JAPANESEINDUSTRIAL
STANDARD
Translated and Published by
Japanese Standards Association

JIS Q 9026

: 2016(JSQC/JSA)

Performance improvement ofmanagement systems — Guidelines forDaily Management

ICS 03.100.01
Reference number : JIS Q 9026 : 2016 (E)
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33 S

Q 9026 : 2016

Date of Establishment: 2016-05-20
Date of Public Notice in Official Gazette: 2016-05-20
Investigated by: Japanese Industrial Standards CommitteeStandards Board for ISO area
Technical Committee on Conformity Assessment
and Management System
JIS Q 9026 : 2016, First English edition published in 2019-11
Translated and published by: Japanese Standards Association
Mita MT Building, 3-13-12, Mita, Minato-ku, Tokyo, 108-0073 JAPANIn the event of any doubts arising as to the contents,
the original JIS is to be the final authority.
 JSA 2019
All rights reserved. Unless otherwise specified, no part of this publication may be reproduced or utilized
in any form or by any means, electronic or mechanical, including photocopying and microfilm, without
permission in writing from the publisher.
Printed in JapanHN

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Q 9026 : 2016
Contents
Page00.1
0.2
0.3
0.4

Introduction ······················································································· 1General ····························································································· 1
Consistency with other standards ·························································· 1
Relation between JIS Q 9001 and JIS Q 9004··········································· 1Compatibility with other management systems ········································ 2

1Scope ································································································ 22

Normative reference ············································································ 23Terms and definitions ·········································································· 244.1
4.2
4.3
4.4
4.5
4.6

Implementation of daily management ····················································· 4General ····························································································· 4
Clarification of mission/role of job unit ···················································· 5
Analysis/deployment of job ··································································· 6
Clarification of one job process ······························································ 7Standardization of process ···································································· 9
Determination of control points/control levels, and visualization ofabnormality······················································································11
Detection and sharing of abnormality, and immediate remedy ···················15
Root cause investigation and recurrence prevention for abnormality ···········16
Making daily management ingrained in organization ·······························194.74.84.955.1
5.25.3
5.4

Senior manager’s role ·········································································20
General ····························································································20
Securing and providing management resources for daily management·········20
Systematization of mission/role and control points/control levels ················20
Review of implementation status of daily management and provision ofinstructions ······················································································2166.16.26.36.46.56.6

Department-wise daily management ·····················································22General ····························································································22
Design and development ·····································································22
Production ························································································24
Sales ·······························································································24
After-sales-service ·············································································26
Administrative and staff functions ························································27

77.1
7.2
7.3

Daily management promotion ······························································27
General ····························································································27
Promotion planning············································································28
Education and training of daily management ··········································29(i)PROTECTED BY COPYRIGHT

Q 9026 : 2016
7.4
7.5
7.6

Establishment of systems to promote daily management ·························· 30
Programs to promote daily management················································ 31
Evaluation of level of daily management ··············································· 32

Annex A (informative)

Role of daily management in Total Quality
Management ·························································· 33

Annex B (informative)

Concept of daily management ···································· 37

Annex C (informative)

SDCA cycle····························································· 39

Annex D (informative)

Standardization ······················································ 41

Annex E (informative)

Control points and control levels ································ 43

Annex F (informative)

Evaluation criteria of daily management level ·············· 46

Bibliography ····························································································· 59(ii)PROTECTED BY COPYRIGHT

Q 9026 : 2016

Foreword
This Japanese Industrial Standard has been established by the Ministerof Economy, Trade and Industry through deliberations at the JapaneseIndustrial Standards Committee according to the proposal for establishment of Japanese Industrial Standard submitted by Japanese Society for
Quality Control (JSQC)/Japanese Standards Association (JSA) with thedraft prepared from the association standard (JSQC-Std 32-001:2013)
being attached, based on the provision of Article 12 Clause 1 of the Industrial Standardization Law.
This JIS document is protected by the Copyright Law.
Attention is drawn to the possibility that some parts of this Standard
may conflict with patent rights, applications for a patent after opening tothe public or utility model rights. The relevant Minister and the JapaneseIndustrial Standards Committee are not responsible for identifying any ofsuch patent rights, applications for a patent after opening to the public orutility model rights.

(iii)
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JAPANESE INDUSTRIAL STANDARD

JIS Q 9026 : 2016

Performance improvement of management systems —Guidelines for Daily Management
0Introduction

0.1

GeneralEven if attractive new products/services are planned and designed with the understanding of needs of customers and society, it will be impossible to beat competitors if
those products and services are not manufactured and provided as planned and designed. It is often said in the world of quality management, “Quality is achieved
through the process.” This is the simple expression to show that establishing and following the process is a better way than inspecting and verifying the finished products
in order to economically produce the planned products/services.
However in large organizations, it is often the case that an important part of theprocess is unclear, or even if the process is well-established, the work is not performed
according to it. The process, therefore, will most likely not achieve the planned performance under such a situation. “Daily management” is the methodology devised to deal
with this problem. Daily management is the foundation of organizational management,
and its quality significantly affects the profitability of the organization. Daily management, therefore, should be thoroughly implemented and enhanced in all job units
and hierarchies of the organization.
This Standard consists of the fundamentals of daily management, guidelines to implement daily management and guidelines to promote daily management throughout
an organization.
No corresponding International Standard has been established at this point.
0.2

Consistency with other standards

This Standard is designed with the aim of daily management for the performance
improvement of a management system and intended to be used independently; however, this Standard may be used with consistent group of such standards as JIS Q 9023
for policy management, JIS Q 9024 for improvement activity, and JIS Q 9025 for quality ensurance to complement each other.
Annex A shows the role of daily management, policy management, improvement activity and quality ensurance. Also, this Standard is designed to be used as a supporting
technique for the quality management specified in JIS Q 9005.
0.3

Relation between JIS Q 9001 and JIS Q 9004

This Standard is designed to be used as a supporting technique for an organization
to effectively and efficiently operate the management system on the basis of JIS Q
9001 and JIS Q 9004.

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