ISO 9000: Revisions

The 1987 version

The initial 1987 version, ISO 9000:1987, had the same structure as the UK Standard BS 5750, with three 'models' for quality management systems, the selection of which was based on the scope of activities of the organization.

This initial document, while structured like the British Standard, drew heavily from numerous documents then in use around the world. Although the Standard has gone through two more iterations which have resulted in some radically changed language, all the core, prevention oriented quality assurance requirements were present in the 1987 document.

Contrary to many claims, the Standard did not focus on quality control via retroactive checking and corrective actions. The language of this first version of the Standard was influenced by existing US and other Defence Military Standards ("MIL SPECS") so was more accessible to manufacturing, and was well-suited to the demands of a rigorous, stable, factory-floor manufacturing process. With its structure of twenty 'elements' of requirements, the emphasis tended to be overly placed on conformance with procedures rather than the overall process of management - which was the actual intent.

The 1994 version

The 1994 version, ISO 9000:1994, was an attempt to break from the practices which had somewhat corrupted the use of the 1987 standard. It also emphasized quality assurance via preventive actions, and continued to require evidence of compliance with documented procedures.

Unfortunately, as with the first edition, companies tended to implement its requirements by creating shelf-loads of procedure manuals, and becoming burdened with an ISO bureaucracy. Adapting and improving processes could be particularly difficult in this kind of environment.

The 2000 version

The 2000 version, ISO 9000:2000, sought to make a radical change in thinking by actually placing the concept of process management front and centre in the Standard. Documents produced by the ISO Technical Committee which drafted the third edition make it clear that they didn't see any change in the essential goals of the standard, which had always been about 'a documented system' not a 'system of documents'.

The goal was always to have management system effectiveness via process performance metrics. The third edition makes this more visible and so reduced the emphasis on having documented procedures if clear evidence could be presented to show that the process was working well. Expectations of continual process improvement and tracking customer satisfaction were made explicit at this revision.

Unfortunately too many organizations continue to produce reams of unnecessary documents and to write quality systems around the paragraph structures of ISO 9001 rather than analysing their business processes and building systems around the process flow of the organization.

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