【正文】 quality improvement (). quality planningpart of quality management () focused on setting quality objectives () and specifying necessary operational processes () and related resources to fulfill the quality objectivesNOTE Establishing quality plans () can be part of quality planning.quality controlpart of quality management () focused on fulfilling quality requirements ()quality assurancepart of quality management () focused on providing confidence that quality requirements () will be fulfilledquality improvementpart of quality management () focused on increasing the ability to fulfill quality requirements ()NOTE The requirements can be related to any aspect such as effectiveness (), efficiency (...15) or traceability ().continual improvementrecurring activity to increase the ability to fulfill requirements ()NOTE The process () of establishing objectives and finding opportunities for improvement is a continual process through the use of audit findings () and audit conclusions (), analysis of data, management reviews () or other means and generally leads to corrective action () or preventive action ().effectivenessextent to which planned activities are realized and planned results achieved efficiencyrelationship between the result achieved and the resources used Terms relating to organizationorganization group of people and facilities with an arrangement of responsibilities, authorities and relationshipsEXAMLE Company, corporation, firm, enterprise, institution, charity, sole trader, association, or parts or bination thereof. NOTE 1 The arrangement is generally orderly.NOTE 2 An organization can be public or private.NOTE 3 This definition is valid for the purposes of quality management system () standards. The term “organization” is defined differently in ISO/IEC Guide 2. organizational structurearrangement of responsibilities, authorities and relationships between peopleNOTE 1 The arrangement is generally orderly.NOTE 2 A formal expression of the organizational structure is often provided in a quality manual () or a quality plan () for a project ().NOTE 3 The scope of an organizational structure ca include relevant interfaces to external organizations ().infrastructureorganization system of facilities, equipment and services needed for the operation of an organization () work environmentset of conditions under which work is performedNOTE Conditions include physical, social, psychological and environmental factors (such as temperature, recognition schemes, ergonomics and atmospheric position).customerorganization () or person that receives a product ()EXAMPLE Consumer, client, enduser, retailer, beneficiary and purchaser.NOTE A customer can be internal or external to the organization.supplierorganization () or person that provides a product ()EXAMPLE Producer, distributor, retailer or vendor of a product, or provider of a service or information.NOTE 1 A supplier can be internal or external to the organization.NOTE 2 In a contractual situation a supplier is sometimes called “contractor.” interested partyperson or group having an interest in the performance or success of an organization ()EXAMPLE Customers (), owners, people in an organization, suppliers (), bankers, unions, partners or society. NOTE A group can prise an organization, a part thereof, or more than one organization. Terms relating to process and productprocessset of interrelated or interacting activities which transforms inputs into outputsNOTE 1 Inputs to a process are generally outputs of other processes.NOTE 2 Processes in an organization () are generally planned and carried out under controlled conditions to add value.NOTE 3 A process where the conformity () of the resulting product () cannot be readily or economically verified is frequently referred to as a “special process.”productresult of a process ()NOTE1 There are four generic product categories, as follows: services (. transport)。 such documents are referred to as records.Each organization determines the extent of documentation required ad the media to be used. This depends on factors such as the type and size of the organization, the plexity and interaction of processes, the plexity of products, customer requirements, the applicable regulatory requirements, the demonstrated ability of personnel, and the extent to which it is necessary to demonstrate fulfillment of quality management system requirements. Evaluating quality management systems Evaluating processes within the quality management systemWhen evaluating quality management systems, there are four basic questions that should be asked in relation to every process being evaluated.a) Is the process identified and appropriately defined?b) Are responsibilities assigned?c) Are the procedures implemented and maintained?d) Is the process effective in achieving the required results?The collective answers to the above questions can determine the result of the evaluation. Evaluation of a quality management system can vary in scope and enpass a range of activities, such as auditing and reviewing the quality management system, and selfassessments. Auditing the quality management systemAudits are used to determine the extent to which the quality management system requirements are fulfilled. Audit findings are used to assess the effectiveness of the quality management system and to identify opportunities for improvement.Firstparty audits are conducted by, or on behalf of, the organization itself for internal purposes and can form the basis for an organization’s selfdeclaration of conformity.Secondparty audits are conducted by customers of the organization or by other persons on behalf of the customer.Thirdparty audits are conducted by external independent organizations. Such organizations, usually accredited, provide certification or registr