Kitemarks

Kitemarks
TheKitemarkis a UK product and
service quality certification mark which
is owned and operated by The British
Standards Institution (BSI Group).
TheKitemarkis most frequently used
to identify products where safety is
paramount, such as crash helmets,
smoke alarms and flood defences.

Origins of the
Kitemark
The Kitemark was originally conceived in 1903as a
symbol to identify products manufactured to meet
British Standards' specifications.
Kitemark came from the kite shape of the graphic
device which was drawn up an uppercase B (for
British) on its back, over an S (for standard),
enclosed by a V (for verification).
The Kitemark was subsequently registered as a
trademark on 12 June 1903and as such is among
the oldest product quality marks in the world still in
regular use.

History
The Kitemark was initially used as a
trademark on tramway rails in 1903 and was
instrumental in reducing the number of
specifications for rails from 75 to 5.
The first full Kitemark scheme equivalent to
todays Kitemark came into being in 1926,
when the General Electric Company was
awarded a Kitemark for light fittings.

History
For the next few decades, the use of
Kitemark was largely limited to technical
and engineering applications until the 1950s
when the boom in consumer products led to
increased concern about product safety.
By the 1960s the Kitemark was being
utilized to identify safe products in areas
such as nightwear, domestic furniture,
pressure cookers and motorcycle helmets.

History
With

the
introduction
of
quality
management systems standards in the
1970s
Kitemark
schemes
were
developed in areas such as double
glazing and fire safety.
Today there are more than 450
individual Kitemark schemes covering
everything from printed circuit boards
to cattle tags.

British Standard
Institute
The customer needs the assurance
and confidence that the supplier has
the ability to provide the product or
service consistently to the defined
quality.

ISO
International Organization for
Standardization

ISO
TheInternational

Organization
for
Standardization(ISO) is an international
standard-setting
body
composed
of
representatives
from
various
national
standards organizations.
Founded on 23 February 1947, the
organization
promotes
worldwide
proprietary,
industrial
and
commercial
standards. It is headquartered in Geneva,
Switzerland,and as of 2015 works in 196
countries

ISO
ISO,

the
International
Organization
for
Standardization,
is
an
independent,
nongovernmental organization, the members of which
are the standards organization of the 164 member
countries.
It is the world's largest developer of voluntary
international standards and facilitates world trade
by providing common standards between nations.
Nearly twenty thousand standards have been set
covering everything from manufactured products
and technology to food safety, agriculture and
healthcare.

Role of ISO
Use of the standards aids in the creation of products
and services that are safe, reliable and of good
quality.
The standards help businesses increase productivity
while minimizing errors and waste.
By enabling products from different markets to be
directly compared, they facilitate companies in
entering new markets and assist in the development
of global trade on a fair basis.
The standards also serve to safeguard consumers
and the end-users of products and services, ensuring
that certified products conform to the minimum
standards set internationally

History of ISO
The organization today known as ISO began in 1926 as
the
International
Federation
of
the
National
Standardizing Associations (ISA).
It was suspended in 1942during World War-II, but after
the war ISA was approached by the recently formed
United Nations Standards Coordinating Committee
(UNSCC) with a proposal to form a new global standards
body.
In October 1946, ISA and UNSCC delegates from 25
countries met in London and agreed to join forces to
create
the
new
International
Organization
for
Standardization; the new organization officially began
operations in February1947

ISO9000
The ISO9000 series is the worlds major quality
standard with more than 350,000 users worldwide.
It was first published in the UK in 1979 under the
title Quality Systems and was known until the
mid-1990s in the UK as BS5750.
It had its origins in the United Kingdom in quality
procedures required by the Ministry of Defence and
NATO in their roles as procurement agencies.
These AQAPs (Allied Quality Assurance Procedures)
developed into an international standard in the
1980s.

ISO9000
ISO9000 is concerned with quality
management, defined as the means
by which an organization employs
its resources to meet its customer
and regulatory requirements and
the mechanisms it employs to make
continuous improvements.

ISO9000
From December 2003 a new set of ISO9000
standards are in operation.
These are known as ISO9000:2000.
The philosophy behind the ISO9000 series
is that quality should be built into the
systems
and
procedures
of
the
organization, where the emphasis is on
prevention rather than cure.

ISO9000
To be able to meet the demands of
ISO9000 an organization has to build
quality in and at each stage, from design
to delivery, assessment and evaluation,
through a formal and rigorous
management system to ensure conformity
of the product or service to its
specification.
The aim is to produce a consistent level of
product or service that is fit for purpose.

Applying ISO9000:2000
to education
The

previous
ISO9000
series
gave
problems to educational institutions
because of the manufacturing origins of
its language.
It needed considerable translation for the
educational context.
It was based on the notion of conformity
of product that was difficult to translate
in an educational setting, especially if the
product was defined as the student.

Applying ISO9000:2000
to education
However, ISO9000:2000 is now
about process and is far more
accessible to service organizations
and to educational establishments.
The ISO9000:2000 series is based on
eight principles that can be used by
the management team of an
organization to improve
performance.

Applying ISO9000:2000 to
education
The Principles
1.
2.
3.
4.
5.
6.
7.
8.

Customer focus
Leadership
Involvement of people
Process approach
Systems approach to management
Continuous improvement
Factual approach to decision making
Mutually beneficial supplier relationships

1. Customer focus
This is the notion common to all quality
processes that quality consists of meeting and
exceeding the expectations of customers.
Applying this principle could demand an
organization researching customer needs and
expectations and measuring how well they are
performing to meet these expectations.
In the educational context the customers
could be the students, their parents, their
future
employers
or
other
educational
establishments.

2. Leadership
leaders

ability to establish a vision and

purpose is the key to a successful organization.
Leaders inspire others, provide them with the
resources to do their job, and ensure that the
needs of all parties, staff, customers, the local
communities and others are identified and met.
Leadership has been shown to be the key
variable in successful schools.
The emphasis on leadership here works well
and conforms to the research findings that are
being generated on school improvement.

3. Involvement of
people
Organizations need their people to use their
abilities for the benefit of the organization.
Ensuring that this happens is important for
innovation and creativity.
Without staffboth teachers and support
staffeducational establishments could not
function.
Planning the needs of staff and ensuring
that their talents are used to the full are key
indicators of success.

4. Process approach
This is about the efficiency and effectiveness of
the organizations core activities and the
importance of developing a systematic approach
to their management.
The
establishment
of
clear
roles
and
responsibilities and identifying key activities are
some of the issues that are important in a
process approach.
The systematic management of the teaching and
learning process is what is required to follow the
requirements of the process principle.

5. Systems approach to
management
This

is
about
recognizing
the
interrelatedness of processes and aligning
them to achieve the best results.
It is about ensuring that there are clear
systems in place and establishing clear
targets and goals.
Having clear indicators of performance and
ensuring that there are management
processes to meet those targets are key
aspects of educational management.

6.Continuous
improvement
Continuous

improvement is the
objective of all quality systems.
It is about ensuring that people have
the training and skills required to
make improvements and ensures
that there is an organization-wide
approach to the improvement of
performance.

6.Continuous
improvement
Schools

and
other
educational
establishments need to be as concerned
with continuous improvement as any
other organization.
One of the key factors in this is the
importance of staff training and
development and the need to ensure that
there is systematic approach to the
development of staff and an adequate
investment in their training.

7. Factual approach to
decision making
this requires that decisions be made on the
basis of information and data.
It ensures that data is available and
decisions are informed by available
information.
Data on students and their performance and
on such things as the value added being
given to them through the educational
process is clearly important to good
decision making in education.

8. Mutually beneficial
supplier relationships
Any organization is in a mutually
beneficial
partnership
with
its
suppliers that can create value for
both parties.
It
is
about
clear
and
open
communication,
undertaking
joint
projects and pooling expertise.

8. Mutually beneficial
supplier relationships
The

importance
of
supplier
relationships
for
educational
establishments is clear.
Senior schools have relationships
with their feeder schools and
universities
have
similar
relationships in the school systems.

Relationships with community

groups also need to be considered
under this heading.

Does ISO9000
guarantee quality?
ISO9000 only sets the standard for the quality
system.
It does not set the standards that the institution
or its learners should be achieving.
The staff of the institution together with its
customers and those to whom it is accountable
are the authorities of standards of teaching and
learning.
What ISO9000 can do is to assure that there are
systems in place to deliver those standards once
they have been decided.

Does ISO9000
guarantee quality?
ISO9000

cannot
guarantee
consistency of standards between
institutions.
This is an important consideration
because so much attention is given
in British and other educational
systems to the question of the
consistency of standards between
institutions.

IIP
Investor in People

Investors in People UK
Investors in People (IIP) was launched in October 1991
and has been substantially revised in recent years.
It is different from the ISO9000 series in that it is a
standard for human resource development and
training, and as such is only one element in a TQM
program.
Its other drawback is that it is a UK standard without
international parallels, and its lack of international
recognition may frighten some organizations from
pursuing it.

Investors in People UK

The essential principles that have to be

satisfied for an organization to become
an Investor in People are:
Commitment
Planning
Action
Evaluation

Deming Prize

The Deming Prize

(Japan)
The Deming Prize is the Japanese national
prize for quality and it is not available
internationally.
The Union of Japanese Scientists and
Engineers established it in 1950 to honor W
Edwards Demings contribution in Japan to
total quality control.
Winning the Deming prize for mastering
total quality control has been an passion for
many of the big names in Japanese business.

The Deming Prize

(Japan)
Many of the household names of
Japanese industry have won it,
including Toshiba, and Toyota.

The Malcolm Baldrige

National Quality Award
(United States)
The Malcolm Baldrige National Quality Award is
the US equivalent of the prestigious Japanese
Deming Prize.
The award was established by the US Congress
in 1987 and was named in honor of former
Secretary of State Malcolm Baldrige who was a
keen supporter of quality management as the
key to national prosperity.
The US Commerce Departments National
Institute of Standards and Technology manages
the award.

The Malcolm Baldrige National

Quality Award (United States)
The Malcolm Baldrige award is not a
standard like ISO9000.
Rather it is an annual competition.
In 1999, additional awards were
introduced in health care and education.
The award concentrates on:

The Malcolm Baldrige National

Quality Award
(United States)
The award concentrates on:
results and service;
the involvement of a variety of trade
and professional groups;
innovative approaches to quality;
human resources and a customer
focus;
the importance of sharing
information.

The Malcolm Baldrige National Quality Award

(United States)

Unlike ISO9000, which is about

whether an organization complies
with its own quality system, the
Malcolm Baldridge award focuses on
results and continuous
improvement.
Applications are examined against
criteria that are regularly updated.

The Malcolm Baldrige National Quality

Award
(United States)
Seven categories make up the award
criteria. These are:
1. Leadership
2. Strategic planning
3. Customer and market focus
4. Information and analysis
5. Human resource focus
6. Process management
7. Business results

The European
Quality Award

The European Quality

Award
The Presidents of 14 leading European
companies
in
1988
launched
the
European
Foundation
for
Quality
Management (EFQM).
It is now made up of some 170 companies
whose aim is to stimulate and assist
European companies in their development
of total quality.

The European Quality

Award
The European Quality Award was
launched during the (European
Foundation
for
Quality
Management) EQFMs 1991 meeting
in Paris.
The aim of the EFQM and of the
European
Quality
Award
is
specifically started to encourage the
development of TQM.

The European Quality

Award

An organization that seeks to gain the

award will be assessed on its results
and improved performance achieved
under the following headings:
customer satisfaction;
employee satisfaction;
business performance;
impact on society.

The European Quality

Award

There are eight specific criteria and their

relative values within the overall award are:
Customer satisfaction
People
Business results
Processes
Leadership
Resources
Policy and strategy
Impact on society