The current approach of quality within organizations has changed from the securing level to the continuous improvement level. The NTP-ISO 9000:2001 Series of Norms can confirm this and show how, unlike its previous version, it emphasizes on a continuous improvement in process quality.

The present essay deals with a Quality Indicators System likely to be adopted in organizations implementing their continuous quality and improvement systems. Relations among criterion, indicator and standard and their own examples, as well as the different kinds of indicators is shown.

The present article presents a system of quelity where the statistic and teh administration creates a new form of making quality with the data to arrive at the level Six Sigma (6σ) the means 3.4 defects for million of opportunities (DMPO) and it is based on identifying the opportunities of defects in the company, suppliers and clients.

This article describes the quality costs as the quality has evolved, and then analyzes the cost approach and the quality of the new approach that distinguishes the quality and cost of poor quality, shows the most common prevention costs quality, quality assessment and internal and external costs of poor quality. And take into consideration the importance of a partnership between the state and to form a National Entrepreneurship Network Quality, to support the importance of this network I take as an example a study in the State of Israel.

The difference between the number of ISO 9000:1994 Standards NTP and NTP ISO 9000:2001 is the first priority assurance, and the second improvement. in this article is intended to illustrate the major changes and benefits that come with the new version of the series ISO 9000:2001 Standards NTP

The current approach of quality within organizations has changed from the securing level to the continuous improvement level. The NTP-ISO 9000:2001 Series of Norms can confirm this and show how, unlike its previous version, it emphasizes on a continuous improvement in process quality.

The present essay deals with a Quality Indicators System likely to be adopted in organizations implementing their continuous quality and improvement systems. Relations among criterion, indicator and standard and their own examples, as well as the different kinds of indicators is shown.

The present article presents a system of quelity where the statistic and teh administration creates a new form of making quality with the data to arrive at the level Six Sigma (6σ) the means 3.4 defects for million of opportunities (DMPO) and it is based on identifying the opportunities of defects in the company, suppliers and clients.

This article describes the quality costs as the quality has evolved, and then analyzes the cost approach and the quality of the new approach that distinguishes the quality and cost of poor quality, shows the most common prevention costs quality, quality assessment and internal and external costs of poor quality. And take into consideration the importance of a partnership between the state and to form a National Entrepreneurship Network Quality, to support the importance of this network I take as an example a study in the State of Israel.

The difference between the number of ISO 9000:1994 Standards NTP and NTP ISO 9000:2001 is the first priority assurance, and the second improvement. in this article is intended to illustrate the major changes and benefits that come with the new version of the series ISO 9000:2001 Standards NTP

Many times we ask the question why Japanese companies are competitive?, Surely many of the answers to this mystery have support in the Kaizen. And the Kaizen is not a simple concept, it is a whole way of life that involves both managers and workers in the pursuit of progressive improvement of enterprises. In his book Kaizen, The Key to Japanese Competitive Advantage, Masaaki Imai explains in simple terms what is the essence of this philosophy: Kaizen means improvement means further progressive improvement that involves everyone and means that our way of life, and whether at work or in social and family life, is so valuable that it should be improved constantly.

Many times we ask the question why Japanese companies are competitive?, Surely many of the answers to this mystery have support in the Kaizen. And the Kaizen is not a simple concept, it is a whole way of life that involves both managers and workers in the pursuit of progressive improvement of enterprises. In his book Kaizen, The Key to Japanese Competitive Advantage, Masaaki Imai explains in simple terms what is the essence of this philosophy: Kaizen means improvement means further progressive improvement that involves everyone and means that our way of life, and whether at work or in social and family life, is so valuable that it should be improved constantly.