4. CONTEXT OF THE ORGANIZATION
Identifying the factors affecting your company will guide you in setting up your system.
4.1 Understanding the Context of the Organization
The factors that the management system affects and is affected by should be determined as context.
The issues that are affected can be defined as the external context, and the issues that it affects can be defined as the internal context.
Note: Internal and external issues are randomly sampled with a general approach, you need to customize and detail specific to the scope of your company.
4.2 Understanding the Needs and Expectations of Relevant Parties
Relevant parties that affect the operation of the company should be identified and the environmental needs and expectations of these parties should be determined.
The internal and external issues specified in Article 4.1 are guiding in the determination of the relevant parties.
For example;
When we take as an example a company that produces and sells shoes,
In this company, human resources are determined as an internal issue and legal requirements are determined as an external issue.
When we examine the internal issue of human resources, this brings us to the relevant parties such as management, blue collar personnel, white collar personnel,
When we examine the external legal conditions, we see that we are affiliated with the relevant party of the Ministry of Commerce since we are a trading company.
We need to examine the relevant parties we have identified and question their needs and expectations.
The following results will be obtained as a result of the query.
Needs and expectations of blue-collar personnel: On-time payment, safe working environment, social rights, etc.
Ministry of Commerce needs and expectations: Compliance with relevant laws
4.3 Scope
In the scope, you should describe the work areas and areas of activity that determine the boundaries of your company.
Additionally, if there is a substance that you exclude from the standard, you must describe it here with justification.
For example,
If we examine the scope of the company SÜT.AŞ, which produces and sells milk.
SÜT.AŞ carries out its production activities in its 1000 m2 production facility at Tokat Niksar ..... and carries out its sales activities in its 300 m2 sales office located at ..... in Tokat Center.
Since there is no design activity in our company, the ISO 9001 / ''8.3 Design and Development of Products and Services'' clause is excluded in our system.
4.4 Management System and Processes
The administrative, support and operational processes your company needs should be determined and the procedures should be described in accordance with ISO 9001 with the determined method. These processes may be aimed at measuring/improving customer satisfaction, evaluating process performance, organizing training, implementing internal audits, and organizing corrective actions. In addition, apart from these examples, necessary planning, application control, etc. in accordance with the company's own operations. Operational processes should also be prepared for the stages.
You can describe your process under a procedure, draw a flow chart, or determine an alternative method.
Processes should be constantly reviewed and updated when necessary, based on continuous improvement principles.
Below, an example of a process interaction diagram prepared for a company engaged in Engineering Management and R&D activities is given, and immediately afterwards, an example of the "Internal Audit Process" prepared with the logic of a process flow chart according to the process requirements of the internal audit process in the diagram is shared.
Note: The examples shared in the figures above are entirely based on assumption. They can be changed or developed according to the scope, areas of activity and company structures of the companies.
5. LEADERSHIP
6. PLANNING
7. SUPPORT
8. OPERATION
9. PERFORMANCE EVALUATION
10. IMPROVEMENT
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