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Translated by Pars Translator in fields of management and planning.
ISO is the International Organization for Standardization.
it is made up of some 130 national standards institutes from countries large and small, industrialized and developing, in all regions
of the world.
拉
줓 믑
ISO develops voluntary standards, over almost the entire range of technology, which add value to all types of business operations.
ꑮ
they contribute to making the development, manufacturing and supply of products and services more efficient, safer and cleaner.
they make trade between countries easier and fairer.
ꤟ
ISO standards also serve to safeguard consumers, and users in general, of products and services as well as to make their lives
simpler.
ꗨ 餬
ISO develops only those standards which are required by the market.
This work is carried out by experts on loan from the industrial, technical and business sectors which have asked for the standards,
and which subsequently put them to use.
() 𤓡
ꗨ
These experts may be joined by others with relevant knowledge, such as representatives of government agencies and testing
laboratories.
[] 𤓡
Published under the designation of International Standards, ISO standards represent an international consensus on the state of the
art in the technology concerned.
ꤢ
ISO sees a world in which global trade between nations continues to grow at a rate 3 to 4 times faster than national economies;
ꤟ
a world in which the design, manufacturing, marketing, and customer service operations of a growing majority of individual enterprises
are distributed across many countries;
䤢
and a world in which electronic communications have dramatically increased human collaboration in every field and between all
countries.
the increasingly rapid development of technology in many sectors will continue to present major opportunities as well as underlying
dangers for the general welfare of society.
it will therefore be incumbent on all social and economic partners to collaborate closely in guiding the applications of appropriate
technologies toward sustainable economic development and global prosperity.
()
ꖡ 餯 餑
In this rapidly evolving scenario, globally applicable standards will play a key role.
䤨
Such standards, whether developed by ISO or others, will become one of the primary driving forces to support international
commerce.
𤥑
in this context ;
ꑓ
ISO intends to be recognized globally as an influential and innovative leader and as an effective and responsive producer in the
development of globally applicable International Standards which meet or exceed the expectations of the community of nations.
얤
it shall strive at all times to perfect the application of consensus and transparency principles in standardization, and in this way
promote the values of rationality, utility, safety and environmental protection for the benefit of all peoples.
𢤐
Major strategies for the years 1999-2001.
-
the key concepts underlying ISO s operational model and business stance are:
: s
Value , Partnership , optimization .
these words summarize the key strategic lines to be pursued by ISO;
concerning the capability to understand, serve and possibly anticipate market needs (value);
( )
to ensure maximum participation and collaboration among all the relevant parties at the various stages of the ISO system
(partnership);
() ꤯
( (
to re-engineer the core business processes making extensive use of information and communication technologies;
to be able to better gather the resources required to support the ever growing standardization demand of the 21 st Century and;
𢤐 ⓑ
to make the most effective use of them for the improvement of ISO s services and total system cost reduction (optimization).
s
( )
From a full analysis of ISO s current strengths, weaknesses, opportunities and threats, five major strategies have been constructed
from relevant strategic elements.
s
䥐
These strategies are summarized below.
1.
increasing ISO s market relevance by - better understanding market needs and improving the participation of enterprises;
s
- more effective representation of consumers and of other social forces;
餬
- strengthening technical programme management;
- improving systematic priority setting ;
- proactive application of project management concepts and techniques;
- periodic re-evaluation of current needs for standing committees;
- enhancing TC/SC leadership training, and ensuring secretariat support obligations;
TC/SC ꐑ
- advancing partnership relationships with international organizations and other institutions.
ꤪ
2.
Promoting the ISO system and its standards:
:
- improving outreach to industrial leaders ;
- improving communications and information delivery;
- strengthening member commitments to demonstrate and promote use of ISO standards.
Measures of performance:
:
3.
Optimizing the use of resources
ⓑ
- serving market needs and funding operations accordingly;
- focus on priorities and cost reduction ;
()
- full exploitation of the enabling potential of information and communication technology.
4.
Stimulating new self-sustaining technical programme elements:
:
- expanding the scope of ISO technical services;
- promoting ISO standards for services ;
- advancing global conformity assessment recognition.
ꤪ
5.
Upgrading national standards infrastructures in developing countries:
: ꤗ
- upgrading of standardization infrastructures in developing countries;
𢤐 ꤗ
- donor support programme .
Measures of performance have to be defined for each strategic element thus far identified and proposed.
have_to
the major areas to be addressed will therefore include the following:
:
- market relevance ;
- technical programme management;
- relationships with key players (industry leaders, international organizations);
( )
- communications ;
- process efficiency.
A significant new effort will be required to identify objective indicators and develop appropriate procedures to monitor them as the
basis for any evaluation of strategy implementation.
A particular effort will have to be spent on market relevance and communications, areas for which it is difficult to define objective
measures.
()
餬
However, to accomplish the goals of the plan, a set of meaningful, relatively simple and manageable drivers needs to be selected
and progressively used throughout the system.
𗨢 鐢
ꗨ
For example, basic indicators concerning the specific market relevant to each particular work item can be introduced ( e.g.
(
, overall size and trend of the market:
:
combined revenues, number of enterprises and number of employees, growth rates;
market share structure, breakdown of revenues per region and per country, volume of international trade);
(
and an assessment of the market representativeness of the participants in the standardization process should be performed
𢤐 ꤢ
e.g., number of worldwide or regional market leaders involved,;
E.g.
associations, consumer organizations, etc. ;
餬
in comparison with all existing ones).
(
To complete the picture, evaluations of the adoption of International Standards at national level, and estimates of their penetration of
the various sectors should also be performed.
ꥐ
- communications ;
- process efficiency.
A significant new effort will be required to identify objective indicators and develop appropriate procedures to monitor them as the
basis for any evaluation of strategy implementation.
A particular effort will have to be spent on market relevance and communications, areas for which it is difficult to define objective
measures.
()
餬
However, to accomplish the goals of the plan, a set of meaningful, relatively simple and manageable drivers needs to be selected
and progressively used throughout the system.
𗨢 鐢
ꗨ
For example, basic indicators concerning the specific market relevant to each particular work item can be introduced (e.g., overall
size and trend of the market:
: . (
combined revenues, number of enterprises and number of employees, growth rates;
market share structure, breakdown of revenues per region and per country, volume of international trade) and an assessment of the
market representativeness of the participants in the standardization process should be performed (e.g., number of worldwide or
regional market leaders involved, associations, consumer organizations, etc. - in comparison with all existing ones).
ꤢ )
E.g. ( 𢤐
To complete the picture, evaluations of the adoption of International Standards at national level, and estimates of their penetration of
the various sectors should also be performed.
ꥐ
Scope:
:
ISO deals with the full spectrum of human activity and know-how, ranging from the specifications of dimensional characteristics of
screw threads to the essential features of environmental management systems in companies.
㓐
In cooperation with its partners in the UN specialized agencies, and via working agreements with the IEC (International
Electrotechnical Commission);
( ) IEC
and the ITU ( International Telecommunication Union );
( )
which deal, respectively, with standardization for the electrical and electronic engineering and telecommunications sectors.
𢤐
ISO provides easy access to a coherent and consistent portfolio of standards covering all sectors.
𥑨
Decentralized management:
:
ISO is a large and extended organization consisting of members from some 130 countries and more than 800 standards, developing
technical committees (TCs) and;
拉
( TCs )
subcommittees (SCs) supported by another 2,000 or so working groups, under the overall coordination of a Technical Management
Board.
엤 ( SCs )
Committee chairmen take responsibility for leading the achievement of the necessary technical consensus.
the secretariats of these committees, which are responsible for administrative support and procedural integrity in accordance with ISO
rules, are provided by ISO members located in some 30 countries.
䯨
This decentralized (TC/SC) management structure helps to ensure that decision making is carried out at the level of highest
knowledge of consequences, and that decisions are approved with a minimum of bureaucracy and cost.
) TC/SC (
()
National infrastructures:
:
the ISO system could not function without the strong national infrastructures provided by ISO members.
These produce thousands of national consensus positions on ISO proposals each year, and select and instruct tens of thousands of
individuals who serve in delegations to promote the national views in the relevant committees of ISO.
()
the national members of ISO are those organizations most representative of standardization in their own countries and they are the
most competent to manage the broad range of national consultations that are required to make the ISO system work effectively.
𢤐
Regional support:
:
Many of ISO s members are at the same time members of regional organizations having cooperative programmes in standardization
and standards-related fields.
s
𢤐
These members ensure cooperative relationships with ISO as a whole, and with respect to developing standards commit themselves
to the concept of thinking nationally and regionally and acting internationally.
[]
the Vienna Agreement (ISO/CEN) for the European region is a useful working model, the principles of which are worthy of emulation
in other regions.
( ISO/CEN )
쯑
ISO s strategies in detail This document, also available on ISO Online, is an abridged version of Raising Standards for the World:
() s
:
ISO s long-range strategies 1999-2001 (ISBN 92-67-10285-0).
--- ( ISBN - ) s
the full document can be obtained from the national standards institute of your country and from ISO Central Secretariat.
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