Ao 651 — Agallieldldzal lars phcediclntl Git olalt 1 | —Aadaabliage-—sohl3 lo} VeVA=r£ alloc Suits Ko Gupsll oseVL International Standard - ISO 9004 Quality management — Quality of an organization] — Guidance to achieve sustained success Fourth edition 04-2018 slacl pel Fe SA ae le slr JAM gta Pe Sbelisbe| cubital, Shel tft esta al pole sCal Replirediindl as — nplittiadlyar — taylisgliiadl aeadlgiot! Jools cai ay edi jf Ul yubilwee ee ee ee ee eee rT Tp aN pad CoN SRS Sm LED pA Contents Foreword Introduction Scope Normative references ‘Terms and definitions ip Quality ofan organization and sustained success tal Clg LD 9p Quality ofan organization Lala, Managing forthe sustained success ofan organization), ail pita cll Unt on 3) Context ofan organization Lak ae General as Relevant interested parties ALD ci gal HL External and internal issues lly ye LAD Sheng Identity of an organization erat General = Mission, vision, values and culture ails Aalst Leadership General Policy and strategy Aapslsanly Lal Objectives saat Communication Sea Process management al 5) General Determination of processes Responsibility and authority for processes Managing processes Resource management General People General Engagement of people Empowerment and motivation of people Competence of people Organizational knowledge BA Gy ee 8Da ae aon ae Technology Infrastructure and work envirmment General Infrastructure Work environment Externally provided resources, Natural resources ‘Analysis and evaluation ofan organization's performance General Performance indicators Performance analysis Performance evaluation Internal auait Seltassessment Reviews Improvement, learning and inrovation General Improvement Learning Innovation General Application ‘Timing and risk Bibliography Annex A (Informative) Selfassessment tool w rm im ¥ Ste DAS Heal fee Tine eT a al NT op a Veslassh dat py a ta ge ent Bad 4gh o-4 Gad Ay Toot ai yl bd Appl aod aki Ad gay Us = aren ctf dts A pa tt ast 3 al ca SSA ay Grad a renee hoe) (cate) ) oe ae 5 o me ri ron oz: con )ISO. (the International Organteation for Standardization) ts a wore federation of national Standards bodies (150 member bodies). The work of preparing Inernatlonal Standards is normally carried ‘ur through ISO techaeal committees. Each member ‘body’ interested na subject for whieh a technical committee fas been established has the right to be resented on that commie. international eat governmental ard non-governmental, it mm with 180, als takepart inthe work. ISO collaborates closely withthe International Elecroteehnical Commission (IEC) on all matters of lestrotechnlal standardlztion ‘The procedures used to develop this document and those intended for its further maintenance are eseribed in the ISO/IEC Directives, Part. 1. In particular the different approval criteria needed for the diferent types of 150 documents should be noted, ‘This document was drafted in accordance with the editorial rules of the ISO/IEC Directives, Part 2 (see ‘Attention is drawn to the possibilty that some ofthe laments of this document may be the subject of patent Fights. ISO shall not be held responsible for identifying any or all such patent rights. Detlls of any patent Fights identified’ during the development of the ‘ocument wll be fn the Introduction and/or onthe TSO listof patent declarations recewed (Gee www.so.org/patents). ‘Any trade name used in this document is information given for the convenience cf users and’ does not onstitute an endorsement. For an explanation on the meaning of 1S0 specifi terms and expressions teated to conformity assossment, as well 25_ information about. ISO’: ‘adherence to the World Trade Organization (WTO) principles in the Technical Bariers to Trade (TBT) see the following URL: ww. so.0ry/Is0/Toreword.neml ‘his document was prepare 3 Technial Commitee IS0/TC.175, Quality’ management and quality assurance, Subcommittee 2, Quality systems. This fourth edition cancels and replaces the third alton (130 900%:2009}, whish has been technically revised. The main changes compared to the previous edition areas follows = alignment withthe concepts and terminology ofIS0 ‘9000:2015 and 1S0 9001:2015 —foeus on the concept of “guaity ofan organization”; focus ofthe concept of “dertity of an organization” cad gl at (gail abit gen ha a Thee tl) a Gah 2 MyM BAD sae] Jee le thy (ail fpae Sin US a3M0 Al gS ald DAE FN dg A AB gh ol Lay Spal Sh SLID gl BE A Mae aS Ch aes 38 ay a as sl ay Rn Sis Us Li SM) ay al nh Blade A (IEC) fain a aD gl il Lemna yA Se phd Akal heel i) Gas gle Ma Asay! plan Rel tay Vein ISOMEC Sc ail oy eto ata ayes Sela By enn SAN cy tl gy) ISOMEC AY ysl (oww.iso.rg/alrectives) i a patio an oh ll tl a (ie 305 op Mapae gb 33 Se Sal as 13m Belpll sim ay Spal inl 98 Oe US sh POS Spey Mi oe el lth Maas BAB Slob ey aN Lb i asad (wwwisoore/patents si) 6 Cages gh HAST oe gh pabinn led pal ff Ae oh JS ska SLs a alla My staal ia gpd ge pL ( CRaghal Sy aa pu ud yay (WTO) 4.60 seat Le eee 81 ai fal « (TBM) sity akan el ‘www is0.0rg/iso/foreword hem 33 gad fag aly lel HE on eal Ain saya of tga 39) SO/TCITG soph ia 2 ah oth Joa mes gah Ah yt AA gn a oy (FeO Ca) US gh Sa Jans a yal 2 spf Stata pale ee aa = Teveste) ailTp a peed god Gere This document provides guidance for organizations to achieve sustael success fn «couples, demanding ad ever-changing environment, with reference 1 the quality. management principles described. in 180 '9000:2015, Where they are applied collectively, quality ‘management principles can provide a unifying basis for An organization's values and strategies. ‘While 1S0 9001:2015 focuses en providing confidence in an organization's products and servis, this document focuses on providing confidence in the ‘organization's ability to achievesustained success. ‘Top management's focus on the organizations ability to meet the needs and expectatons of customers and ‘other relevant interested parties provides confidence in Achieving sustained success. This document addresses the systematic improvement of the organization's cverall performance. It incudes the planning, implementation, analysis, evalution and improvement ofan effective and efficient management system. Factors affecting an organization's success continually emerge, evolve Increase or diminish aver the years, land adapting to these changes 1s Important for sustained Success. Examples include social responsibility, environmental and cultural factors, in Addition to those that might have been previously considered, such as efficiency, cualty and agility taken together, these factors are part of the organization's context. ‘The ability to achiove sustained suecess is enhanced by managers at all. levels learning about and ‘understanding the organization's evolving context. Improvement and innovation also support sustained ‘This document promotes self-assessment and provides aself-assesement tool for reviewing the extent to which the organization has adopted the concepts in this document (See Annex A), {A representation of the strucure of this document, Incorporating the elements essential t0 achieve sustained success ofan organtuaton as covered in this document, is presented in Figure 1. TG Bop Sed We il aa aM pl Cae Spl ae GA il gk she Bila chil Ghd cho oe) ib ae pl © ih ating eile din yh ad “tessa A Hal tant 5 sh East] Sap by oe Bh ee Ube peg 01-19] at lee la as J Fi se BAO oe De I6B BN ik lh abi Clady clade ial cla fas le LGN gk A EI a alg gle Li ye Ui 19h 555 Bad cls ail Sad GL) Lad chs] BY say lead cha 5 eet LAE ASD Gael cet 2, ABS ney iy ty Ski has at yc J sas J ss Lt clas Cle hy il HD ny soa 9 le yy oot J sesh gah as Un al cy a Rind diel Alan Aiea ask out PSH GIS A Lied Ly 4a, Sab eal saplSle e Ue daaae So Abid ie ip lal chu ol iad clad is ule Hl IDS aka ed ply ph DIS oe Sas el coal Gas JSS, cel poss Cady cae al al A fy A gl Be Bok eo ABS pall bi Laat sae dea (6 Gala as) Ag cee Sty AN ok el gs 1 Va al hd ell GA SpA tl Aislin Bae ol © esis eee t oealSE ELS ET EEE EES] (ease) ster Soy ine one £ H eee "ees sls =. t t 1 — Representation ofthe structure of this doo Cae Se eSTe Sa a a] ; Quality management — Quality of an organization CW) iat) Sia ~ LRLI bagp ~ Sap i] Guidance to achieve sustained success Tae 1 Scope oaai-s] ‘This document gives guidelines for enhancing an jas gle Abi 46 jy cinta) 8) in sh Boater adlirn Encamislocean ein Shc M2 4 pis tial Sa lidance is consistent with the quality management ©“! 6 ¢* 3 a ct Pa Berens) Princpies piven in S0 9000-2015, rs ‘This document provides a self-assessment tool tO dae al cj gill pul sl ps SBD aca Ter eae A peta he oS ect aod $enpted the concepts inthis docment SBN A ol oe This document 1s applicable to_any organization, aga co jl yy Aahin fe Aisha regardless ofits size, ypeand activity. a ‘2 Normative references ‘The following documents are rsferred to inthe text in such a way that some o allo their content constitutes roquirements ofthis documen: For dated references, i ‘only the edition cited applies. For undated references, 9 gab sgh oy Ait sua) js! 44a the’ latest edition of the referenced document \,) a) cn Saal il Ssh Spal (including any amendments) apples. 7 [$0 9000:2015, ually, management systems — cls ul apd kd To ne ate peg aareiioas 3 Termsand definitions syst i od ee reese of ti det n a cROTRA aoaial ala detnitons ven in1S0.9000:2015 apply ve ence eReeA 180 and IBC maintain terminological databases for USC liyy sel HSigySl Apsd nll, NI das {in standardization atthe following addresses: eae —180 Online browsing platform: available at htps:// www iso.org/ obp — IEC Electropedia:avalable at htp:// www .lectropedia org) ‘4 Quality ofan organization and sustained success pal py aba Sapp —¢ 441 Quality ofan organization a sam d-t ‘The quality of an organtzatin is the degree to which jaiai WDA Ga gh Aqyil ga Labia 299 the inherene characteristics othe orgentastion fulnl Cane OA ta SN the needs and expectations of ts customers and other WLS “Habis cial pt Abul yi al Interested parties, in order to achieve. sustained ul cla iat Jal day we Sed GALI See nage miter odor wa a ca spa te pos Seas iStelevant to achieve sustained succes NOTE 1. The term “qulty of an organisation” fs ys gn Gite Ki tg! qn 11 tad Served rom the Seton o “gay pen tn 150 379 yr wera t Shea sia amt SU002015, 262 (he degre to while a sat of 222 Err Fees ale Oy eect “tans cS A MA) alsa edn UD On Feulronent@), "and rom he _deiion of Cans a9 a cays coo de "regurement” Buen 0 9€002015, 5.64, (needs (U7 o” VR SAME Girt on GM oot or capecatons that are state, generally ised or ("T° al dw ghlgton I stn ren he pura of 0 Un pe oe a ca J ah) Sod, whch focuser onthe gual af products and “ey ySnech al gop ce ety ay ( DR J J sere ie craes poe cote in lig one 2 SAR) wr cm IBY CW | cinta tw prone’ onrming produc and 24 “te ley it om | scZiccsandwoenkoncelis casters iakstaton Gyan Ate choy ae yA eal al Ln yas Se Tw Glan le sae BA =FE a Tae et roca a 2B pe os mean “relevant need and expectations” se yee NOTE 3 All veferences to "interested parties” mean “Aga GIANT CAREY) gym ons 3 Ahh relevant interested parties Pal ob gels aL 3 NOTE 4 All references to “Interested parties" include ats “iia! GAMUT GY CLI! gap of URL customers ier eer eee reer tare ee oe | ete eee area en ee arora aoe of its customers, To achieve sustained success, the "real! clei Sanity eames cteNal eee eee ee eat eee ee beanie eect ae ee ea ‘with the intent of enhancing their satisfaction and a, iy palin aly an see ° Tae gman ote at tte SN in a ude om Sd te PeeanaNRECHaarFarGSiuT envaton tania pews o ( eae ‘The needs and expectations of individual interested satin Aull inl LN cabs Clan cS Parinr can be tifreny alped tm or im conflce with any gt ey prea those of other interested parties orcan change quickly, “2 “HA la\fal gx Lajate JJ Atte The means hy wich the tele and epetatons of a SJ Say er aA oy as Inurested pares are expressed and met can take by, i ‘wide varity of forms, for example co-operation, 5 sia! ce es cr al oe il eyovation, outsourcing or by terminating am acy; J sh onsequenthy, the organtation sold ge Ua lg] J Aid paw Ha. I nj ‘consideration to the nterrelatonships offs Interested ‘tv yyy’ iy ay parties when addressing het needs and expectation, SA IBN gels J tabi le av hi geal 3a edd ANS J the composition of intersted parties can difer qu yé Kay Sad GIANT ou bis of ote ‘tiistaes clturs and nations Figure © provides O82 GBs clay BA! cy 62 aan] txamples of Interested parties and their needs and pgldsygqlq lal Aad ISH al pi ¥ ee expectations. ‘<2 Gp Gp eDpeD Ge) : ” responsibility (profitability ‘serves ae nA | Figure 2 — Examples of interested parties and their needs and expectations En oD CED ara ae es] (ee) (eal ln awn [oe | B= [oo 5 sop] et SE ee oe or) |e fee | peas snp ba 2 JTt GD ea a GES SIT Cp tN SO aT a %2 Managing for the sustained success of an Lil tend clot Ua 'Y=* organization 421 The quality of an organkation is enhanced and cla) Sis, Sahil Sam i oS 21 sustained success can be actieved by consistently Gs, hatin ‘yan yl) Ds J iin meeting the needs and expectations of its intrested 2 E Parties over the long term Shorts and medium-term 9-4 Asily dpb gual gle ha ttt Sbjectives shoul! supporethis lng-term strategy, il Sh pli oa ps cf as gd las ‘As the context ofan organizaten willbe ever-changing, Js dal gob « ply pine US Seo Lal to achieve sustained suecess top managements TUN eile add iS cal 2 regularly monitor, analyse, evaluate and review the je bly Uh: Gh galby py aby 25 (I “organtzaton's context n oder to identify all interested cae : pahies, determine thelr needs and expectations and C#A! emis Seal ALLY gun at dal thelr individual potential impacts onthe organization's ial «Le Ani Lina sty ei performance: 1}. determine, implement end communicate the organization's mission, vison snd values, and promote analigned culture; ©}. determine short and long-term risks and ge phy nad aly tad a (| ‘epportunities: 4). determine, implement and communicate the stakial tal Geshu Shige sy Si a (3 ‘organizations polis, strategy and objectives; determine the relevant processes and manage them can Jai Cans Uauy Mal) i shal ad (a otha they funtion within acaherent system; ener 1) manage the organization's resources to enable Its gil Gas ge ile Gad Eas ign ut (4 processes to achieve their intended results; ee )_monitor, analyse, evalutte and review the Aad tl eal ls Uy oa Snganizations performance; I} establish a process for improvement, learning and 5 go> dal x JSIML ity cma he it (| innovation in order to support he organization’ ability oa) 3g Saath a to respond to changes in the context of the organization. ARSE tg ET ASM ake A 4122 Consideration of the needs and expectations of AMI ck lala) Je gf AY! Y=Y-t Interested partes can enable the organization: Sacer 2) to achleve objectives effectvay and efficent i, Yel ala as & 1) to eliminate confing responsibities and cB, ej ad ge La on ( Felaionshipe ‘to harmonize and optimize paces chad cnaty ws rl A) to.reate consistency: ©} improve communication 1) to ciate training, Iarning and personal development: to Tatitate focus on the most important Characteristics ofthe organtzaton ito manage risks an opportunities tos brand or reputation; ‘1 acquire and share knowiee. 5 Context of an organization 5.1 General Understanding, the contest cf an organization is @ ke 351 dip ans Ge p Laud abe proces that determines factors which Influence the aE ‘organizations ability t achieve sustained success. enact eal VW) eo, “sat as SS al go He 8 il ae a“There are key factors to consider when determining the yas se Jae! ya WiSl omy context of an organization: - 1 attested pin sa asin b)emeraliseues neh clegigd ( 6) neral sues Bald legac] 52 Relevant interested partes fad ib Lag ut t= Interested pares are those tat cana be afta | 3s J. ho dl ya aed GLAS] Spo pertv mses oe sled a econ) Sy a 9h a Gr acy ofthe organization The organization shcula u i deserine wich treed partes a elvan These J oA Bad ia aH a J aa Sloman terested pues fat be bots coca tod Uy uly pj AL a 2 Moa a interml, Incuding fastomers and can impact the ene cate trgantetion's ably to achlevesuiained sucenee AIS Bai a a | reaniaaons abil to achlevestsained cere The ergntzaton should detwoine which Interested Aad i as GS oe a partes: iad Ciygl abi a Sc] | 4) area sk to its sustained sucess if ther relevant needs and expectations are nt met 1) can provide opportunites enhance is sustained Once the relevant Interested pares are determined, es) Lad cb Liga LH as ap the orpetenion shoul eG ~ identify their relevant needs and expectations, ie yds al i ity eta and determining the ones that shod be adresses (Game — establish the necessary processes fo fll he eds ay clan 48d Ayal ed yd = and expectations ofthe interest parties. Seal ‘The organinton should consider how to eetablish ide Lg SAE GJ A Yh a Gncoingreationships wih interesed Parties." 2 yy arvys soa gad agg a fenefté suchas. improved performance, common os | Understmding of objectives ard values and enhanced 3% ply HS liza ply «18 cpa sab aa 5.3 External and internal sss tay ip epg 5.3.1 Bxteralssues are factors that exist ouside ofthe aged il Ga Sey leysaga 2)~F>o cegmemon ina NN NY a 2) statutory and regulatory requirements Eereneemier nT] ‘sector specifi requrementsand agreements; det ya ny, wash (| competion; A. (| 6) globalization aban €) soda economie polities and cura fctors BEd ALAN Mp LSQ Nl (a £ innovations and advances inecinoloy hi csc HS 6) natural envionment. lal (3 5:32 Ineral issues are factors that exist within the Jas type dal yp YALA X=T-9 {Diy ackewe stated scneg auch ace A ob A et Sa hal cal 4) size and complexity; safe inp2s pra (I es GUS a ee 8 ll we ce aSESE EEEEEeceaeeeeereemersn = eee Ue ey eoeatl ee ect nasreiee ‘The identity ofan organization includes its: sgh babi sc 3) ison: the organization's purpose for existing: aba Spy Oe unl? had (I 1) vision: aspiration of what ar organization Would IKE aki ae Sol 3 Wel 39 (WB tnbecame: 6 values principles and/or thaking patterns intended ys ily aLa0 ci3_ Mal sel ple to playa vole in shaping the organization's culture and ue to determine what s important tothe organization, In “MME ne Se iy Sia ESS Ssupportaf the mission and vision; Say Bat el ‘a eultue: belles history, ees, observed behaviour a Ld, CBSE, fy clad sl (4 land attitudes tha are interrelated withthe identity of as ‘he ogniaton » mtaneed Tes essential thatthe organizations culture aligns with (Gis Wis gx Li A HG oI yaad) oe itsmisson, vision and aes. Top management sll + at" “ef ) yun a) le ns“ Sia BIB Gal ge she 8 Alloa afengure that the context o” the organization is fonsidered when determining its mission, vision and Yyalues. This should include an understanding. of its texting culture and assessing the need to change the culture. The strategic direction ofthe organization and fs polley shoul’! be aligned. with these. identity elements ‘Top management shold review the mission, vision, values and eulture at planned intervals and whenever the contest of the organization changes. This review Should consider external and Internal Issues that can hhave an effect on the organiztion’s ability to achieve sustained success. When changes are made to any ofthe Identity element, they ho be communicated within the organization and to interested. parties, a8 7 Leadership 7.4 General 74.1 Top management, through ts leadership, should: 28) promote the adoption of tho mission, vison, values and culture in a way that 's concise and easy to “understand, to achieve unity ofpurpase; 1) create an internal enviroment in which people are engaged and committed to the achievement of the ‘organization’ objectives; ) encourage and support managers at appropriate levels to promote and maintain the unity of purpose and direction as established bythe top management. 742 To achieve sustained success, top management ‘ould demonstrate leadership and commitment within | tee organization, by: a} establishing the organizatiors identity (see Clause 6); ») promoting a culture of trust and integrity: 6) establishing and maintaining teamwork; 4) providing people with the necessary resources, training and authority to act with accountability, ©), promoting, shared values, fairness and ethical behaviour so that these ae sustained a all eves of the organization; 1} establishing and maintaining an organizational structure to enhance competitiveness, where applicable; a). individually and collecively reinforcing the Srganization’s values; 1h) communicating achieved successes externally and internally, a: appropriate 1} establishing a basis fr effective communication with people in the organization, discussing Issues that have feneral impact, Including, fnanclal impact, where Sppllcable; |} supporting leadership development at al levels ofthe organization, STM Aa aD GING GR NIT el ame Boal 8 Sal go Wee & iid ame a Tapia Nes Ay Wily aan ie LG Ge Heb Spy Aa Ue gh A Gt ot as ty of aay AM dg) Sp Aut eat ok ga Wey La at ‘el ea Say Dat eat oD Vl Ut he A Be ai Lae Aah cash Be pi kanba is 45 of sy Auk sp) i ling «Sal clad Ga le abl pale Ase Aye patie Sal gl le Chat esa SAN ete WG oe al AL al ea Alba tal ns cya Soe Al aad le cana pty and (| a inn US aay gl ny ye li BUY ge Ass « gia el Gaal 1-)=1 2D gp Ail ila AS aa a oS a (ay sl a ay (I ea 2 595 (4 eget oa le iyo (| De eA Ay ayy aa SN a st Apa Cay BUY! gly a, 155.09 gl 55 (a Aaa an aye ail tail Sg os Se Gk iy La (| ls hy Ln pt soba iy en al al tea | aka gh UA ge Said enh ll aa} (4 SB gh Ly ll Ss yn hy a al Abs lyin gen eK old co (| Bi A 55 cl ey yl ly AA hapaee ee eee ae Tit GaN aad GN) I Me] | 72 Policy and strategy pee rv] ‘Top management should set out the organlzation’s fx Ackil sed Yo au gba uy! le Va Intentions and” dirtion ty the form of the S. cas ce ic wy satu wee Osa) ‘organization's policy, to adéress aspects such as O° ea &* J : Compliance, quality, environment energy, employment, Aly Ady Ags Saply -M1 a sall fccupational health and safety, quality of work life, jSiVly Ulisse tases Aged ADA, Raval Innovation, security, privacy, data. protection and soy ayaa, ett Suny » onl customer caperiones: Felcy atements should inctuda 77 "203 tun SHA Any papal OA ‘commitments to satisly the needs and expectations of SAn¥ial ay chet Lnlh cite omic cll wy Interested partes and to promete improvement. ee Sy Say GAIN by When establishing the strategy, top management of U Yall LY! ge a dans! eny 2 ‘vould either apply a recognized and appropriate id Bee gas Sa ‘ode! available inthe marks, or design or implement 2 Srl eh Ais Das ss Aine cot Sl ‘an organization-specific customized model, Once O4 288! spay lens Aaiiey Gala eipai Std al 8 Shge ence mah the sah ofthe gi ahd Ja gid ye SSeil'or thal endin and nfs fr ee Singing epaton vol Strategy show reflec the Meaty ofthe organization, Wi.y Lkial yn Anslsall US ol aa its context and long-term perspective. All short- an 31-2. yt Gini) geeny deW) dole bss} tmodium-torm objectives shoul be aligned accordingly S=-#3 Sha A eins a! duh Usted oe Gee73) {TAN a ts 5s Tas Pease aaveitie Usccots 2 ans SARE Ue regarding competitive facors (ee Table T). (0 ds is) ath Sl “These pole and strategy decsons shouldbe reviewed yt ass Spy Lod i tne 0] for continued suitability. Any changes to the external 2s. coh ean and internal issues, as well as. any new risks and “2=e"" v! Shalt uf co Da os ‘pportunities, si beaddresea 55m ay Be gl is, Sa tf ‘The organizations policies and strategy constitute the 3) «Lu GALAN Li cls) cae dhs basis to establish process management (ee Clase 8). (3) cial ‘Table 1—Examples of actions to consider when ga Ja se Wien als lac Eal= Jaap | ‘addressing competitive factors Sl Jed I [Fompettave ; aa ors Actions to consider ee va i spall ie 2 tal 2 | pantie on caren and poten aa, GE A] | Prats and aime ad pot mare rod Stes in| al Services [snd sures eee kel aera [Lad GUST eager] oO lssgn pee ocuromer equrements aie ; { veaaing the aivantages of bong HA O|T J Gl GUM oS I Ue ams | i Inaket or ng lower auaed | [sng prodecion Kear sal to mana Lin UTE a a gh oo 8! eee oe [= dealing with stor inovation 7S Fa] ak AD chad lp go | r able longterm cstomer demand Paar | [managing quali requirements ‘plate | a | —iesegnng” demographic aeveopmen!| pa a ad | People [andehangng tue a conser oveaiy wae =catng af GE AT a ARNG, GGT Tal cal Bote Wnt oe ae Tee chp go ee 8 Gow a“Tgp aN ad CN GRIN CE eg Sa oe Oe determining the desired competence and|> IAT ge Ugo chal, Wik ys] = ra Se es ET os a Lee cate Pe Mt i hal lonsiering permanent addressing capacty —flecbity—by),s IW DE Ge BLD Saye ge Jal versus Medea ya a aia al fl J kemporary. employment, [considering fll time versus part Une offs JAGh cayhy Ua EWI gf STH 5 wel as ey ili i cd J il Sal Processes wil be eentvalec, decent lor nomintegrated, or a land responsibilities Fegarding determination, establshmont||Uily amas Gh Ub iy Mie wf fnaintenance, conrol and’ improvement ofa b Ly «chad aly Hy Mn frocessesncding the assignment of role aor ce between et C | =appiving curry walable Rrowiedgy Say We oni weiss, Ul Gale] lorganizatonaland technology anew opportunities sie ac oowledge | —aeniijng te nod for now owing] Sa TED Ua IE sa sad = technology vechnolory PE getermining when Wis trowledge and) oJ Wad va Hl wns a sa -| 9 hesinology needs wo be avaiable and how to eee li ethin he ngaition Prd determining if this should be developed] 7 Wis boas gay OS UU aad fmernaly or acquired extrually pil on al = determining potent parners Bsa] > Parmners | Grving oi tsinolowy development wil ga,58 c= Wasa aa by Ue wy] «SAT lestermal provdersand competitors aed [= developing extomized profucsanilaim gf Eaaia Slay cha ts -| vies in ont undertakings with custome = cooperating with the Tal community] Ly goad Clea a asl cade publ autores and associations eer 7 deciding wheter process namgementligi. aii Guid yd cas Hams] a tealiod integrated] a ge nese, J asin J ae gh Y fal [determining necosary Information andl| VC, LEO weslas Oy oom | lommumieations "tecnobogy CTI anes jaa) da a) Sara bniactructre tay, custom ; standard soltien) Guna F Conaldenng eal Togonal and Goal] — ely ah goal al | — 5 piace presnce ry [considering wival presence and wie ofc, (kid, ala wal gf A] focal media ea [considering the se of ISO Ea GT GR | lected prec teams aka © exasing pre portion (eg Tow vera mot Sea] BL) pd ee es} ring [pram preg oti) ee E—deterainng pris by aang al] od Ay I as lucusn/bidding approach T5Objecives Gy ‘Top management shuld demenstrate leadership n the yx Sabi fi eo Yi S57) ge a conpanization by defining, and fonganization’s objectives based on maintaining the y {a nies uaa its policies and «2 ie Pal Strategy, as well as by deploying the objectives at w> “ila! 5 0 hays anally Wl relevant functions, levels and processes. Kal ay ajay SD si haw Tak TS ee = = =. 2 Ts‘Objectives should be defined for the short and long gay Ul peal eB GAT spat ns term and should be clearly understandable penta] Objectives sould be quate where posse 1 gl Li 4s AY aS asus When determining the objecives, top management ye fg A at a | 2) to what extent the organization is aiming to be Ge GiseY! gy oJ Maki gs tn» yi ot (If ecognized by interested parties as elle Lage GILM s 1) a leader with respect to cometitive factors (see 7.2) gx (Y-V ssi) Suaith gay Andy Ld alt (0 emphasizing the organization’ capability, vebilosi e 563i] | 2) having a positive impact on economic, environmental and social conditions around it, = Nyy Ugaall Agen] b) the degree of the organization's and its people's ce. ay Ly exipal ob util Asia Lal 439 (4 Shaseanes ih say Bago ase vaows 4a Sade a eon lee ge ee aie oe real eee = Cogan Sh as plc admmisestion, i 57 cher So cy lh) bel associations and standardization bodies). il Say pant ‘When deploying the objectives, top management should gash gf \bul sa) gle ass ala 32) | sehr ey Cao eaa eee eens ec ee pee functions and levels of the organization. Hajiely AGS on Gill Gad Ge 74 Communication aati :-¥| ‘The effective communication of policies and strategy, sa gx AeAjily lla Jad JLasH ig ‘with relevant objectives, is essential to support the roe Sustained succes ofthe organisation, re tei Such communication sould be meaningful, timely and uiueh ci iy df ad ual as ‘continual Communication sil inchide a feedback yy . cae tmectanlsm and incorporate provisions t proactively 0 UF Salil omy of sy «hee Ku} ‘8 Process management aka A General pens Organizations deliver value through activities sy jain hate thi DA cp dof cil pt connected within a network of processes. Processes a8 yuh i ftten cross boundaries of functions within the “SU! 3% Sle) yas ee ciel Go) frganization. Consistent and predictable results are ill Uy ice gt Gis Say » Hkud) Js} achieved more effectively and elfiiently when the jl cial 442 Jac ale Ue sli 31 JE] network of processes functionsas a coherent system, Processes are specific to an organization and vary pany gsi sum itty Lay ald chad | depending on he type, sine andleel of maturity ofthe S281 amy gh yay Laka eas win ‘organization. The activities within each process shoul © fs 7 bbe determined and adapted to the size and distinctive “iY pra! Uy Wis ol She US Jab} features ofthe organization ed lata aeiress changes inthe organization's context i dy aa 49 SAN ay ly un a A Shae ‘The organization's communeation process shoul yy gh 4 LY Jul le ad operate both vertically and hodzortally and should be “Say “g ki el {lord to the difering needs of es retpents, For “SSO hs WA oy J cists ole = ab ‘example, the same information can be conveyed in one or is Say J dime oe lel cust 1] p tray to people witin ti organzaton and na diferent phy LL gab 4M) gl U Aiphy serotonin 1 fare | Juss Trossavoer | [noo | {imu esc || | Figure 3— Schematic represt ero | onary al | Ganas » Sasi | === = = Gas SoM iad gee ow oo =Tare GN Jal pao GW Ga GMP MLN ge I Ove gl Sil I ald 1 In accordance with the organization's policies, ae Strategy and objectives, and shuld address areas such @2™ Gmait Si itis abil aly cues asi Sie lad Sal 8) operations related to produets and services; sels lal kia cial (I 'b) meeting the needs and expectations of interested agg GLA cag cla UE (H parties; €) the provision of resources; be As (e | Ya) nagar) scutes, wchading monftoring, sy lily sua a 8 Uy ajay 238) A ‘eourng ana, rev, provement, laring Seen SEaMin determining, proeses and. thelr ie ss sales We aa ae -1-Af interactions, — the organization should) give fe ee ‘consideration, as appropriate, ih LN oe vd ol Ae ‘) the purpose of the process; fet gn a (HB bb) the objectives to be schieved and related alcal ih shi clyayey hint Call Gla! (| performance indicators ' a boii se pear esi Gad ely 2 (| 4) the needs and expectations of interested parties, ge clyithy ig ULV) lady ati (3 nd thei changes; changes in operations, markets and technologies: DA My chad gi dy (a ‘the impacts othe proceses; cha lt (3 8) inputs, resoures and iormaton needed, and aphjis PU hagas apy Da (1 {heir avallabiiy, 4 the activities that need te be Implemented and glsial oa Duy ss nt Una (| methods that ean be used {eonstraits forthe process i) risks and opportunites 8.3 Responsibility and authority for processes For each process, the organization should appoint person or a team (often refered to as the “process bwmner"), depending on the nature of the process and the organization's culture, with defined reiponsies and, auhorles "determine, 55 yg cay gh tha, gua chad ‘maintain, control and improve the process and its CF? WA = ele SA Oe Interaction with other processes IC Impacts and those Wis Wale Sia! wpXM) GU) gx tli Sad] that have impact ont led Bip hla ‘The organization should ensure thatthe cians cio of ge ats of Abia ye responsibilities, authorities and roles of prooiss ceo fomers are recognized throughout the organization “ES! ela gan gi le ee clad Sle ol fand that the people associated With the Individual CictSl gg 48 Gila uaaial Vl oJ ons racesses have the competences needed forthe tasks Aad ia il a2 gal Al [nd actives involved. be a 8.4 Managing processes eta uy tA] R41 To manage ite processes effectively and 2.40 gle i. lly Sal Wgbae BL SIE eiiently, the organization sto a € 28 6 me =e. © = 4) manage the proces and thir ineractons tj cia ah Uy Ay cata 5 induaing exarally provided processes, a5 4 stom seta) oy be lfnyad 5 le, toenance allgnment/inage beeen the proces Lol a es ene ar Ble he netwerk ot aes ht Eqn iyo Day wy ad a at (4 and interactions In 2 graptie (eg process ma." Jai oy (hl gyuly cual Age « U diagrams) In order to understand the roles of each oo promsr’in'ihe ston ands effec on the sl le Ge ltl She Performance ofthe systems = a Ge Gon Ee A©) determine erteria for the outputs of processes, «i evaluate the capability and performance of processes 4... ng a by comparing the outputs withthe eter, and plan SPAS) “sled go cima SD DM on Ma Actions to improve the processes when they are not bil! + Gay ¥ Late hla cya obey effectively achieving the performance expected by the ay tay system; 4d assess the risks and opportunities associated with wl ay sly egy cas J ad (3 the processes and limplement any actions that are“. is ajay Sncy ie dle Auapin ce necessary in order to preven detect and mitigate See eed undesired events, including risks such as: (Sin JM Regan Sg Ly tl 4) human factors (eg. shortage of knowledge and itis cgay pl ais Bu) tye Jal (1 stalls rue violations, human errors); Gans olla cn 2) inadequate capability, deterioratlons and Aa ay can A ye (1 breakalowns of equipment 3) design and development failure; all genet J (1 4) unplanned changes in incoming materials and ia) cilsily yl gi Wf bbs yb cal (6 '5) uncontrolled varlation In the environment for the civ (pi iy hd (SA yh DLL (9 ‘operation ofprocesses; {6} unexpected changes in the needs and expectations ASI clay ghia A Aas se chat (1 of interested parties, including market demand; aan €) review the processes and their interrelationships J (gy Lob Abd) BLD, wal Leal (a Soe ee! ea AR thd aia 0, fffective and support the sustained success of the ill sal clei goay ull Ay las organization. 842 Processes should operate together within a ij pis qui the cal ga of Aas tN coherent management system Some processes will, 45 sje ad Giny ALA relate to the overall management system and some * 4! 8M). eth 2 ‘will additionally relate toa spesiic managerial aspect, As clad J 4) a system i established to define the knowledge and la 0 Cijyay jad sat bs «Ls (I knowledge and skis ofthe process operators reduced by improving the procedures (eg, making it Pas ects, dificult to make errors or not allowing progression to 2" steal = Une os) ebm! Gna Ds) the next proces ifan error ects), AB A AB A sly cla pe J th (een 6) resources necessary for people to follow the cis) iat S80 443 3d Ha ( procedures ae made avaiable 4 people have the knowledge and skis needed for Antal 1434 aly bled ant AI I (4 folowing the procedures; chin} perp tniasten ee tnpersor ee blows ota gx: Pageant) coe aa iT Upcesred et) ded bape aeapproprattevels = Asn a8 Sal on AB al J) cba take the actions that are recessary whenever a GAY Aelia Gye! A cunsdl oly (600 ysl en aeeeiere! ‘tain eld uy te ce fF etetarttnenta lies ciate ay, We cea aaa peas prea a SL ERPe Be BE ee a PTE TN ecco in yale ns) ban Se Seas eae ne es ee a My aa ay va pa without delay, Deviations ave mainly caused by SWAN! 8b Gp Sypall aie Auld cheba] changes in equipment, method, — material, yal, Mplily Clan) yb Cyd Ge Cll Cans meme aron 0 Be y cMeD as eh Ay Sy ly determine check points and related performance “2 el" Ciy2jey anil dit) sand oJ Aaliiad le Peete aa eanies. obser ns, ae peers ——— awa pases Fae Resources support the operation of all processes nan Zan gay Aaa lel ajay JA lal ‘organization and are critical fo- ensuring effective and STav efficient performance and its sustained success. pia clpily aly 60 o1AN lanl skills needed for processes and evaluate the “agen ais eee eicsaeu| 1) risks inthe procedures ae tentified, assessed and. Uy Uris lye gf GA ans (9 of 8 & LITHT GF a TS SET The ion ss demige ad marae ed 3D a9 mt de CDs, Na cat Gece van EP UA lek! fl al saree nde nae Anat amplrofty revue ne spas ea at tl Sibi esoe, vasa ee Sect ead a) tecnlog Vitec ch a mugen ey Ly Ly ty clad Se onda eee ree ee cena aces aid ha at (4 fe mata ede oc fa provision of profes sche ad GB Sod () Siero tp irmation shad 1) resoures provided eternal, incaing pi 9 oi ty cig Sah ale usta prcershipeand canes, ea ae 8 8 theorgantzation When considering future actives, the organization os) Akl lial) GAM hj) se Shou take ino account the ‘access and yy. ay ey aut Se haa Sulla of resources, including exteraly provided eres resources. The organization slhovli frequently 3 “Url 52234) 2 ft by sMeeDheg} valuate ies existing use of Fexources to determine ojyd) lad edad Si Jka) oJ Sal Span fr proving hr SPM ad ony ed Ge oad ml Process, and implementing new technol many eee Ore 5:2 People aaa] 9.24 General peared Competent, engaged, empowered and. motivated aye ps canals crud amaiay asd i Deople area ey resource The organization Sots “wyryg ad, sab ofaske ake rey Aevelop and implement processes tattract and rea “= = Ss ak ae people who have the current or potential competences Uisal Atal) iets ppeab cil sy End aallabilty to contribute uly to the organization.) tay aki a G6 Jos Lala Aa ‘The managing of people shiv be performed troUh yy pl, cane, Deol a planed transparent ethical and sacaly OO «PSD oa veal responsible approach at all levels throughout the “lia elaii opm i laste coum le be organization. SIE Engagement of people ahi ety te [Engagement of people enhances the organzston’s pity ga yh Lud 58 oe Jj glad Ge ye sbi tooo and deer ae for meee ecard The ohgantation should edablish and maintain dy! gp chk gh Baby pt cf il de Aa processes for engagement of fs people. Managers at fi Se all levels should encourage people to be involved in 3“ tines im et ae a ctl improving "performance and. meeting the Sis oA Gnas cl wi esl ‘organization's objectives. Aub 1) natural resources, Jeet eat] | ‘The organiatin ssl! implement sues control Wie ge sd 44) Sb J Lad Ge aad Over proses hive eet a eave se et Sonate sea eee of hs: fesoress Depending on tenure an yo a Ga complexity of the organization, some of the resources 3ylyll Liam) CySoe Cyn cial! ayia Aayay Anya sribave terete pecs on oe susaned sures of is gala geaenaae ae] =e 8 ¥ Wan SAA ial be 8TVET Gy ea peed pol GET To enhance the engagement of Its people, the ys sé organization sisuld consider activities such ae 18) developing a process to share knowledge; 'b) making use ofits people's competence; lage A Sl SUE ©) establishing a skills qualification system and career ye gilagh jad Lily Cig ald Abs (| planning to promote personal evelopment; 4) continually reviewing thelr level of satisfietion, cass, relevant needs and expectations ©) providing opportunities for mentoring and eoaching: £} promoting team improvemert activites. {9.2.3 Empowerment and motivation of people Empowored and motivated people at all levels i ciysual gym gle can y Ont IA fg throughout the organization are essential to enhance “3 Be Z the organizations ability to create and deliver value, 2 SE eh AA) 5 Jed Gon Speer ey cent ann adn cio ota eo Panerai emer ae ae ee ee emer mara as ea ee ese levels showid motivate people to understand the WS qa cle aA! Wyiind of lagu guano eb eee rae dra al ceamaaer a ated gee ee ren : se a eee eae ge ae pre Pn oe hy i 8 Seay eee kee ee ee eee responsibility, and create_a work environment in “* 2 = ad Saas 1 — ‘which people control their own work and decision eB cna pall! gb ea eee Sea er a a a Se. a dl ese eer eee sere Pie aaa eae ei aon. oy Cae papain both individually and’ in. teams), aswell as “ F ‘i Tecogiing good farforoance rowan rots and Uf AS «(On TR 4 gall al celebrating the achievement of objectives, Sh iy i hiya 24 Competence of people agi Spl et 'A process should be established and maintained to ys gf aia Saude ilaly Ae aL} a Sie oman Seem rn a Ace yw ee errno cig ll 8) determining and analysing the personal uta gil clas gil SpaSal cls ibis sss (I accordance with its identity (mission, vision, values Needy (Ay ly a2, Mat) Wau! and culture), strategy, policies and objectives; stgllanly ladaea| SS RG EE es pei oy at ot we a nis seen ne wala he Bee ey ly ys could be needed in the future; shail Gh itl shy Bil alge Le apt]implementing actions to improve and acquire Laat! cam lil isl pad Steerer ee pstence that hae ea Sle io Nyc ( been the ates . te ? 2) reviewing. and evaluating the effectiveness of Jb, USS Al Gll'l Sl pty Saale (a Sevions. talento confirm’ that the. necessary Bieta Competence hasbeen acquired paris eee eee aes 573 Organizational knowledge yh ipo 93.1 Organizational knowledge canbe based on sles yb tals dpa sas gf gy 1-1-8] external or interal sources. Tap management shoul doen ald Gall 2) recone knowlege a> am tala ast ad pais Gy 4 Ja! aS ale Cer manage at aneasntl ment ofthe rants a pad py ae gl 1) consider the knowledge required to support the le its taka! yo) hal del ba (A shor land longterm needs of th ogling Lara a Uy al sa Including succession planning: nee ae ) assess how the organimtion’s knowledge is alc) all acs i yD SAAD pt (C epi, captured, analysed revel, maitaned os, tgp ey se al and protecte neal 93.2 When defining how to determine, maintain and ye dy ipa) oun AK apa ae rotect Inowledge, the organ zation sh ule. develo ; 7 . Drocessestoaddres Page a ae a BO el 4) lessons learned from failures and successful Gagtll ley pall And eal uy (| projects; +) explicit and tact knowledge that exists within the Uy kia Jl gpl acl Anya Aad (4 ‘organization, including the knowledge, Insights and a experience of ts people; aS bs cy he {determining the need to acquire knowledge from Anal AIL ge Hal Lisl glad gus (| ieee pox he cn ieee ate eae uae : ee i ee er erry Fodrsteang et feelin areas tie) Wie ee ene ee ee ga cam ee ee ree ee cee Sa Tecnaogy Top management should emai onlogial ini clyh js Ad {ereopments ban esing id emerge ha “ad yy sd performance in processes related to product and #5 “lial re EE RAD MEO EI EE a se an mtn an pera St (ree UO LP ETP ee ee? FAD IO oa ee 6 oO oa OP Er gs Fa Runes A § (ne ARIE ER GaP mene aM eee ETA rom AMT? ee oO sir. we US 2] FUMsidde Apeoue 51 uoneTUNBLO am Ie IuOKH 8 me A ere te ey a Ne etn eer Fe ath oO: AD orf Fire ae (oO sO P En em 2) ee? eat ene Mir Po Jee sO eA 2 a ah ere so eh a AL AR PP oe fee Pe ee ee neh rae re 1 a oO sr he PA Derbey mgr OEM Te me ee: 2 wonexIUEBIO Ue 10} ABoVOpOYRaK! dausdK9-dars Stoo wuoussesse jos am 3u1sq VYSe Co a Too ee oe + ot ie fe Pine mire hang auTr Pye fee me ine fa rete me oh ME | Fon cohen fem ie fe ee oe mit ie nin ees er ere ae cose pa pe RB oe ee eae ah re me rt Pe in | ae Fine parm eet Pinte bem | pine een neers mem ne ne oy ee | Rt nn ate tin 8 an oh Fre cits Rese nin pty map a ra | Fel iS jens ey ' ae Sa ae ne AT erTEP ge Ee er Sie em ee (emis me on ae a et ete wr) Sia oe eT ona £5 Jo Swowiaje payeiop ayy Jo wouissasse 5 — EV OIGEL ir RF eeTa yor Snee (Sa eee ae Kone oe er ree oe oe won ee hire |_| $F em rere eh OM Hey | ar Fe hd erin fo or mn 9 OM nr) ren fe oe ot Ac a oe eo Peo ere core in 50 we Wo) Fe a 1 ere fo ee pope to PtP ae Foot fama oi foe erin ene Sot vy er feo” i lvoe wonezebo an ancpr aa SDD 3) ST [ae ~ Lj] [apa | om ‘ee | Fame a, | ET So a ar me eT 1719 Jo swowa[s paleiap o4p Jo woussasse 95 — FV SIGE Prien ora Ry os tee eeTE gor Pe gE SoS a om ere Mt Ge en Fen RE yh DA ED 1S me ont een oe Ane oP a 0 £4 oor oe tern me me If eh no te ore eo a OD oN es en A ef ASAE rae a an Piven ar Fear ae Doreen ee oF et ay ir i FY Br tin ee rm | 1 fre] ee ee iy oP OE eo ro fess | 4 ve ot ee ee Fm ey Sa a- Se Pa Coat aeaeed seers rere peatoce at seer? oho at eh tattee le hist MR Fe een wm 8 win rey oP rem tr | em snopes Jo uDUIO pay.e9p au Jo WOMISSESSE IOS — 9'V AIVEL MireTee eee ren —————OoOree SRR ee eT or OF oe AO pene GPO REI TP Uh ee her ere et on a ee aaa. | cme. [os ‘ent sons aes =a £1, Jo swoUID|o po|EIep oMp Jo WoUUssesse IOS — LV A1GELa eee pa a (ata eTuou KR ANE ORa SRD po woNeOR snp UAL caeiietaaaedloral oR Te eee ee ee 1 bate eon ene te 63 fies [RRR Rate ee fas | pews ere ere Rete Kame Ha] Fal = are ta an ene SA oe TEE eeSER Por ee Oa (Si Sa eee Pa eae finn Pat oo oF oe [Seo mee emo oI OH Sah eo poo roi re ec pi eae ne en 2 Hie grt sown tnsch ian rae Freee ent oem? foo fe ae stp ei fc th sh ppt htm Pt ore nat ee fot ge eet wing emo? om eh oe 6 renee amr ee 2 Pen aeers ence ser ror overs ene RNS oP me nev P| ™ =e, Te _| [Loma aa Sipe ee me nee TY {1g Jo swaura[e payeiep ayy Jo wWoussasseo§ — GV 1g Terre eR Ree ee ee(SS ae [oa Kara suisa Ieeurd nomen aan ee Soo row EH CT OF a oa IRE I EI 8 REPT OE Re a ef eee oti Cam fore eran aoe PR av (Si Sees aa eae ean oP oe Coe mee emote MM aA Ae Sao ion FP Ug eo mm He ee te etn oan nee in eh [ esasduesuseg sometime sage po aes a “amueruniong aoa pio 2 Bice te eee et nat ete #2 a swan snout jo snes pu setonne same) fr tre ee een et Cm a ot a 2 beeen own ety of he See Fo een] ie mee me eet ee ee = a [|] [asaoan 1 oe || ase = | [aoa Re ee Foren ert etSe ee fea ca a (pa Rata ou ETH ORRIN oa sy NID! by biome enc sm BO ei eri im om P emia re one rte) _a FP mer ers Fare tach oY nr | 2 fer rere oti ar (erry a mar peri 0 ern Owen Fe cons ee ST ay oe ere ree ety tr vos (otra) Ercan De eter am ots 9 Soy frre 4 Ea | ia fm) | apa eu | one ! || PaaS snepans SE | [oma Eo Tou woeTUTTET F980 swuowaye poqeap o1p Jo wouissasse}9S — ZEV IGE. ore Sr Ser eeTe ger ee wen AM ee orm eae PI EE INO eR ee Fa hoe JER er emer um Puch ene i af od ———— cE Be en ert eh tg ot nen etn est TREE Rea ee UP ee ee TILED Km i PR TE rT Le ae neh Ye oe = lie) Fee perm se eat nc lo Pe ete Sh crm HP tow Seve fg Rep et a tt ne it teen fen. fem te nh te of rem eso ney er ensayo sogpetcomng 1 | — re aa Fl ees a ey ares Se Lemme a 1%) (Goueunop104y0ynoq 04514 SP at He ne me create vor bP a ao | esuHEne) yas0 swedtore panerep ajo wauussessEsIeS — ELV OME Te eeae PRO Sete a fern eP a e eaP POO PE GO A a Sr ee mre ome ewe fi nm or | Eitri tin re eee T ce mae eo tel BF t force cme cm eT mt 2 een eee ii | (Se [ER ee ee 1 a fF ren ents ch tte oo hf ee Ee Pa a Tao] 2m Sujuyewuyew) 9g 0 swowyo payieiap axp Jo wewssasse ios — P1-V 21481 rr wean Pe ee zSR ea Re SSeS “en amew firm APA oe oF ome [sca meee pane A SR Pe Spree SS et one ere Geo ap a [eee rm tne a Ieee ne re Ho ee ma sea pe ps esuap or ur pauspyidase opened] [nem ru | «rar or 66 etre! eer ferry te of x sopnnda a dant sont ap soe Ses | 5 m1 FS | een lel scepans| = sel at aaa = Spe at nt one eae 1 J0 quouyo paq/eop ou Jo w9wssOsse95— STV OIEL me ee ee eeTe eee ie ae eae ee te eee REE ee nO IP ROD CT Oe he Exe oeemceaeeneeeree ven ci aap 8 em Ae fst ce ae ere eg ee Saree or Fee cer mee ere Mat eee tt | Peart neo inne perenne mem yet 2 ont eee Es wt ee [er wo a ene me ig fo fm vi oe fon oA pa om 2 fener seer Co in eh one of | Fie ie ome [re ok fn eee eit fee of | 1 owe meee rs ed Ee en fee a Hee oF wef eee use Fate fos io free roe Forse mH =| cs | ew no 1 er) emepans L re bol [eee 7.6 J0 Swowiaje payeiop aya Jo wouissasse.jos— 9T'V aE Frirg re — ee eee —foeTE Pye = Sa ieee eA a Poe Conn pO A eA Pa OP Se fe te ee em oe Se Ee EE A i Oo eat Sn Pom Scorn ere eg i om | 1 see ean ere (ee Fe) se eo IF ome fe mt Eh gt CP GF er 2 ser upre eoe e n gem et ee 1 psc er re Foy oe og Fern ev igataaaatalabel pee te ge er ne ee oe ee ar] or) ajsoaae| Veen oo Ree Spa Gn one eta oe £160 swowio[e payevop avg Jo wowss9sse5I05 — LEV OIEL, Peer ra Seer ee