jl .rl'!p)!e .(\ .l-A-r)cii-:tt Lhlr
.(Y-t I-f)4i-r.-:ll c,lelp)!:
"J'
(t-t t
Note 2 to entry: Generally, records need not be fjlJ Y Ll.c, ei.-r cJ-*..J| :fu3,ull ,sle Y iJ"J-
under revision control. .o!|.r.-Yl L!. 1l e;r: 6i
3.8.1.1 Project management plan t .f,"Jl -9lll rLr: .l\-A-l
document (3.8.5 ) specifying what is necessary to
meet the objective(s) (3.7.1) of the project (3.4.2)
/*i* ,iHi*ll erts rA l* rrri 1o-l-f)ai$-r
t-r)35$.ll ( \ -v-r).-ilui
(t -
Note 1 to entry: A project management plan should Oi ,,,iJ t3.li.ll ;_;l{ a;a :fu3-r..Jl .rJc \ a!J-
include or refer to the project's quality plan (3.8.9). (t-l-r)ga.,n tl ;r3; etl. Jl u$ :l dl..-bl3

o r ,'..o f t 4A-i.- .com ,crhl uJl3o 6los r1fi,.,0 - JLri 6rl.rl ,-r-Lr, rgls-o ,-itl;
 (,:,t-tt ..Ugul-ltt-eiJFtf fu$ pfs) t.II q...li-rf +llrila{#kitf li€btf
Note 2 to entry: The project management plan also ,i'..:fi t1J.i^ll 9l{ a;; :i-i3.ull Y a}s)-
includes or references such other plans as those Li "Jt
:. C J#t
relating to organizational structures, resources, Jsl+dl+ i-ilJ^Jl dllj dr- ,s>1 ,i U+i
schedule, budget, risk (3.7.9) management (3.3.3), . 45liFlb ,qri"jll ,lr+llr .rt!r^l!r i-t.o-rt:jll e

environmental management, health and safety 6irrlrll lb)!.l,(1-v-r)rtlJl (r-r-r)a:lrl3

management, and security management, as .4+ul ,6,^!l fulr!, i;*'1b i.SJt ;_.,1.!l
appropriate.
[SOURCE: ISO 10005:2003, 3.7] [V-f Y..\" :\ . . *i :;.-.ll]
e

3.8.L2 Verification
.,
J6-3ll : t \-A-l
confirmation, through the provision of objective dri (r-A-r)*cj--3" r.J+!. es cJ)3 ir +Sh
evidence (3.8.3), that specified requirements (3.6.4) "J'
have been fulfilled
,j .tE 5.rr- -\l (€-l*f)cllrlLrJ1
.t":t4l'..,Vl.ciJ+lJ

Note L to entry: The objective evidence needed for a ciF-rll 6;)Jl ic. t,-Al $hll :i;3r"ll ,Je \ iJ.J-
verification can be the result of an inspection (3.Lt.71 drs"ill ri (v- \ \ -r)ui$ril a.++ii iL* ,Ji irs^J
or of other forms of determination (3.11.1) such as
performing alternative calculations or reviewing +!+ .:U.,.-
'b+) & (1-r l-r)+s:ll 0. Lr5!l
documents (3.8.5 ). .(o-l-r),-FEJI i-. !r -ll
Note 2 to entry: The activities carried out for
verification are sometimes called a qualification
h cldl + #l aU;!t :i.r3.ull "b \ llJ-
iil^Yyr.J+^ilt 1l-t-r)iiLe lr!=i ,rj.-: dirl
process (3.4.1).
Note 3 to entry: The word "verified" is used to -H*dl dii.; "rFJ a^ls :i3r^ll ,Jt f elJ-
designate the corresponding status. ,-!+ll".ll . iq:Jl
3.8.13 Validation )--ll _,[.fl: I f-A-f
iJ--

confirmation, through the provision of objective ,Jl (r-A-r)opy-:. rirfi cD3 U 'l<ij
evidence (3.8.3), that the requirements (3.6.4) for a "e
-: $ r_rill rlrii.")l ri J#.t;ll (f,-1-f)crl,lt-,0
specific intended use or application have been
.t"lElr-,,Vki#S
fulfilled
Note l. to entry: The objective evidence needed for a -rlfl eill ,f*Al 4hJl :tu-e.uJl ,Jc I {}-)-
validation is the result of a test (3.11.8) or other form (A-\ \-r)JLii. Yl l+irr ,',4 gf dF^,- ig,.-ll
of determination (3.11.L) such as performing ,i
alternative calculations or reviewing documents "b! ,i. ('!-\ t -r)+s:ll .1,. .gF!l cJls.'xYl

.(o-l-r),tEjl a'+!. ,i or-+ 6\t"-

(3.8.s).
Note 2 to entry: The word "validated" is used to -iHdl ,r:'i';l "i-tr)-,.a" {-lS :{:-l.ull ,Je I aJi-)-
designate the corresponding status. ,-!ll.^ll , i{-r Jl
Note 3 to entry: The use conditions for validation can _,'l,1$ {-r:.r.'Jf , rr.Jill :i-i3.r.Jl & f eJoJ-
be real or simulated. WISL.. p ,i 1gl' glF Oi CS.J i$..-ll
3.8. 14 Configuration status accounting +_:s:ll elL L-,L- : \ €-A-l
formalized recording and reporting of product -f)eir.Jl #J$ crl-,'Jl- o drr -"-trl! qF-.UJl LJ!.jll
configuration information (3.6.8), the status of ,'l,r+'ijl ifs ill.: i--Jfi.Jl '-'l,,*'ill ill.: (A-1
proposed changes and the status of the
.! r f,rJl
implementation of approved changes
ISOU RCE : l5O L0OO7 :2003, 3.71 [V-f eY. .\" :\ . . .V _1.r.o.oll]
3.8.1.5 specific case -ous-o 4JL : 1o-A-f

<Quality plan> subject of the ouality plan (3.8.9) (1-A-f)6r3Jl iJ"i t_rZ_*y <i.r3,e,Jl iJoi>
Note 1 to entry: This term is used to avoid repetition ,.,i;il f+ Clt-.Jl liA :fu_9ull -Jc, \ iJo-)-
of "process (3.4.1), product (3.7.6), project (3.4.2) or
contract (3.4.71" within ISO 10005.
ri (1-v-r)alr"Jl ri ('r-r-r)i$",Jr _,Us:

[SOURCE: ISO 10005:2005, 3.].0, modified - Note 1 to

.\ . . . o5*i i "(v-r-r)$*]t ri (\-r-r[eJt
entry has been modifiedl cjJrj s\.-\" eY..o :\rr.o ,;al :-;r. lt]
[k]ir'l .: i.irujl .,le I 4.L)-ll
6 r ,', f o i-s"i.o hmhussign@vahoo.@m re rhl uJa3s 6,Jer 1L&...o - Jtri -ori$,-r-oLs l^:tr- ,.i
 (c,t tt ..tlg oe,*)-3{l;lf tJl{ Flit ) r. tI !*. 4!-ll+t#fi !{biJte.a{.t tt
3.9 Terms related to customer ,I.'lti i$l'Jl crli c'ltuJl:1-l
3.9.1 Feedback asUJl tu-"iill : l-t-i
<customer satisfaction> opinions, comments and r:{.ll 6 ,-,lu+Jl!e crU;klb "l,rYl <o)-o'll L-a_,;>
expressions of interest in a product (3.7.6), a service -6-r)1iJ.c ,1 1v*v*r)LJiJl ,i 1r*v-r)#!
(3.7 .71 or a complaints-handling process (3.4.1)
ISOURCE: ISO 10002:20L4,3.6, modified - The term
qe3lS-$ll g. &l,,:fl (t
"service" has been included in the definition] cj.l'i e1-\" et.\t :'! r..t j-;gi :-.p="llf
[, irl.:lt d e+!lt p "LriJl'
3.9 .2 Customer satisfaction d1.'ll l.'U : Y-l-f
custome(s (3.2.4) perception of the degree to which di.cdl c,t ij 4#S e--rJ (1-Y-r)cJi4'll u{pl
the customer's expectations have been fulfilled
Note L to entry: lt can be that the customer's cjJ.,Jlcrl,{rr aA Oi d6+ :;;3.^ll ,} I eJoJ-o
expectation is not known to the organization (3.2.L), t**,.id/{,-il! (Jj- r1 (\-l-r)a^.Lj,Jj 4iaJ'- Jig
or even to himself/herself until the product (3.7.6) or
service (3.7.71 is delivered. lt can be necessary for .(v-v-r)Lrilt rl (l-v-r)dj.l #Lr r+ .F
achieving high customer satisfaction to fulfil an Ciy e)-oc, l-:J J$-il €u,.;ll ir^ dA 6i ,:F-,
expectation of a customer even if it is neither stated ,i tags: * C J d- e)--ll crb{r'r +S p+ 6t
nbr generally implied or obligatory. .L ltJ rl {ii^; ctils J eb q.r._1,

Note 2 to entry: Complaints (3.9.3) are a common -fry ,,l (r-1-r)ur3ls.*ll :i;j-r^ll ,iJc Y 1l').
indicator of low customer satisfaction but their
absence does not necessarily imply high customer
(5j+ Y l+ili os_l d.ii3^Jl c)-.,11 uj el.e
e)--ll l.:-1 -Url:lL1
satisfaction. C+JJI
Note 3 to entry: Even when customer requirements -\")crlillro gl iJL,,J ,F :i-i3r.Jl ,rl' f il;J-
(3.6.4) have been agreed with the customer and l+s l.ei#S i-r dr'.lt Cl t+J' dti:Yl i ,)-'l(t-l
fulfilled, this does not necessarily ensure high
custom er satisfaction.
.C{-rJl p)-.'ll t*:-; U-U:11.r ,:'^*+ )
[SOURCE: ISO LOOO4:20L2, 3.3, modified - Notes dJri e\",\" sY.\Y :'l ...f s;11|:.rr.l-.-^l[
have been modifiedl lkli.l': r: crlJ;=)-ll
3.9.3 Complaint 6Js.ill : l-1-Y
<Customer satisfaction> expression of dissatisfaction esl ,f .rll t , 'rtl de & -'#'nll <e)-o'Jl Ut
made to an organization (3.2.t1, related to its
product (3.7.6) or service (3.7.71, or the complaints- ri (l-v-r)dljtr .3t4 14rr (t-t-r)i-gd
handling process (3.4.1) itself, where a response or (I - f -r)!Le ri ,ts+ e*.-lJl (V-v-r)Lrill
resolution is explicitly or implicitly expected ,i it-:-"Vl ,',A dgr rl*...ii fjlsll 6^ ,J^l-iJl
[SOURCE: ISO 10002:2OL4,3.2, modified - The term !! .' Jl 4-=!-- g_r- r.l-:t
"service" has been included in the definition]
ch"-l ,Y-\" ,Y.\f :\...\ g,Ji :-.1t. J[
1, ;rr;ll d
q+!:t
i'LriJl" elL-^
3.9.4 Customer service db.'Jl L.ri.: f-t-l
interaction of the organization (3.2.1) with the a-yr .J!A (t-r-r)cJi.'ll g^ (\-\-r)i*Lhll &lfr
customer (3.2.4) throughout the life cycle of a
product (v-v-r)L.rill ri (1-v-r)arrrJl atp
(3.7.61 or a service (3.7.7) JJ'-: eo-f s!.11 :\...t ,jgi :-;r. ll]
[SOURCE: ISO LOOO2:2OL4,3.5, modified - The term f, iU*:ll d c+ht a: 'L.u,JI elt -"
"service" has been included in the definition]
3.9.5 Customer satisfaction code of conduct e)-.'ll L:t cLL -ost! : o-t-l
promises, made to customers (3.2.41 by an -r)e-LLll J's U (f-Y-r)e)""*ll Lri^ll rpJl
organization (3.2.L1 concerning its behaviour, that L;-1 'tF Jl ui.g dt ,kSrL cl:- (\-Y
are aimed at enhanced customer satisfaction (3.9.2)
and related provisions
al"-ll crl5 crlc.j,"ey'b (t - t-f )e)-'Jl
or ,''.o?1 esi.*- hmhugsi Er os rl.it^.0 - JLri -o
rbl , -r,olr I.:lM ,.iLl ,:[s,
 (crtntt nt!o,**l-qF f l3lstpfil) t.t* 1'.. qill atg'{a{+d$ fe.iratttf
Note L to entry: Related provisions can include Os.J
j\, ll crli .:b-*a-rll :fu:.r^ll sle \ ilJ-
objectives (3.7.L), conditions, limitations, contact g1|5r- ^t!, I'l 'Jl: (\ -v-r).-itra!l o,^--br ,J\
information (3.8.2), and complaints (3.9.3) handling
procedures (3.4.5). ('-t-r)d,lrb+b LJLiyl (t-l-r)oLJ,-r
(r- - t)g;rls.sll i+lt-. 1

Note 2 to entry: In ISO L000L:2007, the term "code" f.ri:-1 Y. .V ;\ . . . l5xi os :i-i3.ull .,JeleJ.J-
is used instead of "customer satisfaction code of ."p)-orll b_,, dA irc1,6 "..r. Y+ "t:E' elt -"
conduct".
cJJ'-l l-.l" Y. .V :\... \ ;gl :_;r.^-.Jll
[SOURCE: ISO 1000L:2OO7,3.1, modified - The term
e e

"code" has been removed as an admitted term, and i-l ,.bt elt^- S {UJ crni " i.pl! " elto".ll
Note 2 to entry has been modifiedl lfuJr.ll ,Jc \ L!r,,-i

3.9.5 Dispute 1-1-f tlll :

<Customer satisfaction> disagreement, arising from a
complaint (3.9.3 ), submitted to a DRP-provider
(3.2.71
Note 1 to entry: Some organizations (3.2.1) allow
their customers (3.2.41 to express their
dissatisfaction to a DRP provider in the first instance.
ln this situation, the expression of dissatisfaction
becomes a complaint when sent to the organization
for a response, and becomes a dispute if not resolved
by the organization without DRP-provider
intervention. Many organizations prefer their
customers to first express any dissatisfaction to the
organization before utilizing dispute resolution
external to the organization.
(f-t-f)cr:S e e+Ul ,-ilj'Jl <e)-*ll l":t
(v*Y-r)t$l .J= .:-rJ e$
(\ -Y-f )cd.Li.ll u6.+ :&3.r,"11 .'b \ {JiJ[.^
r5J *L_l dc ue -'.J+'.3I! (t-\-t)l-$il-*l ei*'r
'J+.11
,iJlJl orA .l . CUol ,lrk tlll J- L.r-
JJ + Lrr 19r5r ef..r ','utl d' e
Ul..,_,rJ
u. aL * C trJ 3! e+.o5 1 .rJc' ,J-l*-X e-Jii^ll
.:l-li. .el!l cJ- Ls I r* cJ.s u9q 4^li.ll J.,I
''y ,l-fi Ls-,1 tts g1 ,f -Hi'll l.e$-'l ,J^:fi 6+-r'
.e-J.,-Jl E-,;li ,-r" tldl LJF.J ,lrli'"1 cj+s a-I'r.ll
t,J* 1-l Y..V :\...f J-!i :-2r' ll]
e e

[SOURCE: ISO 10003:2007, 3.6, modified]

3.10 Terms related to characteristic ujl.-ilL 4il,11 eli cr]jt-Jl :'l . -\"
3.10.1 Characteristic ar-Li: l-\.-l
distinguishi ng feature 't-lf. a^..,

Note L to entry: A characteristic can be inherent or ,i i-lS OF Oi Os.J 4J.-lJl :tuj.uJl ,Je\ilJ-
assigned. .6))--
Note 2 to entry: A characteristic can be qualitative tlU- e OF Oi OS^,- 4i.^-1Jl :tu3uJl .,JcYA.tJ-
or quantitative. .4#s
Note 3 to entry: There are various classes of 0^ ai!i. c.,l:/1!rl rr.-l* :;;3.uJl ,,J" f alJ-
characteristic, such as the following: td t- rF. UFil.-iJl
a) physical (e.g. mechanical, electrical, chemical or .45:'.ils"*ll udL-iJl .!^) +lt-X/q.t/1F+t (i
biological cha racteristics); (tpJ-llJt ,i o$U;ttl ,4"6tJrslt
b) sensory (e.9. related to smell, touch, taste, sight, .,!"jl s6-e.$!l ,r-'.*lll ,p.il\ aiLi.ll L!.) a+i"- (+
hearing); (cJl
c) behavioural (e.g. courtesy, honesty, veracity); (0.,.-tt , LLYI ,iJ^lJt .JL) d" 3L (e
d) temporal (e.g. punctuality, reliability, availability, ,4F13)l ,erlJiJ,"ll .:.,i.3i3J1 d^) t$"j (t
continuity); (tul,l.l-'Ul
e) ergonomic (e.g. physiological characteristic, or e-ibi^Jl JI ,i-,--.JJH+'il1 cJ,-il-,-iJl .J-) i.3'bc (-l
related to human safety); (Ot-',)t Ol-1+

f) functional (e.g. maximum speed of an aircraft). .(">Utt ,-cr.-ill e-!l &) {-,i&-- , 1,
o r ,'u ?V a.si.- hoo.com re rhl uJo3q EJqr rLfr.r.o - Jl"ri 6rlll ,-r-aLr r.^bts,.{ , A
 ( ,rt-tt-tg ur-ht- IrJFfi tJltl FIi3 ) T .I c- I * r gi.il a4t '
'{ a#l4efl f.i€bl,f
3.LO.2 Qua I ity characteristic !.-li : Y-\ .-l
a.r:+Jl

inherent characteristic (3.10.1) of an object (3.6.1) 6l'n (l-l-r)#Kll i (\-\.-r)ij.ls ** li

related to a requirement (3.6.4) (t-1-r),,JLr I

Note 1 to entry: Inherent means existing in

"*.i # ir:+:rll ,#
or^lSll :;;x.r.oJl.,le \ iJiJ-
something, especially as a permanent characteristic. l;. l- le ;
.i-il.l Ut U-li J-i ,+ .L
Note 2 to entry: A characteristic assigned to an .Jl") s3tSl ir--ll ii.-lJl :t3r^Jl -.lc' Y iJ.J-
object (e.e. the price of an object) is not a quality .,jl$l l-ral;.r3p 4J.-\i dr*.,Jl (CtSll e
characteristic of that object.
3.1.0.3 Human factor l"-l '-\: qi;'.iJl d.tJl :
characteristic (3.10.1) of a person having an impact JH{J kl ..1A u,-r.il (\ - \ . -f }{i.-li
on an object (3.6.1) under consideration "J'
:S'Yl C-:^ 1^ (\-l-r)dFls
Note L to entry: Characteristics can be physical, OF ,Ji Ofu 4a11,, :.,11 :L3r"Jl ,+ \ 4!-J4
cognitive or social. .11c1.i+l ,1 o+r ., qu-. /a1';,'t
Note 2 to entry: Human factors can have a significant Oj$ OI OS.J tJd,Jl .J^b'll :Ljr^ll ,Je Y ilJ-
impact on a management system (3.5.3). .(r-o-r)6Jlr)l ellil ,+ r#s JSL td
g.io.+ Cornpetence 6etisll : f-l .-Y
ability to apply knowledge and skills to achieve 6iG-r d+l (J,A sbkJb aiJF-ll J#ln .J' -urill
intended results ;r_r-iJl dl::Jl
Note L to entry: Demonstrated competence is
Ct *r U!-i air:.ll 6ctiSll :i-t3uJl ,rJc. t ilJ[^
sometimes referred to as qualification. .dai,.ll lCi
Note 2 to entry: This constitutes one of the common crl-lL-.Jl .si clh .Js4 :fu_e.ull ,JcYeJaJ-
terms and core definitions for ISO management 6Jl.) | ftti crti.-b^l 4;-l*.,! I ,--ir..11,,:J!, eSJF^t^ll
system standards given in Annex SL of the
Consolidated ISO Supplement to the ISO/IEC '-J Jl j;Ji 6J rr SL ,jJJl os a.:-;!ell J-!Vl
+Jp* , ir*:ll. \ ei'+ ISO llEC crlrtl)
Directives, Part 1. The original definition has been i oJ..Y1
modified by adding Note 1 to entry. alJ- iil-^.}+ aj-,r.Jl ,Je \
3. 10.5 Metrological characteristic ,rSIl 4i.-ti.: o-\.-f
characteristic (3.10.1) which can influence the results
of measurement (3. 11-.4)
.+ -iS 6l irfu #J (\-\.-r)i**J[q'*ul
(1-\ r-r")usr d13
Note L to entry: Measuring equipment (3.11.6) a.rte (1- t I -f )trlCl a.r*o :iiloJl .rJe \ eJia).
usually has several metrological characteristics. jtt lt/a+$t .r;t -iJl iF rr"dl l+l d,s; t
a.,=".

Note 2 to entry: Metrological characteristics can be ..Ji OS.J ,r!il| L,,.dl.-i :i.t3.r.oJl ,Jr Y ilaJL
the subject of calibration. .i;;t _ ty:_r O:53
3.10.6 Configuration +*f:ll : 1-l .-t
interrelated functional and physical characteristics e!.!i^ll q.tJ!:'lo+1.:ll (\-\ .-f)uil-,-ill
(3.10.1) of a product (3.7.6) or servie e (3.7.71defined
in product configuration information (3.6.8)
,/ u.r--Jl (v-v-r)Lri!l rl (1-v-r)exJl
[SOURCE: ISO L0OO7:2003, 3.3, modified - The term
(A-1-r)e=dl #*F oL3l,-
"service" has been included in the definitionJ dJri,t-l eY..\" :\.r.V ,-!i :-.p.-"1[
t.4udlf et' a+Jrl p 'L.*ll' elt -"

or ,'n?A asi..o .com ,e rlJl s-L-,.5305 rt iL..o - JUrl Eil.tl ,-uls i.:ls-r ,.i
 (ef-lb,at 19 s,**l-r.JEJl tJt{ Flir ) t. tc- |... gj{Ailrfl ri{$tf li€t l,f

3.LO.7 Configu ration baseline +-:S!l ,JrLi : V-t.-l

approved product configuration information (3.6.8) r\ri ,slll 6r;i'" Il (A-1-f)elr.Jl dl:rSl crLrJ.-
that establishes the characteristics (3.10.1) of a -r)Lri.ll ri (l-v-r)aiiJl (r - \ . -r)u,-31 -i
product (3.7.6) or service (3.7.71 at a poiht in time
that serves as reference for activities throughout the {t.ar1J e.-rs dsi-; .J!, 1;i.3 ilii j (v-v
life cycle of the product or service LJill ,i U:i.lt ;l+r ay ,J!rL
[SOURCE: ISO 10007:2003, 3.4, modified - The term dJr.-l st-Y .1..f :\...V ,.;gi :-,rt. J[
"service" has been included in the definitionl
[, !J"!f o"p "L-riJl' elL.-"
a-=.-;.rl

3.1L Terms related to determination rrr-ill-1 i.Cl-Jt ol.t c{;tJl : \ \-f

3.11.L Determination 5r-ilf : \-l !-f

activity to find out one or more characteristics (\ - \ . -l)r,-3L-ill ,-* -rlSi 3i sle liJF.l -tl*li
(3.10.1) and their characteristic values rC6jdt #lr
3.tL.z Review i.'.-.!"ll : Y-t't-\"
determination (3.L1.L) of the suitability, adequacy or (\ \-v-r)irLti ,1 ijis ,i i^ct- (t-t \-t)qs:
effectiveness (3.7.11) of an object (3.6.L) to achieve (l -V-f )ica*-e"ll .-iluYl d4i-i (\ -l-f)dril$l
established objectives (3.7. 1 )
EXAMPLE Management (3.3.3) review, design and d+i111 llo r6ll.rYl (f-f:f)ir+l;* :JlL
i,rs.

development (3.4.8) review, review of customer (l-t-f)ot,\L'ro {,-.1,. (A-f-r)Ji+nlb

(3.2.41 requirements (3.6.4), review of corrective -t V-f)o-:r;ll e!F)l i'+b. .(t-\-f )dr.'ll
action (3.L2.21and peer review.
.JiLdl 1'-. b.r (Y

Note L to entry: Review can also include the "U+t i-. ]ll :fuj,r,"ll .,J- \ t!.)-
,Ji OS^J
determination of efficiency (3. 7. 10 ). ('t . -V-f)4Jliill/6"tiSll .y.3 O.^:ll
3.11.3 Monitoring '' u\l : t"-l l-\"
determining (3.11-.1) the status of a system (3.5.L\, a -f-r) dLc, ,i (1-o-r)etLi ilt- (\-\ l-r)rir=:
process (3.4.1), a product (3.7.6), a seruice (3.7.7), or .Lt ii ,l 1v-v-r)Ls ,i fl-v-r)e!. ri (\
an activity
Note L to entry: For the determination of the status AF Of dJS.J illJl +.r.:l :ii3uJl ,rJc, \ 1!J,.
there can be a need to check, supervise or critically .i."-.,lJl i}.)-Jl ,i -i5fyt , U,-.iIl i.-L dlEA
observe.
Note 2 to entry: Monitoring is generally a iJlJ q.r-i 9 L3,"c, ', UU :il3.uJl ,Jc .f eJ"J-
determination of the status of an obiect (3.6.1),
carried out at different stages or at different times. d ,i aibi- tJ-! ,J '+on -i ,L (l-l-f)irFls
.iili- crEjl
Note 3 to entry: This constitutes one of the common crLlt -.Jl .r-i clJi #-ig :fu3r"ll ,rJa f ilJ*
terms and core definitions for ISO management 6Jl.yl i;-,Lltl .-ilJl'ilb iS-JF^i^ll
c.,Li.-!Fl
system standards given in Annex SL of the fllx
Consolidated ISO Supplement to the ISO/IEC '-J ll ,.1,.,"1 .i-L ,t SL JJll ,rs ;.r:!eJl rljl
Directives, Part 1. The original definition and Note L iliJl-lb qsJ.-!l , q,;*:]! .\ oj+ ISO/IEC crlrL!)
to entry have been modified, and Note 2 to entry has
been added.
i ajrr^ll ,JeYe-L\ ,glr*, i airr^ll ,Jc\
.kriuJ
3.LL.4 Measurement
process (3.4.1)to determine a value ..$,JT:,:;;J
Note 1 to entry: According to ISO 3534-2, the value i+$ll e \-Yoll r-!5 Eir firo^ll ,Je 1 iJi.)-
determined is generally the value of a quantity. .eJeSJl 4i 4+j1 *a i.r.s*ll
'l^c

o r ip li lai.- hmhussien@yahoo.@m .-6Jb! nrlo3s E.te+ 1L.f;r...o - dlrri6-tl.r!.pr$ s-

 (ot-tt".-tt9,r-$ -r{F l flrt ;rfir ) t. tt- !* r qFf -rt9 r{ a{+d!^afl ai€bl,f

Note 2 to entry: This constitutes one of the common crLl!.-.Jl si dlJi ,JS4 :fu-er^Jl ,,J'\A!J-
terms and core definitions for ISO management 6-.1l.yl CUA: eiti.-!3J 4J-,I.,VI -l-,rlr.iJ!r €ll^i^ll
system standards given in Annex SL of the
Consolidated ISO Supplement to the ISO/IEC '-_r
Jl al ,iJ dF SL ,jJll os ir-;!.eJl :ul.,Jl
Directives, Part 1. The original definition has been +!.r*: i J.-11 , irr;ll. \ rjF, ISO /EC crlrLlY
modified by adding Note L to entry. .L3r^ll ,Jcl eJaJ- i"1..1+
3.L1.5 Measurement process .r$ll +tc : o-\'l-\"
set of operations to determine the value of a 1^ 4ySJ 4+ qr-tl drl*lJl g^ Le3,.-.
quantity
3. L1.6 Measuring equipment .r$ll Ar'-a : 1-\ l-f
measuring instrument, software, measurement r!,. Ji Lill 1,-_ ,r!- Ji c-rl;;.; Ji .rS jk+
standard, reference material or auxiliary apparatus
JHiJI 4".1)J la:.o e.t 3i ;rrl.,* l-.la;i ,i 1*=r*
or combination thereof necessary to realize a
measurement process (3. 11.5 )
("-t l-r)cr$l1 4j.e
3.L1.7 inspection ui$fill : V-l \-\"
determination (3.L1.1) of conformity (3.6.11) to -r)crUtr;^ 6^ (l ,t-1-r)4+1J.^lJ (1-\'l-r)+s:
specified requirements (3.6.4) 6.r.r.r.o ( f -1
Note L to entry: lf the result of an inspection shows ''ue lri UScll i++ i :L3r^Jl ,,Jo \ ilJ..
conformity, it can be used for purposes of .('! Y-A-r)Cp-:tt .,r.bF! Q*|.':.'i .,1 ,ii,lLJl
ds-J,
verification (3.8. 12).
Note 2 to entry: The result of an inspection can show J+!': ,ji dS^'r- {Jillfill 4+jll :i.i3.r^ll ,Jo Y i}*)-
conformity or nonconformity (3.6.9) or a degree of
conformity.
.4ElL^Jl
-i.=_'r
:i (t-1-r)4!1L.ll eE :i 44ll" ll
3.11.8 Test Jlii-Yl : A-\ \-f
determination (3.11.1) according to requirements ri alrlr,..l(f-1-f).:r,ll-i I t&r (l-t l-f)qs:
(3.6.4) for a specific intended use or application t't's'o tr' 6t J#L3
Note t to entry: lf the result of a test shows '-Ue l'i -,rFiYl i+jll li! :L3.uJl ,Je l a!J.o
conformity (3.6.1-1), it can be used for purposes of la-olrlr..,l Ofu +i!i (\ \-l-Y)o+tt ^lt
validation (3.8.13). "61,tr!
3. 11.9 Progress evaluation ,*JIi;],fJ
<project management> assessment of progress made ,jb'i-J i i .f .ll r.ill ft#$ <t_:_*^tt ilrl>
on achievement of the project (3.4.2) objectives
(3.7.1) (\- t-r)trr.l^ll (l -v-r)eilui
Note L to entry: This assessment should be carried $c 4lf+J ,,'iJ f#sijl l.la :i-t_er^ll \ AIs)-
out at appropriate points in the project life cycle "Jr
a!- -'_xr ./ i+-,EJl .tliill
-f)cr!J^e
across project processes (3.4.1), based on criteria for "! Zrr-tl
project processes and product (3.7.6) or service r:Frt c'rar^c
(3.7.7l,. d-:rji:TJ i..#,$l
Note 2 to entry: The results of progress evaluations Ol iS-- p.rfill crL*ir grE :+i3.^ll .b \ alaJ-
can lead to revision of the project management plan (l \-A-r)ar;,Ltt fhJ i-14 dr+^"-''/e+ix A etg
(3.8.11).
ISOURCE: ISO L0005:2003, 3.4, modified - Notes to
4h-l st-Y sY..T :1. . .1 _ui :jtr. J[
entry have been modifiedl [k!r'l a: i:rull ,rJe crlJaJ-ll
3.LZ Terms related to action ,J,il! a$lJl crlS olt-JlY-l : \
3.L2.1 Preventive action jEjl gl'.iJl: \-\ Y-f
action to eliminate the cause of a potential il"i--Jl (1-1-r)4+tt^11 1.u ,.',... iJlY ,iFlM
nonconformity (3.6.9) or other potential undesirable .-. Fy , i{Jo
situation.
;e c!C.s,. ,y lo-r*t -li

o r rr € r L:i.- hmhussien@yahoo.@m .srl.I! lJa3s 6Je+ rtff'.0 - .JL*i -o;l.l!

,p-1+ l:Lr- ..r
 (,rtatt .at lg slrllht-3rg+lt 3Jf4 Flrl ) T. lr t* r ji.rf ?atg'{ etr{!.efl ?.i€bl,f

Note L to entry: There can be more than one cause iF JiSi dbo O-i,Sl iri Csa :i.ijull .rJc \ A.tr)-
for a potential nonconformity. .ild--ll illJ.^ll Cil sb ,.,t."
Note 2 to entry: Preventive action is taken to prevent ;Ji-)-
occurrence whereas corrective action 13.L2.21 is
d.J 'lliit + ,,.3tlrtl d*ill :tuj.:^ll ,rJc, Y
oili:l + (Y-\Y-Y),#.-+r.-:ll cpll L+ ,*r,r-lf
taken to prevent recurrence.

3.L2.2 Corrective acti on ,F+F.-:l; ,:i] ;5ti

action eliminate the cause of
to a nonconformity Ci._r (1-1-r)4iill^ll eJe c,11-, il!) ,iFlb
(3.6.9) and to prevent recurrence tS_'o:!,$
Note L to entry: There can be more than one cause dr. JEi elEa OA ,li ,:lsa :fu3.r^Jl .rJo \ AJ"J-
for a nonconformity. .qtt ll 6.uJ .t=!e
,...rr-,,

Note 2 to entry: Corrective action is taken to prevent oi[-il -J *+F-,ill J'ill .,Je Y aJoJ-
:fu3.r^Jl
recurrence whereas preventive action (3.L2.L1 is L+
taken to prevent occurrence. * (\-\ Y-r)iEjl Jhijl &rJ-lt -)!.F e$

Note 3 to entry: This constitutes one of the common crl-l!.-^ll .r-i dlli JiSiiJ ,*r-r;;t fS
terms and core definitions for ISO management ;1lr) I rux crti.^-!l 4J,,L! I 6J1,iJb is_.,i.i^Jl
system standards given in Annex SL of the
Consolidated lSO Supplement to the ISO/IEC J-r^ll ,,,1s1 .jJ ir. SL JFLII os ;5!5Jl a.;,,:l
Directives, Part 1. The original definition has been +!r,: a, , iu'ill. \ oi ISO/IEC crl.rll-1Y
"t^-Yt.ij,r^Jl
modified by adding Notes L and 2 to entry. .,lo Y: I crlJ.=)- 4i[;l+
3.t2.3 Correction 'ei-.-:ll : f-\ Y-\"
action to eliminate a detected nonconformity (3.6.9) f (t-1-r)inE^ll .u i{j} cJ*i
l+rl"fiSl
Note L to entry: A correction can be made in advance cri-9 d 4J!+! OS.J eF.ill :i-ij.uJl ,Jc \ aJ.J-
of, in conjunction with or after a corrective action (Y-\ \-f)s.*Jr.-3ll cj'rll r*+ :l g^ r-rlFlr; el-
(3.L2.21.
Note 2 to entry: A correction can be, for example, )-3^ C,.! Oi iS^," eF-^-:ll :fu3r,"J| ,sle Y {}J-
rework (3.12.S) or regrade (3.L2.41. ( r-'t
y-r)a.:.-)il .!r,: ,i (A- \ \-r)&ll ;rlc,J
3.L2.4 regrade 1*_,,$t q!-t:: {,-lY-l

alteration of the grade (3.6.3) of a nonconforming -v-r)L.i _ri (l-v-r)a3i. (r-l-r)i.=JJ rri:
(3.6.9) product (3.7.6) or service (3.7.71 in order to J ,3*U+ 4t+l (l-l-f)LtlL JF (V
-l-f)crltlt.r
make it conform to requirements (3.6.4) differing
from the initial requirements
.il-fl ciJ!;^ll * . ;h:.r (t
3.L2.5 Concession : o-r Y-\"
f-rtct
permission to use or release (3.L2.71 a product -r)A+ il. (v-\!l-r) elfyt 31 ,lrlr''l+ 61Jl
(3.7.6) or service (3.7.71 that does not conform to
-f)oL,Iti.ll C. d4tt -r* (v-v-f)L.r:, ,i 1r-v
specifi ed requirements (3.6.4)
(t-1 6.r.rs..ll

Note 1 to entry: A concession is generally limited to eJlj ,3Je )^-iit LsJ,sc .JEill :ii3.uJl ,Je\{liJ-
the delivery of products and services that have
J;c (\-\ .-Y)urjL-i U ,Jl .^:LriJ!e grl.rrJl
nonconforming (3.6.91 characteristics (3.1-0.L) within
specified limits and is generally given for a limited li"Sl | !, . .,lo-i: iil'- rJJa ss (1-1-f)4irl.L
quantity of products and services or period of time, O.jJl Lr 6jil J\ eLsJ! grl.'ir Jl i;o 6JjJ.r,o
and for a specific use. J \- o ll$Jr.YJ
3.L2.5 Deviation permit r-9Flt+ g'..F : 1- \ \-l
permission to depart from the originally specified )...i 6r\- Jl (t-t-r)crL'lLt ll e rrFl! ClJl
requirements (3.6.4) of a product (3.7.6) or service 4iilsr ,J+ (v-v-r)Lrijl
(3.7.7l-prior to its realization
,i 1r-v-r)a3Jl
or ,',1 tl i.ri,- E.t* 1Lfi.".0 - ,Jl"ri 611.:l ,.rr1+ F
 (ot-tt -tgur-It-err+tf SJbt Flll) t.t*- l* r qi+f tt .rtta#4b^attlioblt
Note L to entry: A deviation permit is generally given Lol* rja-lla g,.f$t :i:3r.ll ,Je\iJ.J.
for a limited quantity of products and services or "-t+
;yil
period of time, and for a specific use.
,Lil ,-* ,i ,.rLs,l!e a3l.rr Jt 1)a 613 r- . t1^Sl
. JJ.s-6
elJfi*YJ
3.t2.7 Release e3llYl - Al,rs)l : V-l l-i
permission to proceed to the next stage of a process (\-t-r)4rl^*Jl ,y qllll ituFll CU!
(3.4.1) or the next process f.o+ltilt,.JttuY!
{J^-Jl C ,l
Note 1 to entry: In English, in the context of software 6!* ,f ,LjJ-j-. )l AJll.1 :i.t3.r^ll ,,Jc 'tlb)-
and documents (3.8.5), the word "release" is lSS ,'r.r ;' Lg).tll e-K (o-n-f).$Ejlr e.lrjt
o
frequently used to refer to a version of the software
.le ,..ir 4iiil ,i e.u;t cl. -,rh.-! C uuQlt
or the document itself.
3.12.8 Rework ddl Erlel : A-\ Y-l
action on a nonconforming (3.6.9) product (3.7.6) or -* (v-v-r)Lo :i (t-v-r)a+ .J' ei cJ+
service (3.7.7'l to make it conform to the . (1- r -r).ru.k^ll 6{l.L 4t+J ( 1 -1- r)d;rlL
requirements (3.6.4)
Note 1to entry: Rework can affect or change parts of & ,ig ,ri cs+ dL"ll ;rlc! :i:3-r.Il ,Jc \ ta-)-
the nonconforming product or service. ..-lill"Jl J;e Lri.ll ri A3LJI * o!*i d _1++ _ri
g.iz.g Repair
C).-)l : 1-t t-f
action on a nonconferming (3.6.9) product (3.7.6) or re (V-v-r)L)i ri (l-v-r)eL .J' + LI,r
service (3.7.7l'to make it acceptable for the intended r_r-Lil ,lr*.")J $- {t+J (1-1-r)J[\L
use
Note L to entry: A successful repair of a rl d-! Flll C)-,-)l :tu_e.r^ll & 1 aJaJ-
nonconforming product or service does not
necessarily make the product or service conform to
rl AlLll -.lr.;r-.alli ,J'*i Y OSll"Jl -ra- Lrill
the requirements (3.6.4). lt can be that in elli cr3.s dls.*i .(1-f -f)cr\Jh^ll Ogi{l.L LriJl
conjunction with a repair a concession (3.12.5) is .sUi ,.,lt.r liJ (o-l \-r)cljuill C. C)-.-yl olrot+
required.
Note 2 to entry: Repair includes remedial action ,rJ.c &i ,.l!^-b$i ,Je T a}J-
C).-yl :fu3.uJl
taken on a previously conforming product or service cj+l u^ qL 4!1J.. Ll. -ri A* pi
to restore it for use, for example as part of "Jt "ili3l
.ijlt. ll cl. cj+S dlj^ll dJ+-,"Jr alrlr...\ d.:L;l
maintenance.
Note 3 to entry: Repair can affect or change parts of ;3J dri OS^,'- C)-,-)l :fu3uJl ,rb f il;J-
the nonconforming product or service. "J'
.g1i1l!.ll L.rJt J+ ,i arr^:t ..,. o!*i ,/ -*.: _ri

3.12.10 Scrap ri)r-ll --iliyl : \.-\l-f

action on a nonconforming (3.6.9) product (3.7.6) or -,p (v-v-r)Ls _ri 1r-v-r)e+ "1. d"r *
service (3.7.7l.to preclude its originally intended use r_:"-6Jl arlr:.:..l 4J1-'t"l eLJ (1-1-f)dfill^
EXAMPLE Recycling, destruction. i
).-l
.*.$Jl ., ,l.riiY|/-1ll sJt arleJ :qJl3.

Note t to entry: In a nonconforming service .iirtt^ll J+i L.Jl AI1. os :ii3.r.ll ,Jc I ili-)-
situation, use is precluded by discontinuing the Lrill -iq) &Jt Jc, 4,i^ ar; al-ri:-'Yl
service.
3.L3 Terms related to audit 6jrsll+ aCX,ll olr cr!I,;'Jl :'l\"-l
3.13.1 Audit
systematic, independent and documented process ,I.--X,-erri a-6Jr. a$i-* J,: ;:;;il
(3.4.1) for obtaining objective evidence (3.8.3) and 5r-il A*":;_n 4-.!i3- J (f-A-f)d*y 41,
evaluating it objectively to determine the extent to "J.
which the audit criteria (3.1-3.7) are fulfilled (v- \ r-r)d$rlll _,,1+r. clig."yr;;S crJ^

e r ,'r^ € I fai.- hmhussien@yahoo.@m .gJLt! lJ.ir 6.tc+ 1l.iL.,o - ,JUrl -orl.r!

.-r,.ol+ r.:ls-o ..iL!;ls.
 ( otrtt otlg u*.rlt - ) Y. I L t * . 3i.r-f Allr$ q.dl{itt ?.i€bl,l
argrylf alFt Fbr

Note 1 to entry: The fundamental elements of an d*'!r:ll il-,l.,!l '.-.b'll :i-i3.r^ll \ 1.t=)-
audit include the determination (3.11.1) of the "Jr
(\ \ -l-r)n!l!" 6J.c (\ - I I -r)+s: O..-bn
conformity (3.6.11) of an object (3.6.1-) according to a
procedure (3.4.5) carried out by personnel not being a!."!rl o'rliii + ("-i-f)rb=J tl,U 11-1-Y)CIS
responsible for the object audited. .ql' .-F.^ll iritsll ip c.r*i:3* J1c Jbl
Note 2 to entry: An audit can be an internal audit LgErs$ ,js.i d$r$l :i-i3uJl ,rJc, Y A.tJ-
,"ljS* LJi
(first party), or an external audit (second party or
third party), and it can be a combined audit (3.L3.21 ,i .lE .ilt) o..rK ,:$s :i (c!i -i-;t) .Fl.
or a joint audit (3.L3.3). ('l-'t r-r)e^- 6$$ AjS; Ol drs.ir .(eJE -i=$
. (r- \ r-r)d!:^i^ cl$s ri
Note 3 to entry: lnternal audits, sometimes called bU'i r#J slilJl ,-!S..$ll :i:3.uJl ,rJof;Jis)l-
first-party audits, are conducted by, or on behalf of, (l-Y-f)LliJl aL*bi o\jiii f+ ,l:!t , ULll r9+s-$
the organization (3.2.1) itself for management (3.3.3)
review (3.11.2) and other internal purposes, and can (I-\ \-f)a.'.=..!.1," eh l+b r-r.3i1 ,. ri l*...ii
form the basis for an organization's declaration of ,JsiU dri ,:,sar ,LLlr a+1, (r-r-r)6JlrYl
conformity. Independence can be demonstrated by i+Dfi-,Yl. 4!lJ.^ll d. 'hV\
q'il$l ;.^iai^Jl ..1)-y 1rLi
the freedom from responsibility for the activity being
audited. Cl {J.;fit u,e a+lj-"^ll g,. -n:l! ta3
ebtyf Os-J

f+. 1.e"+.)1

Note 4 to entry: External audits include those l" r.l'a^:il- cFtlJl ,-},6.l3Jl :L_e.ull ,Je{'4J.J-
generally called second and third-party audits. , i:LU d+e$ .e,lt1b ,jt3ll , Ul ll
Second party audits are conducted by parties having
.*t+ Ute ,r-^,,,
an interest in the organization, such as customers # A-L. gt .i!'t'l ..!Jt * \ e$l # ,jllll
(3.2.41, or by other persons on their behalf. Third- ar$ Odl;'i .rtirl ,l 1t-t-r)")-,ll f- e-gi.lt
party audits are conducted by external, independent 19Ee$ crl-l:. 4+ lrfi .3Jt3ll , ULll 6$$ e 6jc
auditing organizations such as those providing 4ll.Lll $.;frla*t e.rfi dl 4b & ili:*,* io_.-.;li
certification/registration of conformity or
governmenta I agencies. ri
.r-,'.3S-Jl crYlS3Jl

Note 5 to entry: This constitutes one of the common o

crt l!.- ll -r=i clli dS4 :fu3"r^Il ,rJc, al;J-
terms and core definitions for ISO management 6Jl.yl fuii eli.-b^J !1-L! | .-i,Jt'ilb iSJl,i.Jl
system standards given in Annex SL of the
Consolidated ISO Supplement to the ISO/IEC '-: Jl r-!i ,iJ u SL dFLll os a.r-;$l -ly:l
Directives, Part L. The original definition and Notes c,lla-)-l!, ,J.-!l , iu.:Jll rjP.lso/lEc erl.:t!)
to entry have been modified to remove effect of crLij.r.. ,-1,1; d"'lll JiL e{jy e4-lJJ'i i ij-9r".ll .,lc,
circularity between audit criteria and audit evidence f crlJ.JJ! j1s.$Jl il.L d$$ll _.r!,- e:+u
.,
term entries, and Notes 3 and 4 to entry have been
added. .r*$|;l P i:rull ,*t s
3.L3.2 Combined audit g--ll ,j$$Jl :Y-'ll-f
audit (3.13.1) carried out together at a single auditee -lr-r)qb .r- .=-b oilifi e+ (\-\r-r)6$,rl
(3. L3. 12 ) on two or more management systems
(3.s.3) J" u^ J3s,i ri o'r$l ,rb 6.;. ,Js+ sle (\ \
(r-o-r)uh)l
Note 1 to entry: The parts of a management system OS^" .Jl 1lr)l eb o!+i :a:3uJl ,rJ' \ i}-)-
that can be involved in a combined audit can be ,-y":L * y+^ll J*IriJl .,.i cJ-s Oi
br-.r^i Ofu
identified by the relevant management system
standards, product standards, service standards or ce$iLll -;gt'.o riJ^-ll crli 6Jl.yl ellii _.;,u*l.-o
process standards being applied by the organization 1!*h 4i+till l1I-Jl JgL. rl LJill ;rgL-o
(3.2.1). ,(\ -Y-r)a^ln.ll
3.L3.3 Joint audit dLi.t^ll .jg$ll : l-\ \"-l
audit (3.13.1) carried out at a single auditee (3.L3.L21 - r-r)+iL ,S- \ r-r)di$$
"+4 r+ (\ -
\
by two or more auditing organizations (3.2.I1 "J'
(\-\-r)ci\.J;;^ dF -nsi ,i .:$t aL"bi sle (\ \
.9$$l
or,',.ottti=i.- hmhussien@vah@.@m rerl.ll pJ+iqB.ls rL&-o-Jtri 611,.:l ,.r.oLr r,:ls^ ,J
 (crUL.at19 gv*l-3{F t tJH FJIS ) t. to.- 1*. ci*f ?alt'tl1+.at-ri$ai€bl,l

3.13.4 Audit programme .i$$ll ebr : {- \ \"-l

set of one or more audits (3.13.1) planned for a e+ (l-\r-r)dprrill ,rl;J.. ri a.c,r^.-
L'^ -Jisi
specific time frame and directed towards a specific le
e*rri tr-r r.r-." .o-l.oj tl.t! i l4J.+.3
J+ri-l 3oi
purpose
ff.s-o r-ifA
ISOURCE: ISO LSOLI:201]., 3.13, modifiedl
t,J.;.,'! Y-\"cY.'t \:\1.\\ s;r;l: -l'. JIJ

3.13.5 Audit scope ,-i$$Jl Jl+.: o-'lf-\"

extent and boundaries of an audit (3.1-3.1) (\ - \ r-r)6$sll 5.ro3 asr..
Note 1 to entry: The audit scope generally includes a Ll.c i,t-+ ,-3$$ll ,Jb- :Lj.r^ll ,,& 1 iJ"J-
description of the physical locations, organizational {-J;^ll drl'-,ju .qrlJl iFt$ , i. t9 ir.o*:i;
units, activities and processes (3.4.1).
[SOURCE: ISO t90LL:2011, 3.L4, modified - Note to
.(\-t-r)o!t*lb eJ-i$b
entry has been modifiedl -JJ,i ,\l-\" eY.\\ :11.\\ A1 : _1,. Jll
[k!.,s ,: Lrr.Jl *!
4L>-:t
3.13.5 Audit plan ,j$r6ll 4.ti : 1-\ f-f
description of the activities and arrangements for an .(\-\ r-r)d$r6Jl c,l.-4.-;3 4-t.^:'i\t , i. u
audit (3.13.1)
[\o-f cY.\l :\1. \ \ _l_lti : _l', J[
ISOURCE: ISO LgOtL:2O!1, 3.15]
3.t3.7 Audit criteria .-}s$Jl _,'l+- : v-l \"-l
set of policies (3.5.8), procedures (3.4.5) or - t -r)crlrln) (A-o-r)o1*.1+Jl g," i-3,a;.. oa
!-,
requirements (3.6.4) used as a reference against
which objective evidence (3.8.3) is compared r+ eF lsori'r.ol + (t-r-f)crLlin^ll ri (o
. t (r-l-r)6i!Jll .-iu {::!i.
[SOURCE: ISO L9Otl:2OLl, 3.2, modified - The term
"audit evidence" has been replaced by "objective -JJri eY-\" cY.'\ \ :l1.ll ,.1,Ji : ;r.-.Jl]
evIdence"] [',jSsll . ira " -, cjl'r'i..,l i"(.i$sll dj']i elt-
3.13.8 Audit evidence / ,J+t. : A-'l \"-l
.j$.ill OtA-,;r1

records, statements of fact or other information, .,ll .sF!l crL_rU1 ,i ..Flill 'rl,iL"; d.)b*,Jl
which are relevant to the audit criteria (3.13.7) and .1$. Ji-il drs^f (V-\ f-f)dH!$ll Jld'^, lr:.;
verifiable
[SOURCE: ISO L9OLL:2OLL, 3.3, modified - Note to
-cjr'-i ,i-\" e\.\\ :11..\\ ,-rgi : l'. J[
entry has been deletedl [k!s.: LruJl ,rJ' 4.LJ-lt
3.13.9 Audit findings .jj!$ll e[ii : 1-\ r-r
results of the evaluation of the collected audit &^--Jl i ,J.Jl (A- I r-r)dir6$ll .H. frr$ dtil
evidence (3.13.8) against audit criteria (3.13.7) .(V-\ f*f)d!$rill -.,1+'- g^ tu-.rliJl+ +J'
Note 1 to entry: Audit findings indicate conformity e.:-.u ,-#r6Jl AJtir :fujr^Jl .,Jc \ lls)j
or nonconformity (3.6.9).
(3.6. 11)
( 1 - 1 -r) rr\J;ll
r.rc ri 1 t t - 1 - r)4+l!.jyd{llnll
Note 2 to entry: Audit findings can lead to the :r.t.3 :l jS+ -iF$l dE :i-i-.roll Jc, Y ili-)-
identification of opportunities for improvement ,,r rl (\ -r-r)d*,.,,J1 ,rt +.l.j Jl
(3.3.1) or recording good practices. "!i crL1;lJl
.6r*+ll
Note 3 to entry: In English, if the audit criteria i ,;t+slt -.r!- i tiC+1Yl1 :i-i3ull ,Jc filJ-
(3.13.7) are selected from statutory requirements
artii .rti 4t^llill ,i 4-r6tt grl,ll^'i Jl C", .r ut$l
(3.6.6) or regulatory requirements (3.6.71, the audit \:v

finding can be called compliance or non-compliance. .,-$!-C1 eb :i ,F!-fll ,.r4.,J cJl ,jfu,j$$ll
[SOURCE: ISO 1901L:20tL,3.4, modified - Note 3 to -JJr-l st-Y eY.\\ :\1.\l s-nl: _,p--."1[
entry has been modifiedl [kli.r'j.: tu uJl ,rJe fi'lJ-ll

o r ip t t aai.- hmhussien@yahoo.com .sll.l! Itlds BJe+ Jlff.,." - .Jtri !-rlrl .-.-.1+ u.alr-o ..iLl ait-:
 (ot-tt--t lg o,**t -irJ6lf aJt4 Flis ) t. lo- 1* r .rjJf :.rtj. rtf -t. tffl aicful,l

3.13.L0 Audit conclusion .-!S.6ll a-,.)E : \.-\f-l

outcome of an audit (3.13.1), after consideration of -f)dti!$ll -ifui -.rl+'Yl €r riYl r+ d1s$ll dl.
the audit objectives (3.7.1) and all audit findings .(1- \ r-r)dHeJ:Jl (\ -l r
(3.13.e dLit ,Js_,
)
[SOURCE: ISO LSOLL:2011, 3.5]
[o-f s'f.\t :\1.\\ -ul : -"r.-^]l]
3.13.11 Audit client ,3$$ll aejl,b: \\-lr-r
organization (3.2.1) or person requesting an audit - \ r-r)ciH6$ll , .,1L, q;$l rJill ,( t -t -r)a-l;^lt
(3.13.1) -(\
[SOURCE: ISO L90LL:20LL, 3.6, modified - Note to
entry has been deletedl -cjr*-i ,1-\" ,Y.\'\ :\1.\l sll: ..1.r.,-Jl]
|,o3lJl ,: +:ruJl al.g^tt
"J'
3.L3.12 auditee qlc, .$$Jl : \ Y-.l f-r
organization (3.2. 1) being audited. .l++l' .i$sll + ..Jl (\-v-f): -ut t1
ISOU RCE: ISO LSOLL:ZOLL, 3.71 [v-r st. \ \ :11. \ \ *l: _l'. l[
3.13.13 Guide {lJl - ''iJ^ll : \f-\f-f
<audit> person appointed by the auditee (3.13.12) to
aissist the audit team (3.13.14)
.let
"j (\ \-l r-r)qlc .-F$ll .J+ u" 4i#,fi + Uill
(\ f-\r-r)L*rsll .-hj
ISOURCE: ISO 19011:20It, 3.t21
[\'l-rcY.\\:\1.\\ J]\ : Jr.-lll
3.13.14 Audit team {-\f-f
.-5$$ll &_f : 't

one or more persons conducting an audit (3.13.1), ,.ji.$Jl+ AFrri (\-\f-f)i,jGr^ll .-r. _$i ,i o!,
supported if needed by technical experts (3.13.16) (\ 1-\ f-f)O#ii oh- 4+lJl -ric p4-ocrr-e

Note 1 to entry: One auditor (3.13.15) of the audit O" r*b (lo-tf-f)r.:nu lfu3.uoll ,J. I i.EJ-q
team is appointed as the audit team leader.
,j;s.ill ,-5rJil .il.is uSil di ,.elr$ll crJ
Note 2 to entry: The audit team can include auditors- (.J.4 ul dJs+ dSsll (.3Jli :aj3ull ,Jc' Y iL)-
in-training. ,.,r.$ll ,-,-i Ojii&
ISOU RCE: ISO 190LL:201,L, 3.9, modified]
t1J* c1-l Y. \ \ :\ t. \ \ :-lll : -,1,. J[
e

3.13.15 auditor ,-F.^ll : \o-.lf-f

person who conducts an audit (3.13.1) (\ - \ r-r)d$Jd\ rrry q'ill Uill
[SOURCE: ISO LSOLI:20L1, 3.8J [A-f sY.\\ 1.\\
:'l J1,;lt -.r'. J[
3. 13. 16 Technical expert .tst -+Stl : \1-\f-r
<audit> person who provides specific knowledge or ,rJl ;L. U+i Jl
'4rr esl csll r-.,;ill .,jSsJlt
expertise to the audit team (3.13.14) (\ f -\ r-r)dis$ll clJ
Note L to entry: Specific knowledge or expertise o.l ;L-Jl Utr t1 -ri i-lr;t :i-i3,r^Jl -J- \ iI-)-
relates to the organization (3.2.L), the process
_ri (\-r-r)U.'Jt ri (\-y-r)a-]l:.ll+ Ll-u. .tsl
(3.4.1) or activity to be audited, or language or
culture. .i,ili3l! ,l ar::! L,:.; ,1 n+r e+ g$l -tLrnll
Note 2 to entry: A technical expert does not act as 1.J^-J ) dill -HJl :fu3r.Jl ,,Jc Y iliJ-
an auditor (3.13.15) in the audit team (3.13.14). .(1 f - \ r-r)df$ll ,-!Js ,/ (\ o- t r-t)Jlr^s
ISOURCE: ISO LSOLL:ZOLL, 3.10, modified - Note 1
to entry has been modifiedl -dJ'i c\.-i \ :\1.\\ ,,,l : -2r.-.ll]
eY.'\
tkJ. {r'iJl ,: tu uJl ,Jc\ AJ;J-ll
3.L3.17 Observer +ly'l -J.-)^ll : \V-\r-f
<audit> person who accompanies the audit team (\ 1-.lr-r)6,'!$ll rlJ cBlr gIl .Jill ..jS.fill>
(3.L3.14) but does not act as an auditor (3.1-3.L5)
(l o- \ f-f )dFr.S Lj^'i Y 4iSL
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 (outt lattg o,**|-as3flfht Flir ) t. ts |* r qiJf 1rt9r{a{,."|{:Jf a.i€t9ff

Note 1 to entry: An observer can be a member of J.:. d.lA gi Cs+ l"JLll ::rilrJl ,r.l,c t i!')-

ISOURCE: ISO 19011:2011, 3.11, modified - The verb '(t-tr

"audit" hasbeen removed from the definition; Note -c;g; rlt-t i,y.lt :\1.tt ;el : -.p-Jtl
to entry has been modifiedl
.p, u-}"I r. ..J-rrl o. ,{.ir: i ,d6$1, di-ilt
[!+le Llr'ill ri ijr.t^Jl
Bibliography
704:2009, Terminolory work
[1] ISO
- Principies
1087-1:2000, Terminolory work
and methods
l: Theory and application
[2]
[3]
ISO
ISO 3534-2, Statistics - symbols -PartPart
Vocabulary and
Vocabulary
2: Applied statistics
[a] ISO -
9001, Quality management systems Requirernents -
[5] ISO -
900a, Managing for the sustained success of an organization A quality management approach
[6] ISO10001:2007, Quality management Customer satisfaction -
Guidelines for codes ofconduct
for organizations - -
[7] ISO 10002:2014, Quality management Customer satisfaction Guidelines for complaints
handling in organizations - -
. [8] lS0 10003:2007, Quality management
- Customer satisfrction Guidelines for dispute resolution
-
extemal to organizations
[9]-lSO 10004:2012, Quality management Customer satisfaction Guidelines for monitoring
ano measunng - -
[10] IS0 10005:2005, Quality management systems Guidelines for quality plans
[11] ISO 10006:2003, Quality management systems -
Guidelines for quality management in projects
[12] ISO 10007:2003, Quality management systems
-
Guidelines for configuration management
[13] ISO 10008, Quality management
-
Customer satisfaction Guidelines for business-to-consumer
electronic commerce transactions - -
[14] ISO 10012:2003, Measrr€ment management systems Requirements for measurement processes
and measuring equipment -
[15] ISO/TR 10013, Guidelines for quality management system documentation
[16] lS0 10014, Quality management Guidelines for realizing financial and economic benefits
[17] ISO 10015, Quality management
- Guidelines for training
[18] ISO/IR 10017, Guidance on -
statistical techniques for ISO 9001:2000
[19] ISO 10018:2012, Quality mamgement Guidelines on people involvement and competence
-
[20] ISO 10019:2005, Guidelines for the selection of quality management system consultants and use of
their services
[2U IS0 10241-1, Terminological entries in standards- Part 1: General requirernents ard examples
of presentation
lZ2llSO LUz4L-Z,Terminological entries in standards Part 2: Adoption ofstandardized
terminological entries -
[23] ISO 14001, Environmental management systems Requirements with guidance for use
[24] IS0/TS 16949, Quality management systems -
Particular requirements for the application of
-
ISO 9001 :2008 for automotive production and relevant service part organizations
[25] ISO/IEC 17000, Conformity assessment Vocabulary and genoal principles
ISO 9000:2015(E) -
[26] ISO 19011:2011, Guidelines for auditing management systems
lZTl ISO /lEC 27001, Infonnation technolory Infonnation security management
systems Requirements - Security tecbniques -
-
[28] ISO 31000, Risk management Principles and guidelines
-
[29] ISO 50001, Enerry management systems Requirements with guidance for use
-
[30] IEC 60050-192, Intemational electrotechnical vocabulary Part 192: Dependability
[31] ISo/IEC Guide 2, Standardization and related activities General -
vocabulary
[32] ISO Guide 73, Risk management Vocabulary -
-
[33] ISO/IEC Guide 99, Intemational vocabulary ofmetrolory Basic and general concepts and
associated terms (VIM) -
[34] Quality management principlesl)
1) Available from website: http://www.iso.org

or,'rat1Asi.- hmhussien@Vah@.@m r4!lJl ulL-,qEJos r1,S-,^-Jtri 6rl.rl ,.r,61:\ r^:ls. ,-iLJ;Ll,

 (oUU,-tt9 ur-*t -SrJF t* t* r arltrtll#{t+ifl ai.rbfl
l e.lbt rrlll ) t. ci.rf

Alphabetical index of terms g1t-tL. ^tt crl!..yl OlJtXl

activity 3.3.11 ll,i;lt: I I -f-f
association 3.2.8 +^+ :V-Y-\"
audit 3.13.1 6$$ll :l-'l\'-\"
audit client 3.13.11 ,j$$ll us:lJ**: 't \-\ r-r
audit conclusion 3.1 3.10 ,-!$$Jl :-..Jl.i, : \ . - \ r-r
audit criteria 3.13.7 ,-9$$ll _rb^ : V- \ \"-\"
auditee 3.13.I2 qle ..!!$ll : I 'l-\ f-f
audit evidence 3.13.8 .j;t$ll Ola-)g / .J*1. : A-'l \"-l
audit findings 3.13.9 JE!$ll ajlj] 1- ,l
r-r
auditor 3.13.15 1-99r'll : \o-\f-l
audit plan 3.1,3.6 Jl!$ll iJ"i 1- I r-f
audit programme 3.13.4 ,'+.r!Jill
v.
z.-o1-rJ. u
g
t- \ r-r
audit scope 3.13.5 ,#$ll ,Jl+- o- \ \"-\'
audit team 3.1,3.14 ,-iit$l r!-l : \ €-\ r-r
capability 3.6.I2 4:tlS.)l - "U.iJl I Y-1-r
change control 3.3.10 s#ll qE-r - Li.' 'l . -f-\'
characteristic 3.10.1 "i' Li \-1.-T
combined audit 3.13.2 Y- I \"-l
^---ll ,'iliJiil
\-'v,
:

competence 3.10.4 a"lrSll : t-l .-f

competence acquisition 3.4.4 6el6ll .-rl."65l :t-1-l
complaint 3.9.3 g;:S*ill : \"-1-f
concession 3.12.5 r-ljlrrll : o-'t Y-l
configuration 3.10.6 +.:SJl : '1-l '-\"
configuration authority 3. 1.5 +*f:ll il.L : o- I -\"
configuration baseline 3.L0.7 +;Sll .-Li : V-\.-'t'
configuration control board fadm aJ.lJ c!+- elt^--s ) +rslt Lt.' i++o
term for configuration authority)
(+*slt
configuration object 3.3. 1 3 'rijslll .rlS t \l-f-f
configuration management 3. 3.9 +;S:ll -ebj : l-f-f
configuration status accounting 3.8. 1 4 +--,s:Jl ij\-r. 4i-,L- : 1 f-A-\"
conformlty 3.6.11 inE^lf : \ \-1-\"
context of the organization 3.2.2 A-l']^ll '4 | .:!-, tY-Y-f
continual improvement 3.3.2 Jr,3-,^Jl O.r,"-lll : Y-Y-\"
contract 3.4.7 ',6J1 : V-t-l

correction3.1,2.3 eF.-lll : \"-lY-\"

corrective action 3.1.2.2 *-+..-:lt cJ-il| : Y-\ Y-f
customer 3.2.4 di.'ll : f -Y-\"

or ,'r.c tV ari.- hmhussi .@m .stl.)! lr}rir 3Jr+ 11,5..,r - ,Jl^"i 611.r!.-*r$ ;'als- ,J
 (,rt-lt ntlg s-*l-riJ+'f sJlst
Flli ) y. Ir |* r riif ?{ttrtt +{br$fi.abtl
customer satisfaction 3.9.2 : Y-1-f
db"'Jl L:.1
customer satisfaction code of conduct c)-'Jl L:_l elA Brc,l-i : o-1-l
3.9.5
customer service 3.9.4 db"'Jl L.s: f-1-f
data 3.8.1 : I -A-\"
CrEl;rJl
defect 3.6.10 ,.,J. ! l.-J-f
dependability 3.6.14 r;rl-5eYl : 1t-1-\"
design and development 3.4.8
-uJ'llb fi-.-]ll :A-f -l
determination 3.11,.1, 51r-'ill : l-l'l-l
deviation permit 3.12.6
e*;.J : 1-'l Y-\"
l3aal!
dispositioning authority fad d term (+.:slt il.LJ dr+- elt -x ) , ,. .'l il"L
fo r confi guration autho rity)
dispute 3.9.6
Elll : 1-1-r
dispute resolution process provider j- riJ dr+- el!^- S ) elrtl LI- 4J^e rr,.
fadmitted term fur DRP-provider) 3.2.7
(tl,,nl
dispute resolver 3.1,.6
tF cli" : 'i-\-\"
document 3.8.5 : o-A-\"
iiri.3
documented information 3.8.6 fiJ. L3L- : o-A-\"
DRP-provider 3.2.7
elll J- .q,1.o :V-Y-f
effectiveness 3.7 .11
41L\iJl : 1 'l-V-\"
efficienry 3.7.10 -4+ltiill : \.-V-l
'oe,l.iSll

engagement 3.1.4 .tlajYl -6LrYl :1-\-\"

entity fadmitted term for object) 3.6.1 (,ilsll c!r'. elI^-.S) OS
external provider 3.2.6 t !l-Y-f
o.s..Jls Jc
external supplier I ed term for ri-ll ry :t-Y-\"
external provider)
dr+* #),e.;l-
(c'*rt.lt
feedback 3.9.1. 6$!1 4+.iill : \-1-\"
grade 3.6.3 a.=.JJl : Y-l-\"
guide 3.13.13 : \\"-lf-Y
1.!l.ll - ''.UJl
human factor 3.10.3
t;tr+tt &lJl : \"-1.-\"
improvement 3.3.1 : I -\"-\"
O+"-iJl
information 3.8.2 Lj'-ll : Y-A-\"
information system 3.8.4 irLrl-J1 llLj : 6-A-l
infrastructure 3.5.2 :Y-o-i
4$=lll i-'rJl
innovation 3.6.15 : \ o-l-l
JLsiu)l
inspection 3.11.7
uq$illl : v-l\-\"
interested party 3.2.3
i<+ll ' ULl| :f-Y-l
involvement 3,1,3 isJl.i ll : \"- \ -f
item fadmitted term for obiect) 3.6.1 (Clsll c!+* CII--x)q
joint audit 3.13.3 clii-ll ,-!$.ill : \"-'! \--\"
o. O. t A lsi.- hmhussien@yahoo.@m ce;b! rrJri,6.re;, yLli.-o - .JUrl rr[! ,+als, ,.]!r.6 ,-iLl ;ls
 (,rfJ.r-f b o*ll*| -rU+lt tJl4 1rJ3s ) Y. I r t r . r f iif 2{tJ''tl a#bett ai..bll
management 3.3.3 6Jl.)l : \"-\"-\"
management system 3.5.3 'ul.yl tlJ; :Y-o-\"
measurement 3.1,1.4 ,rSJt : f-l\-f
measurement management system 3.5,7 ..r$ll ilrJ ,1I: :V-o-\"
measurement prQcess 3.1 1.5 l;Lc : o-l \-l
,-*Sll
measuring equipment 3.1,1.6 ,-*Fll 6rr-c : 1-l l-f
metrological characteristic 3.10.5 ,r$ll 'J' Li : o-\ .-Y
metrological confrrmation 3.5.6 ,r!il1 't.b - .r-SJl +5hl :'l-o-t"
metrological function 3.2.9 l++3J1-1FJl - .rl+ll ii'L. r :1-Y-\"

mission 3.5.11 ;rJL_.!l: \ \ -o-f

monitoring 3.1 1.3

'' ull : \"-l \-l
nonconformity 3,6.9 AnU^Jl d' : t-l-f
object 3.6.L cflS : 1-1-f
objective3.7.1, -i*ll : l-V-l
objective evidence 3.8.3 ..,-r;J^ll qlJ.rJl : f-A-f
observer 3.13.1,7 +!^ll - lJJl : lV-lf-f
organization 3.2.1- A-lij^Jl :\ -Y-\"
output 3.7 .5
e;'Jt : o-V-\"
outsource [verb) 3.4.6 (cJ*) +r=-1tr -;r1,o.., ful,i-Yf :l- 1-Y
performance 3.7.8 : A-V-f
'lrYl
policy 3.5.8 4-!-Jl :A-o-\'
preventive action 3.I2.1, jlijl dl*ill: l-l Y-Y
procedure 3.4.5 tl,,+)l : o- 1-l
process 3.4.1, U"Jl :\-f-f
ASrJl : l-V-\"
product 3.7.6
product configuration information 3. 6.8
art,
progress evaluation 3. 11,,9
"-.-;H;l;l-:
project 3.4.2 t-uilt :Y-t-\"
projeet management 3,3. 1 2
1-:r-S^Jl ib!:
I l-f-f
proiect management plan 3.8.11 t1-).t'.ll
'9lr'l il I : \ \-A-\"
provider 3.2.5 .1.-' ll : o-l-\'
quality 3.6.2 ;r_,+ll : \-1-\"
quality assurance 3, 3.6 ;.r:Cl +Sil / rrS- y : 1-r-r
quality characteristic 3.t0 .2 ;r-l+Jl 4J.-l.' : Y-\ .-l
quality control 3,3.7 6.rpJl Li.' : V-l-l
quality improvement 3. 3.8 ;.r_nll O+",sj : A-l-f
quality management 3. 3.4 6.r_:+ll -oJlrJ : 1-r-r

quality management system 3.5.4 ;r_njl il.rJ ,lJii : t-o-f

gr ,'r,r t1 asi,.- .@m ,e rhl urLlc -6Jcs rl,fi...o - Jt ri 6il.rl ,-*.ols r.51.r- ,-iLl ,iLr,
 ( ou&d lg o,**l -eiJ+tf tJH Flir ) T .I c- I * r
3i.r-f 'rt - r{ a{.d+ett e^i€bl,f

quality management system consultant ;r:+ll llrJ ,lJ.r g_,rt$-,| : \-l-\'

3.1,.2
quality mana gement systern realization ;r_nll i.;l.rl ,lJ.: dj'i-l : \"-{-\"
3.4.3
quality manual 3,8.8 ir Cl ,j+1. t A-A-f
quality objectiv e 3 .7 .2 6.1:+ll r-ira : Y-V-f
quality plan 3.8.9 {l.i : 1-A-f
;.r:+lt
quality planning 3.3,5 ;r-nll I Jt tt : o-\"-\"
qualitlz policy 3.5.9 ;r:+ll i-,11. " : 1- o-\"
quality requirement 3.6. 5 6Jj.s,,,llio: o-l-f
record 3.8.10 dill : 'l .-A-l
regrade 3.12.4 i-.'.JJl .!r,,: : t-l Y-\"
regulatory requirement 3.6.7 .,-llij ,.'lL''o : V-l-l
release 3.I2,7 d)J"Yl -eb)l :v-1Y-l
\(-.l"
repair 3.1,2.9 C)[.-)l : 1-'f
requirem ent 3.6.4 ,.,ll.'lJf : f-l-\"
review 3.1,1,.2 A'.-. l.,;Jl : Y-\ l-.t"
rework 3.1,2.8 gll ;rlc! : A- I Y-\"
risk 3,7.9 JFtill : 1-V-\"
scrap 3.12.1,0 ru:.ill -.$HYl :'t .-1Y-l
service 3.7.7 LJiJI : V-V-\"
specific case 3.8.15 'or.s,.c{lls.: \o-A-\'
specification 3.8.7 ii.-b^ : V-A-\"
stakeholder (admitted term for interested -i5"Utt dJ+- elt^-l )4..t --lt .-rL.-l
party)3.2.3
(14.t1
statutory requirement 3.6.6 iil! ,.,1L', : l-1-l
strategy 3.5.1,2 'ratU:-,Yl: \ Y-o-\"
success 3.7.3
C\+.]JI
: f-v-\"
supplier fadmitted term for provider) (r-.lu,"U e5fSu &+" elt - s)rJr.ll
3.2.5
sustained success 3.7 .4 cl$."^ll Cl+lI : t-V-l
system 3.5.1 -o-f
et}'ill :I

technical expert 3.1,3.1,6 ,;ill -r+.ll : \1-.tf-f

test 3,11.8 Jlrii-Yl : A-'l l-\"
top management 3.1.1 bttl ulr)l : \-\-Y
traceability 3.6.13 iFJiijl : I l-1-\"
validation 3.8.13 15).-Jl _1]rsl: \ f-A-f
verification 3.8.12 ,J6rJl : \ Y-A-\"
vision 3.5.10 L.i-rJl: I ' -o-\"
work environment 3.5.5 &lt 4h :o-o-f

o r ,'r.o o. as'l€ hmhussi .@m .grl:! 1Je3e r.rea r1.3i...o - ,JLri -otl.r!
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