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NORMA BRASILEIRA - ABNT NBR ISO pdf - Download as PDF File .pdf) or read online. abnt nbr iso - logfacilba - 2 norma nbr iso norma brasileira abnt nbr iso sumário item da norma requisito normativo página. PDF | Resumo A sustentabilidade pode ser inserida no contexto empresarial como de gestão (ISO , ISO , OHSAS e NBR ) e a sustentabilidade empresarial. . The ISO (ABNT, ) standard established.

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The perception they have is that strategy is restricted to top management and quality is better disseminated. Once the quality standard establishes requirements, the strategy becomes better known. The auditors also point out that ISO will be easier to use, particularly in conjunction with other management system standards, as it has become more users friendly with simplified language. Auditors point out that the new version of the standard will demonstrate more consistently whether the certified organization is achieving its planned results, and whether the system is actually delivering on its promise and is aligned with the organization's strategic objectives.

Other benefits pointed out by experts and interviewees concern the possibility that certified companies will have to see outside the institution. The version focuses heavily on the customer and internal processes and now it is back in the same intensity for the market, competitors and stakeholders. This broader view brings more stability to the system and preparedness for any environmental changes.

According to the interviewees, the new version combines the success of the "process approach" with a new concept of "risk-based thinking" to prioritize processes, employing the Plan-Do-Check-Act PDCA cycle at all levels of the organization in a strategic manner to manage the processes and the system as a whole and lead to improvement.

As limitations, experts state that certified companies that do not have Strategic Management should invest more time in the preparation of their QMS, and that the speed of scenario changes may lead to successive revisions in the Quality Management System documentation.

The procedures will reflect a strategy that can change frequently and with some complexity, increasing the cycle of revisions of documents required by the QMS and increasing the risk of obsolete documents in use. Another challenge will be the determination and negotiation of risk control under a macro view, not just the processes, as in the previous review. With this, change management will be strengthened in the new ISO , and the risk analysis will have to be performed, when changes occur.

Another challenge will be organizational culture. We may find it difficult for companies to understand what the standard means by this new strategic approach. Some auditors fear that some companies may present a SWOT matrix and a generic risk matrix suggested by an external consultant with a shallow knowledge in terms of the entire organization, which may lead to a misalignment of the strategy with operational practices.

The interviewed experts point out, however, that this is not a vulnerability of the norm, since it becomes less prescriptive. According to the interviewees, the adoption of "ready models" of QMS will be a practice that will be abandoned, since the standard requires the clear understanding of the organization and its internal and external context. Nascimento , who represented Brazil in the international discussions and coordinated the Brazilian group in the revision of ISO , summarizes that the new version of the standard brings significant impacts on the organization, certifiers and auditors, as described in table 4.

Table 4. Impact of ISO revision for different audiences Source: Elaborated on the basis of Nascimento Finally, according to the experts interviewed, this review will initiate a new cycle of business decision-making. The standard prescribes strategic management items as mandatory and broadens the decision making level, since it establishes relationships with all groups of strategic objectives: guarantee of customer satisfaction, effective implementation of the process, focus on risk, need for organizational learning and positive financial effects.

Previously, in the version, QMS was viewed narrowly as a way to help organizations increase customer satisfaction. This new review may start the process of forming a strategic culture, in which the Direction sees the long term and thinks about the positioning of the company in front of the environment, making everyone contribute to the strategy. In this sense, it was identified that this standard prescribes eight new requirements that involve the establishment of strategic management for companies that wish to have their QMS QMS certified.

According to the experts interviewed, there was a great expectation in terms of the new revision, in the sense that the standard being used as a base in the strategic decision in order to support the leadership as a strategic management tool. The new version of the standard appears to have been designed to address the disparity between planning and implementation: A strategy can be effective at the time it is being planned, but it can generate unexpected results as complexity increases when it is put into practice.

There is a so-called disparity between the planned change and the emerging evolution: the goals achieved successfully and the break-up of marginal opportunities, neglected for the simple reason that they are not calculated in advance, and thus do not constitute in the elaborated plans; The disparity between means and ends: instead of reflecting the intertwining and mutually constituting means and ends, what must be done is to separate them and thereby simplify their complex interrelations; The disparity between a planner mind the management and a planned body the organization and finally the disparity between order and disorder: Strategic planning is necessary, otherwise the organization drowns in chaos and thus the strategic agenda requires discipline and continuity; its enemies are deviations and lack of commitment, however, chaos, constant change and noise make it more refined rather than destroyed.

In this sense, experts point out that change management has also been inserted in the new ISO , as a guide between planned and changing reality. Some of these implications have been mentioned by the experts interviewed and concern the time that will be invested by the organizations in the preparation of their QMS, and that the speed of scenario changes may lead to successive revisions in the Quality Management System documentation.

As the standard becomes less prescriptive, this consequence has been minimized. Another challenge addresses the issue of organizational culture. Some auditors fear that some of the companies will use external consultants to develop the strategic management pillars and because of the superficial knowledge of these consultants about the organization, management does not start in a comprehensive way.

In general, the experts' analysis points out that the new version of the ISO standard leverages the degree of responsibility of certified companies and systematizes strategic management as a routine in certified companies, with the opportunity to create a culture of quality with a strong bond with the organization's strategy.

These observations allow us to point out that the norm adopts elements of the classic, evolutionary and proceduralist approach, but it is still a failure in terms of the systemic approach: it still does not reflect the social systems in which it participates, where the strategy path is to act by local rules. Perhaps it is precisely the globalized nature of the norm that prevents it from being readily adaptable to the local context. Nevertheless, it is observed that the new version of the standard has sufficient elements of strategic management that can contribute to the full integration between Quality Management and Strategic Management in certified companies and in certification process.

It is concluded that Quality Management is closely linked to strategic management and that the insertion of strategy requirements in ISO will certainly bring challenges to certified companies, but will consolidate these two disciplines more comprehensively and routinely in organizations.

It is suggested to carry out studies that can demonstrate empirically this relationship, after a considerable number of companies are certified in the new review.

Finally, the contributions of this article refer to the expectations of consultants and auditors regarding the maintenance of company certificates in the face of the new strategic management requirements included in the ISO standard and the need for new empirical investigations about the relationship between quality certification and the achievement of organizational strategies. Decision Sciences, Vol.

Andrews, K. The concept of corporate strategy. In: Mintzberg, H et Quinn, J. New Jersey. Prentice Hall. Ansoff, H. Rio de Janeiro. Rio de janeiro. Chapman, R. Crosby, Philip B. Dean, J. Academy of Management Review 19 3 , — Dess, G.

Strategic Management: Creating Competitive Advantages. McGraw-Hill Douglas, T. Academy of Management Journal 44, — El-Dyasty, Mohamed M. Egypt: Mansoura University. Fernandes, G. B, Pereira, M. Garvin, D. Operations strategy: text and cases.

Prentice-Hall Internat, The ISO Survey Acesso em abril About ISO. Genebra: Acesso em abril de Giving ISO a fresh sparkle.

Acesso em outubro de Juran, J. A qualidade desde o projeto. Lobato, D. Mintzberg, H. Crafting Strategy. In: The state of strategy.

You might also like: NBR IEC PDF

Harvard Business Review Paperback. Boston: Harvard University, p. Harvard business Review. Porto Alegre: Bookman. Nascimento, A. Nascimento, L. Consultado em janeiro de Paiva, A.

Paladini, E. Porter, M. What is strategy? Harvard Business Review, Vol. Prahalad, C. In: Montgomery, C; Porter, M.

Campus, Rio de Janeiro.

Priede, J. Implementation of quality management system ISO in the world and its strategic necessity. Procedia-Social and Behavioral Sciences, Vol. Purushothama B. Woodhead Publishing Limited. Richardson, R. Rosnah, M. A, Zulkifli N. Rusjan, B. Capitalising on ISO benefits for strategic results. Samson, D. Journal of Operations Management, Vol. Saraph, J.

An instrument for measuring the critical factors of quality management. Shank, John K. Singh, P. Benchmarking: An international Journal, Vol. Stahl, J. Vergara, S. Whittington, R. Wit, B. Environmental problems caused by human actions resulting from the improper use and exploitation of natural resources threaten the support capacity of the planet Barbieri, In this context, sustainable development is seen as an alternative to help solve environmental, social and economic problems, which encompass global issues e.

According to Elkington , p.


IISD, , p. With the accelerated industrialization process in the s, entrepreneurs believed that environmental damage should be borne by society at large in support of economic development.

The industrial pollutants were discharged as far as possible from the pollution source Barbieri, In the s a new relationship between the environment and economic development was sought, this was observed through government corrective and low efficiency actions.

After the Rio 92 the strategic approach to preventing pollution began Barbieri, However, no studies that indicated the relationship between these management system standards and corporate sustainability were identified. The first version of the ISO standard was published in and was later revised in , , and The ISO The model is based on the principles of total quality management which includes: In a survey carried out in New Zealand that included quality auditors, the authors Terziovski et al.

According to Qi et al. The study by Zeng et al. In addition, the study shows the key benefits associated with ISO certification, such as: The authors Heras-Saizarbitoria et al. They concluded that companies that adopt this certification, considering the internal factors, have greater benefits compared with those who seek certifications considering only external factors. This survey interviewed Japanese respondents who worked in factories with over 50 employees and who were responsible for environmental activities in the organizations.

An EMS that is correctly implemented can allow companies to achieve greater organizational efficiency and effectiveness, by reducing the costs and environmental impacts.

The NBR is a Brazilian standard subject to certification created by the Brazilian Association of Technical Standards in conjunction with other parts.

Its first version was launched in and revised in The study by Soratto et al. The purpose of the The study sample consisted of Spanish companies in which the model developed by the author was tested.

Given this context, the authors concluded that the implementation of an occupational safety and health management system can reduce accidents and personal injury rates, improves working conditions, increases employee motivation, reduces absenteeism, improves image and business reputation, influences productivity and innovation and influences sales, profits and profitability. In the World Commission on Environment and Development WCED was created and it formulated and directed proposals to address the critical environmental issues.

The report presents three fundamental components of sustainable development which include environmental protection, economic growth and social equity. Through these three components the concept developed by Elkington emerged, known as triple bottom line, which considers social, environmental and economic issues.

The following are the pillars of triple bottom line Elkington, Social Pillar: The author states that the degree of trust between the organizations and their stakeholders is an important factor to achieve long-term sustainability.

In addition, the social costs should be entered in the accounting. Issues such as training and education, relationship with the surrounding community, workplace and product safety, employment for minorities and philanthropy are being incorporated into social costs.

The concept behind the economic and social pillars brings forth issues such as business ethics, unemployment and rights of minorities;.

Economic Pillar: The pillar of a business is profit. To calculate it the accountants include, record and analyze numerical data. In the context of sustainability there is a need for companies to develop an accounting model to enter the environmental and social accountability. For this it is necessary to understand that economic capital means the total value of its assets minus its liabilities.

The capital of a company is composed of physical capital e. The concepts between the economic and environmental pillars includes eco-efficiency, which takes into account goods and services that eliminate or minimize the environmental impacts in their production processes which contain quality and market competitiveness; and. Environment Pillar: In this pillar the author points out the need to take into account natural resources such as wood, water, soil, flora, fauna, biodiversity, greenhouse gas emissions such as carbon dioxide and methane in the atmosphere from the consumption of non-renewable resources , use of renewable resources and other resources that sustain an ecosystem.

In other words, organizations should ensure they are not exceeding the carrying capacity of the planet. A way to achieve this objective is by monitoring their environmental impacts and that of its suppliers, also in the entire production chain considering the product life-cycle management. The idea between the environmental and social pillars includes the issues related to environmental injustice, where people are disadvantaged due to environmental problems.

Organizations are implementing tools to assist the insertion of sustainability in their contexts, as for example, the Ethos Indicators, the Corporate Sustainability Index and the Global Reporting Initiative GRI. The Ethos indicators for sustainable and responsible business are tools that help companies incorporate concepts related to corporate sustainability Ethos, The tool consists of a questionnaire, where companies can perform management self-diagnosis and identify at which level the company is inserted, facilitating the incorporation of concepts that permeate corporate sustainability Ethos, The indicators address seven major issues: Bovespa, The goal of GRI is to.

GRI, , p. In this context, the Ethos Indicators, the Corporate Sustainability Index and the GRI indicate the key indicators that can be used by companies that want to achieve a higher level of maturity regarding sustainability. Therefore, these documents were the basis for identifying the key sustainability requirements that were listed in the relationship matrix. Companies are no longer considering only economic issues and have begun to align with social and environmental issues.

These changes in ideas are directly related to the pressures imposed by the stakeholders. According to the literature review no studies that related these normative standards to corporate sustainability were identified.

Moreover, sustainability can be measured in organizations by using sustainability indicators such as those described in the Corporate Sustainability Index, the Ethos Indicators and the Global Reporting Initiative. This section will illustrate the steps taken to prepare the Relationship Matrix.

The steps are as follows Figure 1: Prepared by the authors. Management system standards that fit into the sustainability dimensions according to the Triple bottom line theory environmental, social, economic and their interrelations ;. In this step the purpose was to identify the corporate sustainability requirements Chart 1. Therefore an exploratory literature review was carried on the subject out and it identified that there is a range of studies that address the issue of corporate sustainability.

The researchers considered three documents that point to the main sustainability indicators which can be used by companies striving to achieve a higher level of maturity regarding this matter.

As a result it was determined that these tools group the most important indicators of corporate sustainability. The sustainability requirements were extracted by reading and interpreting these documents.

Subsequently, the similar indicators were identified and then transformed into requirements. Therefore, the requirements were considered as: The requirements were listed and included in the lines of Theoretical Relationship Matrix.

After identifying the corporate sustainability requirements and the list of requirements for management system standards, the researchers completed the matrix by analyzing the relationships between each sustainability requirement with the standards requirements. The scale used in the relationships was adapted from the relationship matrix of the Quality Function Development QFD method, as follows:.

Have at least two years of practical experience using at least one of the management system standards studied in this research;. Recommended that participants have participated in specific courses related to management system standards. The experts were first contacted via e-mail or phone to verify their interest in participating in the research.

In addition, social network was used to publicize the research and find specialists interested in participating. After their acceptance, the statement term containing the research objective, justification and confidentiality assurance of confidential information from the companies the experts worked at was sent via e-mail. The data collection used a semi-structured questionnaire to guide the researcher during the interview.

The interviews included presentations related to the research to help the experts understand the objective. Subsequently, the researchers explained to the experts the procedure to complete the Relationship Matrix. When in-person interviews could not be conducted with the experts, the information was sent via e-mail and the Relationship Matrix was returned completed with their relevant relationships. Approximately 55 experts in at least one of the standards analyzed in this study were invited.

Six agreed to participate. Some justified their non-participation because of their time constraints and other specialists did not answer the e-mail. The average period to return the completed relationship matrix was of approximately two months after initial contact with the experts.

In addition, one of the researchers also completed all matrices, as an academic expert. Upon receipt of the matrices completed by the experts the Consolidated Relationship Matrix was prepared with the following steps: As the Consolidated Relationship Matrix is composed of averages global, general and average value the following analysis scale is now used to better understand and interpret the results as shown in Chart 3.

Considering the mean values value of each cell. This allows the user to identify the relationship between each corporate sustainability requirement with each requirement of the management system standard used;.

Analyzing and interpreting the global mean values average of rows and columns. This allows the user to interpret the general relationship of each sustainability requirement with the various system management requirements line or of each requirement of a specific management system with various sustainability requirements column ;. Analyzing and interpreting the global mean values average of all existing relationships considering each dimension.

This allows the user to identify the global relationship of all sustainability requirements with the management system standard analyzed. In this study the researchers decided to use the number analysis 2 and 3, because the relationship between the sustainability requirements and the requirements of the management system standard were analyzed considering the general and global averages. This type of analysis was used because the researchers wanted to identify the relationships considering the standards as a whole and not analyze details such as Option 1.

The authors believe that, although only one requirement of a management system may be responsible and sufficient for fulfilling one or more sustainability requirements, the support would be more effective if different requirements of the standards relate to various sustainability requirements. Figure 2 shows the Consolidated Relationship Matrix showing the average values 4. The analysis of the global averages in Chart 4 shows that the ISO had a weak relationship with business sustainability in all dimensions.

All of the global averages showed values below 1 and some close to 0.

Regarding the OHSAS , it is observed that the environmental — social — economic dimension had a null relationship with business sustainability. The other dimensions showed weak relationship as shown in Chart 4. The analysis of the global averages in the matrix relating to ISO showed that this normative standard has a moderate relationship with business sustainability.

The dimensions with the highest global average were economic—environmental 2. Regarding the NBR it is observed that this normative standard has a strong relationship with corporate sustainability, as of the 7 dimension analyzed 4 showed strong relationship, such as: These results are related to the fact that NBR addresses social, environmental and economic issues. Chart 5 shows the sustainability dimensions analyzed social, environmental, economic, socio-environmental, socioeconomic, economic—environmental and environmental — social and economic and the relationships strong, moderate, weak and null between the corporate sustainability requirements and the management system standards.

The numbers in the Chart are related to the sustainability requirements shown in Chart 1. All discussions will now be based on Chart 5. The social dimensions of the issues that had a strong relationship with the NBR were: These issues can be clearly identified in the NBR as they evidence the strong relationships between these issues. One of the principles of social responsibility highlighted by the standard is ethical behavior 3. One of the central issues highlighted by the standard is related to community involvement and development, but this issue had a moderate relationship according to the results obtained in this work.

The prevention of pollution and compliance with legal requirements had strong relationships with the environmental dimension because the NBR takes these issues into consideration. In the socio-environmental dimension the issue of communication with the stakeholders showed a strong relationship with NBR This relationship can be evidenced by the fact that the standard includes requirement 3.

Analyzing the socioeconomic dimension the issues that showed a strong relationship with the NBR were: These issues can be inserted in the core subjects of social responsibility highlighted by NBR , namely: Weak and null relationships were not identified in this dimension. Requirements with guidelines. The social dimension that showed a moderate relationship with ISO is related to assuring human rights.

The ISO does not have a specific requirement related to this issue, however, human rights must be guaranteed in every situation and context. The issues related to environmental licensing, climate change, environmental impact study, and others had moderate relationships. It is observed that all the issues listed above are related to compliance with legal requirements and the commitment that organizations establish when they implement an environmental management system based on ISO According to the study by Heras-Saizarbitoria et al.

The development of environmental policy had a strong relationship with ISO This issue is included in requirement 4. Analyzing the economic dimension, the issues showing a weak relationship with ISO were: In addition, companies that have adopted ISO achieve competitive advantages and higher financial returns when compared to companies without certification.

Regarding the socio-environmental dimension, the commitment of senior management to social and environmental issues showed a moderate relationship with the ISO According to the Brazilian Association of Technical Standards ABNT, senior management should commit to implementing and maintaining the EMS by providing the necessary resources financial and human.

The disclosure of environmental aspects and impacts was an issue that showed a weak relationship with the ISO considering the overall average 2. However, this issue is included in requirement 4. Analyzing the results obtained in the environmental—social—economic dimension the commitment to sustainable development showed a moderate relationship with ISO This result indicates that the ISO is only an instrument to assist sustainable development.

The subject related to occupational health and safety had a weak relationship with ISO The study showed that the main benefits related to employees are: The issues that had null relationships with ISO inserted in the economic dimension were: Therefore, according to the Brazilian Association of Technical Standards ABNT, b the ISO can help companies indirectly obtain economic benefits, confirming the relationship found in this study.

Considering the socio-economic dimension, the issue that presented a moderate relationship with the ISO is related to preparing customer policies.

This issue is part of requirement 5. In addition, customer focus is one of the quality management principles, such as leadership, involvement of individuals, process approach, management system approach, continual improvement, factual approach to decision making and mutually beneficial relationships with suppliers.

Considering the social dimension, the issues that showed weak relationships with the OHSAS were: Personal injury, property damage, employee motivation, customer satisfaction, productivity, product quality, among others. The study sample was composed of Spanish companies, in which the model developed by the author was tested.

In this context, the author points out that the implementation of occupational safety and health system management can reduce accident rates, personal injuries, improves working conditions, increases employee motivation, reduces absenteeism, among others.

The analysis of the other dimensions showed that most relationships were null. The analysis of the consolidated relationship matrix showed that NBR has a strong relationship with corporate sustainability.

However, this is the standard that has lower acceptance by companies, perhaps because social responsibility is an issue that is beginning to be systematically inserted in organizations.

The dimensions with global averages in strong relationships were the dimensions: This normative standard showed a strong relationship with corporate sustainability for considering environmental, social and economic issues.

The ISO showed moderate relationship with corporate sustainability, because this standard does not directly consider economic and social issues.

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The environmental dimension had the highest overall average 2. Thus, it can be concluded that ISO is a tool that can be used to help businesses to be sustainable, however its use alone will not guarantee business sustainability. The analysis of the relationship matrix enabled to conclude that ISO has a weak relationship with business sustainability.

This was because ISO does not directly address economic, social and environmental issues. Thus, we conclude that ISO is a tool that can be used to help businesses be sustainable, however its use alone will not guarantee business sustainability. The corporate sustainability requirements inserted in the environmental — social — economic dimension showed all the null relationships with the requirements of this standard.

This occurred because this standard does not directly consider economic and environmental issues. It can then be concluded that the OHSAS is a standard that can be used to help businesses to be sustainable, however, its use alone does not ensure corporate sustainability, since it has only some characteristics in the social pillar.

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The results were interpreted considering the general and global averages, that is, we analyzed the standards as a whole as proposed by the method;. Other standards could have been entered in the search scope, however, time was a limiting factor. The following are recommendations for managers who want to implement these management systems in order to insert sustainability in their contexts:. The ISO will probably not directly help to achieve this goal.

However, the implementation of a quality management system based on this normative standard can ensure one of the elements that constitutes corporate sustainability and which is related to the delivery of quality products to customers. This standard alone does not represent the economic dimension. The economic benefits generated can be a consequence of the implementation of this system;. The OHSAS is a normative standard that encompasses only one element of corporate sustainability, which is related to ensuring the health and safety of employees and contractors in the workplace.

Therefore this standard alone does not represent the social pillar.The literature points out that the implementation of QMS positively affects organizational performance Chapman et Murray, ; Stahl et Grigsby, ; Samson et Terziovski, ; Rusjan et Alic, for promoting better product quality, increase customer satisfaction, improve competitive position, and maintain and increase market share of certified companies. As content, it wants to know what it is, what the strategy should be for the company and for each of its constituent units.


The arbitrariness of systems is also highlighted as a negative point by Wit et Meyer , who argue that an adjustment is needed between internal resources and environmental conditions resulting in a wide variety of perspectives among strategists.

Strategy as a standard is the consistency in terms of behavior, which arises from the actions of everyday life and may be intended or not. According to the experts interviewed, there was a great expectation in terms of the new revision, in the sense that the standard being used as a base in the strategic decision in order to support the leadership as a strategic management tool.

Whittington , in turn, states that the concept of strategy can arise from four contexts: a Classical approach: older and more influential, it is based on the rational and deliberate process, which believes in the planning for adaptation or anticipation of market changes; b Evolutionary approach: based on biological evolution and anchored in the unpredictability of the environment, it advises strategists to remain low cost and open options, since evolutionists expect markets to ensure profit maximization; c Proceduralist approach: based on organizational learning, where the strategic ones emerge from the intimate involvement with the operations and forces of the organization; d Systemic approach: it reflects the social systems in which it participates, where the strategy path is to act by local rules.