1. The ISO 9000 family of standards
The ISO 9000 family of standards is related to quality management systems
Designed to help organizations ensure that they meet the needs of customers and other stakeholders
ISO 9000 deals with the fundamentals of quality management systems, including the eight management principles on which the family of standards is based.
ISO 9001 deals with the requirements that organizations wishing to meet the standard have to fulfill.
(Wikipedia)

2. Standards in the ISO 9000 family
ISO 9000: covers the basic concepts and language
ISO 9001: sets out the requirements of a quality management system
ISO 9004: focuses on how to make a quality management system more efficient and effective
ISO 19011: sets out guidance on internal and external audits of quality management systems.

3. The Eight Quality Management Principles These quality management principles form the basis for ISO 9000 family of standards
Customer focus Understand, meet and exceed customer expectations
Leadership Establish unity of purpose and direction, create an environment in which people can becom fully involved
Involvement of people People at all levels should be involved in achieving the organization’s objectives
Process approach Activities and resources should be managed as a process
System approach to management Managers understand and manage interrelated processes as a system
Continued improvement Continual improvement of performance should be a permanent objective
Factual approach to decision making Effective decisions are based on the analysis of data and information
Mutually beneficial supplier relationships
(ref.: ISO 9000, 0.2)

4. Audits and Certification
Checking that the system works is a vital part of ISO 9001:2008. An organization must perform internal audits to check how its quality management system is working.
An organization may decide to invite an independent certification body to verify that it is in conformity to the standard, but there is no requirement for this.
Alternatively, it might invite its clients to audit the quality system for themselves.

5. ISO 9001:2008 Quality management systems - Requirements
Section 1: Scope
Section 2: Normative Reference
Section 3: Terms and definitions (specific to ISO 9001, not specified in ISO 9000)
Section 4: Quality Management System
Section 5: Management Responsibility
Section 6: Resource Management
Section 7: Product Realization
Section 8: Measurement, analysis and improvement
Before the certification body can issue or renew a certificate, the auditor must be satisfied that the company being assessed has implemented the requirements of sections 4 to 8.
Sections 1 to 3 are not directly audited against, but because they provide context and definitions for the rest of the standard, their contents must be taken into account
Main
chapters

7. Common Assessment Framework (CAF)
Total quality management tool
Developed by the public sector for the public sector
Inspired by the Excellence model (EFQM Ecellence model)
Based on the premise that excellent results in organisational performance, citizens, cutomers, peopleand society are achieved through
leadership driving strategy and planning,
people,
partnerships,
resourses and
processes
This is a Holistic approach to organisational performance analysis

8. Purpose
To assist public sector in using quality management techniques to improve performance
Designed for use in all parts of the public sector
To introduce public administrators to the principles of TQM
To guide them to a fully-fledged PDCA cycle (Plan-Do-Check-Act)
To facilitate self assessment to obtain a diagnosis and a definition of improvement actions
To act as i bridge across various models used in quality management
to facilitate bench learning between public sector organisations

9. The Eight Principles of Excellence (Abbreviated)
1. Results orientation
The organisation focuses on results. Results pleases all of the stakeholders
2. Citizen/Customer focus The organisation focuses on the needs of both present and potential citizens/customers
3. Leadership and constancy of purpose Leaders establish a clear mission statement, as well as a vision and values. They also create and maintain the internal environment in which people can get fully involved in realising the organisations objectives.
4. Management by processes and facts ... a desired result is achieved more efficiently when related resources and activities are managed as a process and effective decisions are based on the analysis of data and information.
5. People development and involvement .. The contribution of employees should be maximised through their development and involvement and a creation of a working environment of shared values and a culture of trust, openness, empowerment and recognition.
6. Continuous learning, innovation and improvement Excellence is challenging the status quo and effecting change by continuous learning to create improvement opportunities. Continuous improvement should therefore be a permanent objective of the organisation
7. Partnership development Public sector organisations need others to achieve their targets and should therefore develop and maintain value-adding partnerships.
8. Social responsibility Public sector organisations have to assume their social responsibility and try to meet the major expectations and requirements of the local and global community

10. The CAF Model
The 8 excellence principles of Excellence are integrated into the structure of the CAF Model .

11. Criterion Example: 5. Processes
... An effective and efficient organisation identifies its core processes, which it performs i order to deliver its services (outputs) and impact (outcomes), considering the expectations of the citizens/customers and other stakeholders, in line with its mission and strategy... (abbreviated)
Subcriterion Identify, design, manage and innovate processes on an ongoing basis, involving stakeholders
Subcriterion Develop and deliver citizen/customer oriented services and products
Subcriterion 5.3 Coordinate processes across the organisation and with other relevant organisations

12. Self Assessment Process

13. Quality management systems vs. Excellence models
QM systems and Excellence systems are based on common principles. Both aproaches
enable an organization to identify its strengths and weaknesses,
contain provision for evaluation against generic models,
provide a basis for continual improvement, and
contain provision for external recognition.
The difference lies in the scope of application:
ISO 9000 provides requirements for quality management systems and guidance for performance improvement. Evaluation of these criteria determines fulfilment of these criteria.
Excellence models contain criteria that enables comparative evaluation of organisational performance and this is applicable to all activities and all interested parties of an organisation. Assessment criteria provide a basis for an organisation to compare its performance with the performance of other organisations.
Source: ISO 9000