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ISO 9000
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The ISO 9000 family of quality management systems standards is designed to help organizations ensure that they meet the needs of customers and other stakeholders while meeting statutory and regulatory requirements related to a product or service.[1] ISO 9000 deals with the fundamentals of quality management systems,[2] including the seven quality management principles upon which the family of standards is based.[2] [3][4] ISO 9001 deals with the requirements that organizations wishing to meet the standard must fulfil.[5]
Third-party certification bodies provide independent confirmation that organizations meet the requirements of ISO 9001. Over one million organizations worldwide[6] are independently certified, making ISO 9001 one of the most widely used management tools in the world today. However, the ISO certification process has been criticized[7][8] as being wasteful and not being useful for all organizations.[9][10]
Contents
1 Background
2 Reasons for use
3 Global adoption
4 ISO 9000 series Quality Management Principles
5 Contents of ISO 9001:2015
6 Certification
7 Evolution of ISO 9000 standards
7.1 1987 version
7.2 1994 version
7.3 2000 version
7.4 2008 version
7.5 2015 version
8 Auditing
9 Industry-specific interpretations
10 Effectiveness
10.1 Advantages
10.2 Criticisms of ISO 9001 certification
11 See also
12 References
13 Further reading
14 External links
Background[edit]
ISO 9000 was first published in 1987 by ISO (International Organization for Standardization).[11] It was based on the BS 5750 series of standards from BSI that were proposed to ISO in 1979.[12] However, its history can be traced back some twenty years before that, to the publication of government procurement standards, such as the United States Department of Defense MIL-Q-9858 standard in 1959, and the U.K's Def Stan 05-21 and 05-24. Large organizations which supplied government procurement agencies often had to comply with a variety of quality assurance requirements for each contract awarded which led the defence industry to adopt mutual recognition of NATO AQAP, MIL-Q and Def Stan standards. Eventually, ISO 9000 was adopted as a suitable option, instead of forcing contractors to adopt multiple - and often similar - requirements.[13]
Reasons for use[edit]
The global adoption of ISO 9001 may be attributable to a number of factors. In the early days, the ISO 9001 (9002 and 9003) requirements were intended to be used by procuring organizations, as the basis of contractual arrangements with their suppliers. This helped reduce the need for "supplier development" by establishing basic requirements for a supplier to assure product quality. The ISO 9001 requirements could be tailored to meet specific contractual situations, depending on the complexity of product, business type (design responsibility, manufacture only, distribution, servicing etc.) and risk to the procurer. If a chosen supplier was weak on the controls of their measurement equipment (calibration), and hence QC/inspection results, that specific requirement would be invoked in the contract. The adoption of a single Quality Assurance requirement also lead to cost savings throughout the supply chain by reducing the administrative burden of maintaining multiple sets of quality manuals and procedures.
A few years later, the U.K. Government took steps to improve national competitiveness following publication of cmd 8621, and Third Party Certification of Quality Management Systems was born, under the auspices of the National Accreditation Council of Certification Bodies (NACCB) which has become the United Kingdom Accreditation Service (UKAS) .
In addition to several stakeholders' benefits, a number of studies have identified significant financial benefits for organizations certified to ISO 9001, with a 2011 survey from the British Assessment Bureau showing 44% of their certified clients had won new business.[14] Corbett et al. showed that certified organizations achieved superior return on assets[15] compared to otherwise similar organizations without certification.[16] Heras et al. found similarly superior performance[16] and demonstrated that this was statistically significant and not a function of organization size.[17] Naveha and Marcus claimed that implementing ISO 9001 led to superior operational performance in the U.S. automotive industry.[18] Sharma identified similar improvements in operating performance and linked this to superior financial performance.[19] Chow-Chua et al. showed better overall financial performance was achieved for companies in Denmark.[20] Rajan and Tamimi (2003) showed that ISO 9001 certification resulted in superior stock market performance and suggested that shareholders were richly rewarded for the investment in an ISO 9001 system.[21]
While the connection between superior financial performance and ISO 9001 may be seen from the examples cited, there remains no proof of direct causation, though longitudinal studies, such as those of Corbett et al. (2005)[16] may suggest it. Other writers, such as Heras et al. (2002),[17] have suggested that while there is some evidence of this, the improvement is partly driven by the fact that there is a tendency for better performing companies to seek ISO 9001 certification.
The mechanism for improving results has also been the subject of much research. Lo et al. (2007) identified operational improvements (e.g., cycle time reduction, inventory reductions) as following from certification.[22] Internal process improvements in organizations lead to externally observable improvements.[23][24] The benefit of increased international trade and domestic market share, in addition to the internal benefits such as customer satisfaction, interdepartmental communications, work processes, and customer/supplier partnerships derived, far exceeds any and all initial investment.[25]
Global adoption[edit]
The increase in ISO 9001 certification is shown in the tables below.
Worldwide total of ISO 9001 certificates (end of each year)
2000[26]
2001[26]
2002[26]
2003[26]
2004[27]
2005[27]
2006[27]
2007[27]
409,421 510,616 561,747 567,985 660,132 773,867 896,929 951,486
2008[28]
2009[28]
2010[29]
2011[29]
2012[30]
2013[31]
2014[31]
982,832 1,064,785 1,118,510 1,111,698 1,096,987 1,126,460 1,138,155
Top 10 countries for ISO 9001 certificates (2014)[30]
Rank
Country
No. of certificates
1 China 342,800
2 Italy 168,960
3 Germany 55,363
4 Japan 45,785
5 India 41,016
6 United Kingdom 40,200
7 Spain 36,005
8 United States 33,008
9 France 29,122
10 Australia 19,731
Top 10 countries for ISO 9001 certificates (2010)[32]
Rank
Country
No. of certificates
1 China 297,037
2 Italy 138,892
3 Russian Federation 62,265
4 Spain 59,854
5 Japan 59,287
6 Germany 50,583
7 United Kingdom 44,849
8 India 33,250
9 United States 25,101
10 Korea, Republic of 24,778
Top 10 countries for ISO 9001 certificates (2009)[28]
Rank
Country
No. of certificates
1 China 257,076
2 Italy 130,066
3 Japan 68,484
4 Spain 59,576
5 Russian Federation 53,152
6 Germany 47,156
7 United Kingdom 41,193
8 India 37,493
9 United States 28,935
10 Korea, Republic of 23,400
ISO 9000 series Quality Management Principles[edit]
The ISO 9000 series are based on seven quality management principles (QMP)[33]
The seven quality management principles are:
QMP 1 – Customer focus
QMP 2 – Leadership
QMP 3 – Engagement of people
QMP 4 – Process approach
QMP 5 – Improvement
QMP 6 – Evidence-based decision making
QMP 7 – Relationship management
Principle 1 – Customer focus
Organizations depend on their customers and therefore should understand current and future customer needs, should meet customer requirements and strive to exceed customer expectations.
Principle 2 – Leadership
Leaders establish unity of purpose and direction of the organization. They should create and maintain the internal environment in which people can become fully involved in achieving the organization's objectives.
Principle 3 – Engagement of people
People at all levels are the essence of an organization and their full involvement enables their abilities to be used for the organization's benefit.
Principle 4 – Process approach
A desired result is achieved more efficiently when activities and related resources are managed as a process.
Principle 5 – Improvement
Improvement of the organization's overall performance should be a permanent objective of the organization.
Principle 6 – Evidence-based decision making
Effective decisions are based on the analysis of data and information.
Principle 7 – Relationship management
An organization and its external providers (suppliers, contractors, service providers) are interdependent and a mutually beneficial relationship enhances the ability of both to create value.
Contents of ISO 9001:2015[edit]
A fish wholesaler in Tsukiji, Japan advertising its ISO 9001 certification.
ISO 9001:2015 Quality management systems — Requirements is a document of approximately 30 pages which is available from the national standards organization in each country. Only ISO 9001 is directly audited against for third party assessment purposes.
Contents of ISO 9001:2015 are as follows:
Section 1: Scope
Section 2: Normative references
Section 3: Terms and definitions
Section 4: Context of the organization
Section 5: Leadership
Section 6: Planning
Section 7: Support
Section 8: Operation
Section 9: Performance evaluation
Section 10: Continual Improvement
Essentially the layout of the standard is similar to the previous ISO 9001:2008 standard in that it follows the Plan, Do, Check, Act cycle in a process-based approach, but is now further encouraging this to have risk-based thinking. (section 0.3.3 of the introduction) The purpose of the quality objectives is to determine the conformity of the requirements (customers and organizations), facilitate effective deployment and improve the quality management system.[34][35]
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 10. Sections 1 to 3 are not directly audited against, but because they provide context and definitions for the rest of the standard, not that of the organization, their contents must be taken into account.
The standard no longer specifies that the organization shall issue and maintain documented procedures, however, ISO 9001:2015 requires the organization to document any other procedures required for its effective operation. The standard also requires the organization to issue and communicate a documented quality policy, a quality management system scope, and quality objectives. The standard no longer requires compliant organizations to issue a formal Quality Manual. The standard does require retention of numerous records, as specified throughout the standard. New for the 2015 release is a requirement for an organization to assess risks and opportunities (section 6.1) and to determine internal and external issues relevant to its purpose and strategic direction (section 4.1). The organization must demonstrate how the standard’s requirements are being met, while the external auditor’s role is to determine the quality management system's effectiveness. More detailed interpretation and implementation examples are often sought by organizations seeking more information in what can be a very technical area.
Certification[edit]
International Organization for Standardization (ISO) does not certify organizations itself. Numerous certification bodies exist, which audit organizations and, upon success, issue ISO 9001 compliance certificates. Although commonly referred to as "ISO 9000" certification, the actual standard to which an organization's quality management system can be certified is ISO 9001:2015 (ISO 9001:2008 will expire by around September 2018). Many countries have formed accreditation bodies to authorize ("accredit") the certification bodies. Both the accreditation bodies and the certification bodies charge fees for their services. The various accreditation bodies have mutual agreements with each other to ensure that certificates issued by one of the accredited certification bodies (CB) are accepted worldwide. Certification bodies themselves operate under another quality standard, ISO/IEC 17021,[36] while accreditation bodies operate under ISO/IEC 17011.[37]
An organization applying for ISO 9001 certification is audited based on an extensive sample of its sites, functions, products, services and processes. The auditor presents a list of problems (defined as "nonconformities", "observations", or "opportunities for improvement") to management. If there are no major nonconformities, the certification body will issue a certificate. Where major nonconformities are identified, the organization will present an improvement plan to the certification body (e.g., corrective action reports showing how the problems will be resolved); once the certification body is satisfied that the organization has carried out sufficient corrective action, it will issue a certificate. The certificate is limited by a certain scope (e.g., production of golf balls) and will display the addresses to which the certificate refers.
An ISO 9001 certificate is not a once-and-for-all award but must be renewed at regular intervals recommended by the certification body, usually once every three years. There are no grades of competence within ISO 9001: either a company is certified (meaning that it is committed to the method and model of quality management described in the standard) or it is not. In this respect, ISO 9001 certification contrasts with measurement-based quality systems.
Evolution of ISO 9000 standards[edit]
The ISO 9000 standard is continually being revised by standing technical committees and advisory groups, who receive feedback from those professionals who are implementing the standard.
1987 version[edit]
ISO 9000:1987 had the same structure as the UK Standard BS 5750, with three "models" for quality management systems, the selection of which was based on the scope of activities of the organization:
ISO 9001:1987 Model for quality assurance in design, development, production, installation, and servicing was for companies and organizations whose activities included the creation of new products.
ISO 9002:1987 Model for quality assurance in production, installation, and servicing had basically the same material as ISO 9001 but without covering the creation of new products.
ISO 9003:1987 Model for quality assurance in final inspection and test covered only the final inspection of finished product, with no concern for how the product was produced.
ISO 9000:1987 was also influenced by existing U.S. and other Defense Standards ("MIL SPECS"), and so was well-suited to manufacturing. The emphasis tended to be placed on conformance with procedures rather than the overall process of management, which was likely the actual intent.[citation needed]
1994 version[edit]
ISO 9000:1994 emphasized quality assurance via preventive actions, instead of just checking final product, and continued to require evidence of compliance with documented procedures. As with the first edition, the down-side was that companies tended to implement its requirements by creating shelf-loads of procedure manuals, and becoming burdened with an ISO bureaucracy. In some companies, adapting and improving processes could actually be impeded by the quality system.[citation needed]
2000 version[edit]
ISO 9001:2000 replaced all three former standards of 1994 issue, ISO 9001, ISO 9002 and ISO 9003. Design and development procedures were required only if a company does, in fact, engage in the creation of new products. The 2000 version sought to make a radical change in thinking by actually placing front and centre the concept of process management (the monitoring and optimisation of a company's tasks and activities, instead of just inspection of the final product). The 2000 version also demanded involvement by upper executives in order to integrate quality into the business system and avoid delegation of quality functions to junior administrators. Another goal was to improve effectiveness via process performance metrics: numerical measurement of the effectiveness of tasks and activities. Expectations of continual process improvement and tracking customer satisfaction were made explicit.
ISO 9000 Requirements include:
Approve documents before distribution;
Provide correct version of documents at points of use;
Use your records to prove that requirements have been met; and
Develop a procedure to control your records.
2008 version[edit]
ISO 9001:2008 in essence re-narrates ISO 9001:2000. The 2008 version only introduced clarifications to the existing requirements of ISO 9001:2000 and some changes intended to improve consistency with ISO 14001:2004. There were no new requirements. For example, in ISO 9001:2008, a quality management system being upgraded just needs to be checked to see if it is following the clarifications introduced in the amended version.
ISO 9001 is supplemented directly by two other standards of the family:
ISO 9000:2005 "Quality management systems. Fundamentals and vocabulary"
ISO 9004:2009 "Managing for the sustained success of an organization. A quality management approach"
Other standards, like ISO 19011 and the ISO 10000 series, may also be used for specific parts of the quality system.
2015 version[edit]
In 2012, ISO TC 176 - responsible for ISO 9001 development - celebrated 25 years of implementing ISO 9001,[38] and concluded that it is necessary to create a new QMS model for the next 25 years. This is why they commenced the official work on creating a revision of ISO 9001, starting with the new QM principles. This moment was considered by important specialists in the field as "beginning of a new era in the development of quality management systems."[39] As a result of the intensive work from this technical committee, the revised standard ISO 9001:2015 was published by ISO on 23 September 2015. The scope of the standard has not changed; however, the structure and core terms were modified to allow the standard to integrate more easily with other international management systems standards.
The 2015 version is also less prescriptive than its predecessors and focuses on performance. This was achieved by combining the process approach with risk-based thinking, and employing the Plan-Do-Check-Act cycle at all levels in the organization.[40]
Some of the key changes include:
High-Level Structure of 10 clauses is implemented. Now all new standard released by ISO will have this High-level structure.
Greater emphasis on building a management system suited to each organization's particular needs
A requirement that those at the top of an organization be involved and accountable, aligning quality with wider business strategy
Risk-based thinking throughout the standard makes the whole management system a preventive tool and encourages continuous improvement
Less prescriptive requirements for documentation: the organization can now decide what documented information it needs and what format it should be in
Alignment with other key management system standards through the use of a common structure and core text[41]
Inclusion of Knowledge Management principles
Quality Manual & Management representative is now not mandatory requirements.
Auditing[edit]
Two types of auditing are required to become registered to the standard: auditing by an external certification body (external audit) and audits by internal staff trained for this process (internal audits). The aim is a continual process of review and assessment to verify that the system is working as it is supposed to; to find out where it can improve, and to correct or prevent problems identified. It is considered healthier for internal auditors to audit outside their usual management line, so as to bring a degree of independence to their judgments.
Under the 1994 standard, the auditing process could be adequately addressed by performing "conformance auditing":
Tell me what you do (describe the business process)
Show me where it says that (reference the procedure manuals)
Prove that this is what happened (exhibit evidence in documented records)
The 2000 standard uses a different approach. Auditors are expected to go beyond mere auditing for rote conformance by focusing on risk, status, and importance. This means they are expected to make more judgments on what is effective, rather than merely adhering to what is formally prescribed. The difference from the previous standard can be explained thus:
Under the 1994 version, the question was broad: "Are you doing what the manual says you should be doing?", whereas under the 2000 version, the questions are more specific: "Will this process help you achieve your stated objectives? Is it a good process or is there a way to do it better?"
Industry-specific interpretations[edit]
The ISO 9001 standard is generic; its parts must be carefully interpreted to make sense within a particular organization. Developing software is not like making cheese or offering counseling services, yet the ISO 9001 guidelines, because they are business management guidelines, can be applied to each of these. Diverse organizations—police departments (United States), professional soccer teams (Mexico), and city councils (UK)—have successfully implemented ISO 9001:2000 systems.
Over time, various industry sectors have wanted to standardize their interpretations of the guidelines within their own marketplace. This is partly to ensure that their versions of ISO 9000 have their specific requirements, but also to try and ensure that more appropriately trained and experienced auditors are sent to assess them.
The TickIT guidelines are an interpretation of ISO 9000 produced by the UK Board of Trade to suit the processes of the information technology industry, especially software development.
AS9000 is the Aerospace Basic Quality System Standard, an interpretation developed by major aerospace manufacturers. Those major manufacturers include AlliedSignal, Allison Engine, Boeing, General Electric Aircraft Engines, Lockheed-Martin, McDonnell Douglas, Northrop Grumman, Pratt & Whitney, Rockwell-Collins, Sikorsky Aircraft, and Sundstrand. The current version is AS9100D.
PS 9000 * QS 9000 is an interpretation agreed upon by major automotive manufacturers (GM, Ford, Chrysler). It includes techniques such as FMEA and APQP. QS 9000 is now replaced by ISO/TS 16949.
ISO/TS 16949:2009 is an interpretation agreed upon by major automotive manufacturers (American and European manufacturers); the latest version is based on ISO 9001:2008. The emphasis on a process approach is stronger than in ISO 9001:2008. ISO/TS 16949:2009 contains the full text of ISO 9001:2008 and automotive industry-specific requirements.
TL 9000 is the Telecom Quality Management and Measurement System Standard, an interpretation developed by the telecom consortium, QuEST Forum. In 1998 QuEST Forum developed the TL 9000 Quality Management System to meet the supply chain quality requirements of the worldwide telecommunications industry. The TL 9000 standard is made up of two handbooks: the QMS Requirements Handbook, and the QMS Measurement Handbook. The current versions of the Requirements and Measurements Handbooks are 5.0. Unlike ISO 9001 or other sector-specific standards, TL 9000 includes standardized product and process measurements that must be reported into a central repository, which allows organizations to benchmark their performance in key process areas against peer organizations. It is important to note that TL 9000 R5.0 contains the full text of ISO 9001:2008.
ISO 13485:2016 is the medical industry's equivalent of ISO 9001. ISO 13485:2016 is a stand-alone standard. Because ISO 13485 is relevant to medical devices manufacturers (unlike ISO 9001, which is applicable to any industry), and because of the differences between the two standards relating to continual improvement, compliance with ISO 13485 does not necessarily mean compliance with ISO 9001 (and vice versa).
ISO/IEC 90003:2014 provides guidelines for the application of ISO 9001 to computer software.
ISO/TS 29001 is quality management system requirements for the design, development, production, installation, and service of products for the petroleum, petrochemical, and natural gas industries. It is equivalent to API Spec Q1 without the Monogram annex.
ISO 22000 Food Safety Management Systems.
Effectiveness[edit]
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The debate on the effectiveness of ISO 9000 commonly centres on the following questions:
Are the quality principles in ISO 9001 of value?
Does it help to implement an ISO 9001-compliant quality management system?
Does it help to obtain ISO 9001 certification?
The effectiveness of the ISO system being implemented depends on a number of factors, the most significant of which are:
Commitment of senior management to monitor, control, and improve quality. Organizations that implement an ISO system without this desire and commitment often take the cheapest road to get a certificate on the wall and ignore problem areas uncovered in the audits.
How well the ISO system integrates into current business practices. Many organizations that implement ISO try to make their system fit into a cookie-cutter quality manual instead of creating a manual that documents existing practices and only adds new processes to meet the ISO standard when necessary.
How well the ISO system focuses on improving the customer experience. The broadest definition of quality is "Whatever the customer perceives good quality to be." This means that a company doesn't necessarily have to make a product that never fails; some customers will have a higher tolerance for product failures if they always receive shipments on-time or have a positive experience in some other dimension of customer service. An ISO system should take into account all areas of the customer experience and the industry expectations, and seek to improve them on a continual basis. This means taking into account all processes that deal with the three stakeholders (customers, suppliers, and organization); only then will a company be able to sustain improvements in the customer's experience.
How well the auditor finds and communicates areas of improvement. While ISO auditors may not provide consulting to the clients they audit, there is the potential for auditors to point out areas of improvement. Many auditors simply rely on submitting reports that indicate compliance or non-compliance with the appropriate section of the standard; however, to most executives, this is like speaking a foreign language. Auditors that can clearly identify and communicate areas for improvement in language and terms executive management understands facilitate action on improvement initiatives by the companies they audit. When management doesn't understand why they were non-compliant and the business implications associated with non-compliance, they simply ignore the reports and focus on what they do understand.
Advantages[edit]
Proper quality management can improve business, often having a positive effect on investment, market share, sales growth, sales margins, competitive advantage, and avoidance of litigation.[42] The quality principles in ISO 9000:2000 are also sound, according to Wade [43] and Barnes, who says that "ISO 9000 guidelines provide a comprehensive model for quality management systems that can make any company competitive".[44] Sroufe and Curkovic, (2008) found benefits ranging from registration required to remain part of a supply base, better documentation, to cost benefits, and improved involvement and communication with management.[42] According to ISO[45] the 2015 version of the standard brings the following benefits:
By assessing their context, organizations can define who is affected by their work and what they expect. This enables clearly stated business objectives and the identification of new business opportunities.
Organizations can identify and address the risks associated with their organization.
By putting customers first, organizations can make sure they consistently meet customer needs and enhance customer satisfaction. This can lead to more repeat customers, new clients and increased business for the organization.
Organizations work in a more efficient way as all their processes are aligned and understood by everyone. This increases productivity and efficiency, bringing internal costs down.
Organizations will meet necessary statutory and regulatory requirements.
Organizations can expand into new markets, as some sectors and clients require ISO 9001 before doing business.
Criticisms of ISO 9001 certification[edit]
A common criticism of ISO 9000 and 9001 is the amount of money, time, and paperwork required for a complete implementation, and later when needed; ISO 9001 certification.[7] Dalgleish cites the "inordinate and often unnecessary paperwork burden" of ISO, and says that "quality managers feel that ISO's overhead and paperwork are excessive and extremely inefficient".[46] The level of minimum documentation for a minimum scope organization has been greatly reduced going from ISO 9001:2000, through ISO 9001:2008 and lastly ISO 9001:2015.
According to Barnes, "Opponents claim that it is only for documentation. Proponents believe that if a company has documented its quality systems, then most of the paperwork has already been completed".[44] Wilson suggests that ISO standards "elevate inspection of the correct procedures over broader aspects of quality", and therefore, "the workplace becomes oppressive and quality is not improved".[8]
One study showing reasons for not adopting this standard include the risks and uncertainty of not knowing if there are direct relationships to improved quality, and what kind and how many resources will be needed. Additional risks include how much certification will cost, increased bureaucratic processes and risk of poor company image if the certification process fails.[42] According to John Seddon, ISO 9001 promotes specification, control, and procedures rather than understanding and improvement.[9] Wade argues that ISO 9000 is effective as a guideline, but that promoting it as a standard "helps to mislead companies into thinking that certification means better quality, ... [undermining] the need for an organization to set its own quality standards".[43] In short, Wade argues that reliance on the specifications of ISO 9001 does not guarantee a successful quality system.
The standard is seen as especially prone to failure when a company is interested in certification before quality.[9] Certifications are in fact often based on customer contractual requirements rather than a desire to actually improve quality.[44][47] "If you just want the certificate on the wall, chances are you will create a paper system that doesn't have much to do with the way you actually run your business", said ISO's Roger Frost.[47] Certification by an independent auditor is often seen as the problem area, and according to Barnes, "has become a vehicle to increase consulting services".[44]
Dalgleish argues that while "quality has a positive effect on return on investment, market share, sales growth, better sales margins and competitive advantage," "taking a quality approach is unrelated to ISO 9000 registration."[48] In fact, ISO itself advises that ISO 9001 can be implemented without certification, simply for the quality benefits that can be achieved.[49]
Abrahamson argues that fashionable management discourse such as Quality Circles tends to follow a lifecycle in the form of a bell curve, possibly indicating a management fad.[50]
Pickrell argues[citation needed] that ISO systems merely gauge whether the processes are being followed. It does not gauge how good the processes are or whether the correct parameters are being measured and controlled to ensure quality. Furthermore, when unique technical solutions are involved in the creation of a new part, ISO does not validate the robustness of the technical solution which is a key part of advanced quality planning. It is not unheard of for an ISO-certified plant to display poor quality performance due to poor process selection and/or poor technical solutions.
See also[edit]
Conformity assessment—Containing ISO published standards
ISO 10006—Quality management—Guidelines to quality management in projects
ISO 13485—Medical devices—Quality management systems—Requirements for regulatory purposes
ISO 14001—Environmental management standards
ISO 19011—Guidelines for quality management systems auditing and environmental management systems auditing
ISO/TS 16949—Quality management system requirements for automotive-related products suppliers
ISO/IEC 27001—Information security management
ISO 39001—Road traffic safety management
ISO 50001—Energy Audit
AS 9100—aerospace industry implementation of ISO 9000/1
List of ISO standards
ISO/TC 176
Quality management system
Test management
Verification and Validation
International Organization for Standardization
Annex SL
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Jump up ^ Rajan, Murli; Tamimi, Nabil (2003). "Payoff to ISO 9000 Registration". The Journal of Investing. 12: 71. doi:10.3905/joi.2003.319536.
Jump up ^ Lo, Liang Kang; Chang, Dong Shang (2007). "The difference in the perceived benefits between firms that maintain ISO certification and those that do not". International Journal of Production Research. 45: 1881–1897. doi:10.1080/joi.00207540600733709.
Jump up ^ Buttle, Francis (1997). "ISO 9000: Marketing motivations and benefits". International Journal of Quality & Reliability Management. 14 (9): 936–47. doi:10.1108/02656719710186867.
Jump up ^ Santos, Leticia; Escanciano, Carmen (2002). "Benefits of the ISO 9000:1994 system: Some considerations to reinforce competitive advantage". International Journal of Quality & Reliability Management. 19 (3): 321–44. doi:10.1108/02656710210415703.
Jump up ^ Alcorn, Janice E. (2008). "The Benefits of ISO 9000 Certification". A Collection of Papers Presented at the 55th Conference on Glass Problems: Ceramic Engineering and Science Proceedings. Ceramic Engineering and Science Proceedings. 16 (2): 15. doi:10.1002/9780470314661.ch3. ISBN 978-0-470-31466-1.
^ Jump up to: a b c d The ISO Survey of ISO 9001:2000 and ISO 14001 Certificates – 2003 (PDF), International Organization for Standardization, p. 17, archived from the original (PDF) on 17 January 2012, retrieved 20 November 2015
^ Jump up to: a b c d The ISO Survey – 2008 (PDF), International Organization for Standardization, p. 11, archived from the original (PDF) on 5 August 2011, retrieved 20 November 2015
^ Jump up to: a b c The ISO Survey of ISO 9001:2000 and ISO 14001 Certificates – 2003 (PDF), International Organization for Standardization, pp. 1–2, archived from the original (PDF) on 31 October 2015, retrieved 20 November 2015
^ Jump up to: a b The ISO Survey of Management System Standard Certifications – 2011 (PDF), International Organization for Standardization, p. 1, archived from the original (PDF) on 27 January 2013, retrieved 20 November 2015
^ Jump up to: a b The ISO Survey of Management System Standard Certifications – 2014 (data table), International Organization for Standardization, retrieved 16 September 2016
^ Jump up to: a b The ISO Survey of Management System Standard Certifications – 2014 (PDF), International Organization for Standardization, p. 1, retrieved 20 November 2015
Jump up ^ Source: ISO Survey 2010
Jump up ^ "ISO quality management principles" (PDF). Iso.org. Retrieved 16 December 2016.
Jump up ^ "Using Quality Objectives to Drive Strategic Performance Improvement". Qualitydigest.com. Retrieved 2017-08-18.
Jump up ^ "OBJECTIVE OF THE SAMPLE MANUAL" (DOC). Isopocketguides.com. Retrieved 2017-08-18.
Jump up ^ ISO/IEC 17021: "Conformity assessment. Requirements for bodies providing audit and certification of management systems" (2011)
Jump up ^ ISO/IEC 17011: "Conformity assessment. General requirements for accreditation bodies accrediting conformity assessment bodies" (2004).
Jump up ^ "25 Years of ISO 9000 | A View from the Q". ASQ. Retrieved 20 April 2016.
Jump up ^ Bacivarov, Ioan (1 October 2015). "The Standard ISO 9001:2015 - A Milestone in the Evolution of Quality Management" (PDF). Asigurarea Calitatii - Quality Assurance. Retrieved 14 October 2015.
Jump up ^ "ISO 9001:2015 - Just published!". ISO. Retrieved 2 October 2015.
Jump up ^ "BSI obtains first global accreditation from ANAB to certify organizations to the new Quality Management standard ISO 9001:2015". BSI. Retrieved 4 September 2015.
^ Jump up to: a b c Sroufe, Robert and Sime Curkovic, "An examination of ISO 9000:2000 and supply chain quality assurance." Journal of Operations Management, Volume 26, Issue 4, July 2008, Pages 503-520
^ Jump up to: a b Wade, Jim (May–June 2002). "Is ISO 9000 really a standard?" (PDF). ISO Management Systems.
^ Jump up to: a b c d Barnes, Frank (Spring 2000). "Good Business Sense Is the Key to Confronting ISO 9000". Review of Business. Archived from the original on 27 February 2009.
Jump up ^ "Debunking the myths" (PDF). Iso.org. International Organization for Standardization. Retrieved 7 July 2017.
Jump up ^ Dalgleish, Scott (5 May 2003). "Probing the Limits - ISO 9000: More Hindrance Than Help". Quality Magazine. Retrieved 10 June 2015.
^ Jump up to: a b Henricks, Mark (December 2001). "ISO a GO-Go". Entrepreneur Magazine.
Jump up ^ Dalgleish, Scott (1 April 2005). "Probing the Limits: ISO 9001 Proves Ineffective". Quality Magazine. Retrieved 6 June 2015.
Jump up ^ "The ISO Survey – 2005" (PDF). Abridged version. ISO. 2005.
Jump up ^ Abrahamson, E. (1996). "Management Fashion". The Academy of Management Review. 21 (1): 254–285. doi:10.5465/amr.1996.9602161572. JSTOR 258636.
Further reading[edit]
Bamford, Robert; Deibler, William (2003). ISO 9001: 2000 for Software and Systems Providers: An Engineering Approach (1st ed.). CRC-Press. ISBN 0-8493-2063-1, ISBN 978-0-8493-2063-7
Naveh, E.; Marcus, A. (2004). "When Does the ISO 9000 Quality Assurance Standard Lead to Performance Improvement? Assimilation and Going Beyond". IEEE Transactions on Engineering Management. 51 (3): 352. doi:10.1109/TEM.2004.830864.
Naveh, E. (1999). ISO 9000 survey'99: An analytical tool to assess the costs, benefits and savings of ISO 9000 registration. QSU Publishing Company.
An abstract of the 2007's ISO survey of certificates
An abstract of the 2008's ISO survey of certificates
Bacivarov, Ioan (Coordinating Editor) (2015). Special issue "ISO9001:2015". Asigurarea Calitatii - Quality Assurance 21 (83), ISSN 1224-5410
External links[edit]
Official website
ISO/TC 176, SC 2 - ISO committee responsible for developing ISO 9000 standards
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Gilmore Girls (season 7)
From Wikipedia, the free encyclopedia
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Gilmore Girls (season 7)
Season 7 DVD cover
Starring
Lauren Graham
Alexis Bledel
Scott Patterson
Melissa McCarthy
Keiko Agena
Yanic Truesdale
Liza Weil
Sean Gunn
Matt Czuchry
Kelly Bishop
Edward Herrmann
Country of origin
United States
No. of episodes
22
Release
Original network
The CW
Original release
September 26, 2006 – May 15, 2007
Season chronology
← Previous
Season 6
Next →
A Year in the Life
List of Gilmore Girls episodes
The seventh and final season of Gilmore Girls, an American dramedy television series, began airing on September 26, 2006 on The CW. The season and series concluded on May 15, 2007, after 22 episodes. This was the first and only season to air on The CW, which was a merge of UPN and the show's previous home, The WB. The season aired Tuesday nights at 8/7c.
This is the only season to not have Amy Sherman-Palladino or Daniel Palladino as a show-runner or a writer. The newly formed CW network claimed their departure was due to a salary dispute. Amy Sherman-Palladino later insisted that she and Daniel Palladino could not come to an agreement with CW because they needed a short series hiatus to rest, the hiring of more writers to relieve their work load, and an additional eighth season to finish the story lines properly. Because of this change, this season received mixed reviews from television critics and fans.
This was to be the last of the series to air until, in October 2015, it was reported that the series would return as a limited series on Netflix to consist of four 90-minute films.[1][2] Sherman-Palladino was in charge of the new revival.[3]
Contents
[hide]
1 Overview
2 Cast
2.1 Main cast
2.2 Recurring cast
3 Episodes
4 DVD release
5 References
Overview[edit]
The season picks up with Lorelai having slept with Christopher immediately after ending her engagement to Luke, while Rory is attempting a long-distance relationship with Logan. Lorelai and Christopher attempt a relationship and, after going to Paris together, come back married. The marriage lasts until midway through the season but Christopher struggles to fit into Lorelai's life in Stars Hollow. Luke learns Anna is moving to New Mexico with April and applies for joint custody, winning after Lorelai gives him a glowing character reference. Christopher finds out and he and Lorelai argue, with Christopher feeling like second choice. Richard, who has just started working at Yale as a lecturer, has a heart attack during a class and Christopher stays away from the hospital while everyone worries about him. He and Lorelai eventually admit their marriage isn't right and split. Emily struggles with the finances while Richard is convalescing and Lorelai helps her out.
Lane comes back from her honeymoon pregnant with twins. Her mother moves in with her and Zach, sending Brian to live with her relatives, but is eventually convinced to back off, with Lane giving birth to sons Steve and Kwan. Sookie also becomes pregnant for the third time, since Jackson never had the vasectomy she arranged for him. Michel's dog Chin Chin dies and Lorelai organises a memorial at the inn. Luke sells the boat he inherited from his father to Kirk and buys a larger one so he can take a trip with April over the summer, but she has to cancel when she is accepted to science camp.
Rory and Logan try to spend time together while he works in London and New York. Rory feels awkward living in his old apartment rent-free so moves back in with Paris and Doyle. She also befriends Lucy and Olivia, two girls she met at an art exhibition. Lucy's boyfriend turns out to be Marty, who pretends not to know Rory. Rory goes along with it, upsetting Lucy when Logan tells her the truth, but Lucy breaks up with Marty and reconciles with Rory. Logan pursues a software deal against Mitchum's wishes, losing his trust fund and costing the company a multimillion-dollar lawsuit for patent infringement. Logan resigns and takes a job in San Francisco. Paris is accepted into every grad school she applies to but Rory is rejected for an internship. In the penultimate episode, Paris and Doyle depart for Harvard Medical. Logan proposes to Rory at a graduation party thrown by Richard and Emily but she turns him down, not willing to put him ahead of her career, and he breaks up with her.
In the series finale, Rory gets a job covering Barack Obama's election campaign for an online newspaper but has to leave in three days, throwing off plans for a graduation re-enactment. Luke organises the town in throwing a farewell party for her. Emily tries to find a way to get involved in the running of the inn to stay close to Lorelai but Lorelai assures her she will keep attending Friday night dinners. Lorelai and Luke share a kiss at the party and the show's run ends with Lorelai and Rory sharing a last breakfast at Luke's diner.
Cast[edit]
Main article: List of Gilmore Girls characters
Main cast[edit]
Lauren Graham as Lorelai Gilmore
Alexis Bledel as Rory Gilmore
Scott Patterson as Luke Danes
Melissa McCarthy as Sookie St. James
Keiko Agena as Lane Kim
Yanic Truesdale as Michel Gerard
Liza Weil as Paris Geller
Sean Gunn as Kirk Gleason
Matt Czuchry as Logan Huntzberger
Kelly Bishop as Emily Gilmore
Edward Herrmann as Richard Gilmore
Recurring cast[edit]
David Sutcliffe as Christopher Hayden
Liz Torres as Miss Patty
Sally Struthers as Babette Dell
Jackson Douglas as Jackson Belleville
Emily Kuroda as Mrs. Kim
Michael Winters as Taylor Doose
Kathleen Wilhoite as Liz Danes
Michael DeLuise as TJ
Ted Rooney as Morey Dell
Todd Lowe as Zach Van Gerbig
John Cabrera as Brian Fuller
Sebastian Bach as Gil
Danny Strong as Doyle McMaster
Gregg Henry as Mitchum Huntzberger
Sherilyn Fenn as Anna Nardini
Vanessa Marano as April Nardini
Krysten Ritter as Lucy
Michelle Ongkingco as Olivia Marquont
Episodes[edit]
No.
overall
No. in
season
Title
Directed by
Written by
Original air date
Prod.
code
U.S. viewers
(millions) [4]
132
1 "The Long Morrow" Lee Shallat-Chemel David S. Rosenthal September 26, 2006 (2006-09-26) 2T7751 4.48
Picking up on the day after last season's finale, Lorelai wakes up in bed with Christopher. Confused and mortified, she makes a hasty exit, ignoring Christopher's pleas that she stay. Once at home, Lorelai tries to get rid of everything that reminds her of Luke and ends up practically emptying her house. Rory receives a toy rocket ship as a parting gift from Logan and is baffled as to its meaning. She decides she should join him in London for the summer, only to learn he has bought her a ticket for a visit at Christmas. Lorelai reveals to Luke that she slept with Christopher after he pleas for her to marry him.[5]
133
2 "That's What You Get, Folks, for Makin' Whoopee" Bethany Rooney Rebecca Rand Kirshner October 3, 2006 (2006-10-03) 2T7752 4.62
Luke drives to Boston for one purpose: to punch out Christopher. Rory is upset over Logan's absence and the fact that they had to cancel their long-planned trip to Asia. Wanting to cheer Rory up and take her mind off her own sad love life, Lorelai turns her house into an Asian-themed wonderland. Meanwhile, Lane returns from her disastrous honeymoon and finds out she's pregnant. While repairing the damage to the diner, Luke tells TJ about his break-up with Lorelai. Finally, Rory is furious when she learns that Lorelai slept with Christopher.
134
3 "Lorelai's First Cotillion" Lee Shallat-Chemel Rina Mimoun October 10, 2006 (2006-10-10) 2T7753 4.71
When Richard and Emily have no real reaction to the news of her break up, Lorelai suddenly realizes that most of her emotional life has been based on doing and feeling the opposite of whatever her parents want. Later, when Michel forces Lorelai to attend Emily's cotillion dance, Lorelai discovers that some things her parents wanted for her weren't really that terrible. Meanwhile, Rory has a tough time making her long-distance relationship work.
135
4 "'S Wonderful, 'S Marvelous" Victor Nelli, Jr. Gayle Abrams October 17, 2006 (2006-10-17) 2T7754 4.77
Lorelai and Christopher have begun to date, and although Lorelai is finding it difficult to fully commit to the relationship, Christopher keeps coming up with romantic dates to win her over. Back at Yale, Rory meets some eccentric new girlfriends at an art exhibit, and Richard becomes a guest lecturer. April comes to stay with Luke for a few weeks while Anna is out of town. Finally, Emily gets arrested and Lorelai has to bail her out of jail. First appearance of Olivia (Michelle Ongkingco) and Lucy (Krysten Ritter).
136
5 "The Great Stink" Michael Schultz Gina Fattore October 24, 2006 (2006-10-24) 2T7755 4.73
Emily and Richard are delighted when Lorelai and Christopher attend Friday night dinner together as a couple. Christopher reveals that Sherry has written him a letter saying she regrets leaving their daughter, Gigi, and asking him to send Gigi to visit her in Paris. Lorelai can't believe that Chris would consider this and they get into an argument over dinner. Logan returns to town on business to acquire an internet company and pays Rory a surprise visit. Rory is thrilled, but during a dinner with Logan's colleagues, she realizes that she has no connection to his new life.
137
6 "Go, Bulldogs!" Wil Shriner David S. Rosenthal, Rebecca Rand Kirshner November 7, 2006 (2006-11-07) 2T7757 4.34
Christopher talks Lorelai into visiting Rory at Yale during Parents' Weekend, and Lorelai is surprised to find that Richard and Emily are also there. Trying to prove how cool he is, Christopher invites all of Rory's co-workers on the "Yale Daily News" to an expensive lunch where they all drink too much. The meal ends abruptly when Rory insists they leave to cover a breaking story. Meanwhile, Luke meets April's swimming coach, who convinces him to take her adult swimming class. When the coach flirts with him, Luke asks her out on a date.
138
7 "French Twist" Lee Shallat-Chemel David Babcock November 14, 2006 (2006-11-14) 2T7756 4.51
Christopher and Lorelai take his daughter Gigi to visit her mother in Paris. Despite severe jet lag, they manage to have a wonderful, romantic time enjoying the city and each other. Rory comes to the end of her tenure as Editor-in-Chief of the "Yale Daily News" and suddenly finds herself unsure of her future. Her new friends Olivia and Lucy suggest a trip to Stars Hollow for a girls' night. When they return, Rory is surprised to find that Lucy's new boyfriend (whom she always calls "Boyfriend" instead of his name) is her old friend Marty, who pretends not to know Rory. Miss Kim wants Lane and Zack to move in, then wants to move in with them when they aren't interested. Christopher and Lorelai return home with a surprise: that they are now Mr. and Mrs. Hayden.
139
8 "Introducing Lorelai Planetarium" Lee Shallat-Chemel Jennie Snyder November 21, 2006 (2006-11-21) 2T7758 4.20
Rory goes home to Stars Hollow to have dinner with her parents, where it is revealed that they eloped while in Paris. Rory pretends to be happy, but later reveals her anger to Lorelai. Logan comes back to town for a launch party, which Rory attends and about which she later writes a judgmental article. Due to accusations by Logan, Rory plans to find a new apartment. Meanwhile, Luke turns to Lorelai in a time of medical emergency with April.
140
9 "Knit, People, Knit!" Lee Shallat-Chemel David Grae November 28, 2006 (2006-11-28) 2T7759 4.89
Here comes the birth of Liz's baby delivered by a midwife. Luke is informed of the news. A "knitathon festival" takes place in Stars Hollow, where Christopher donates substantially. Chris and Lorelai tell Emily and Richard about their marriage.
141
10 "Merry Fisticuffs" Jackson Douglas David S. Rosenthal December 5, 2006 (2006-12-05) 2T7760 4.81
Emily throws an extravagant party. Meanwhile, Luke talks to a lawyer about partial custody over April. Luke and Christopher get in a long, exhaustive fistfight.
142
11 "Santa's Secret Stuff" Lee Shallat-Chemel Rebecca Rand Kirshner January 23, 2007 (2007-01-23) 2T7761 3.72
Lorelai and Christopher decide to put their Christmas holidays on hold while Rory is in London over the holidays, Once Rory returns to Stars Hollow, they decorate several Christmas trees, do their shopping and even bake Christmas cookies for the first time as a family. Turning up unexpectedly at the inn, Luke asks Lorelai to write a character recommendation letter for his custody battle over April. Lorelai struggles to write the letter until she and Rory run into Luke and April at the mall and Lorelai suddenly remembers how important Luke has always been in Rory's life. Inspired, Lorelai writes the letter and mails it to Luke's attorney. Rory decides she will write an apology letter to her friend Lucy, explaining why she and Marty kept their past friendship a secret.
143
12 "To Whom It May Concern" Jamie Babbit David Babcock January 30, 2007 (2007-01-30) 2T7762 4.27
Noticing Sookie's recent odd behavior, Lorelai forces Jackson to tell her the reason. Luke and Anna attend a hearing to decide their custody battle over April. With help from Paris, Rory finally makes amends with Lucy, who tells her that she and Marty have broken up. While attending Richard's economics class at Yale, Rory witnesses a frightening scene. Finally, Christopher finds the letter Lorelai wrote for Luke's character reference and confronts Lorelai about whether he was her second choice.
144
13 "I'd Rather Be in Philadelphia" Lee Shallat-Chemel Rebecca Rand Kirshner February 6, 2007 (2007-02-06) 2T7763 4.70
Lorelai and Rory receive unexpected comfort and some grief while at the hospital and at Richard's side: Christopher won't return Lorelai's calls, but Luke is there for her and the family. Emily is so distraught that she tries to distract herself by maintaining her rigorous social calendar with Luke offering to help her out in keeping up her appearances. Rory is met by Logan, who flies to the hospital in a helicopter. When Christopher finally does arrive, he speaks words of sympathy to Lorelai, but his emotions betray him: he's still mad at her from their fight
145
14 "Farewell, My Pet" Jamie Babbit Jennie Snyder February 13, 2007 (2007-02-13) 2T7764 4.37
Rory quickly develops a crush on Richard's replacement teaching assistant and feels compelled to confess the attraction to Logan. But she feels really bad about it and he completely understands and the two of them reassure each other that in the end they are crazy about each other. Meanwhile, Lorelai distracts herself from thinking about Christopher by arranging a memorial service for Michel's dog. Christopher seeks her out, however, and the two are forced to face their problems. Christopher feels like he's been trying to get Lorelai to fall in love with him, and Lorelai realizes she still has feelings for Luke. Lorelai and Christopher end their marriage.
146
15 "I Am Kayak, Hear Me Roar" Lee Shallat-Chemel Rebecca Rand Kirshner February 20, 2007 (2007-02-20) 2T7765 4.04
Lorelai puts off telling her parents about her separation from Christopher by helping Emily to arrange Richard's recovery. Rory celebrates Logan's birthday, but bad news from Logan's business partner spoils their evening.
147
16 "Will You Be My Lorelai Gilmore?" David Paymer Gina Fattore, Gayle Abrams February 27, 2007 (2007-02-27) 2T7766 4.17
Rory goes to meet with an editor from the New York Times just as she starts to put together Lane's baby shower. Lorelai takes over the production and has to arbitrate a disagreement between Lane and Mrs. Kim about how to raise the unborn children. Meanwhile, Luke decides to change his situation in life and buy a new boat. Logan comes home drunk and reveals to Rory his failed business venture, and then runs off to Las Vegas with his buddies.
148
17 "Gilmore Girls Only" Lee Shallat-Chemel David Babcock March 6, 2007 (2007-03-06) 2T7767 4.47
Lorelai, Rory, and Emily take a road trip to North Carolina to attend Mia's wedding. Lane goes into labor. Finally, Lane and Zack ask Luke to be the godfather to their twins Steve and Kwan.
149
18 "Hay Bale Maze" Stephen Clancy Rebecca Rand Kirshner April 17, 2007 (2007-04-17) 2T7768 3.83
During Stars Hollow's annual Spring Fling festival, a huge hay bale maze leads to a chance encounter for Luke and Lorelai, where they apologize to one another and talk about the problems that led to their engagement being called off. As Rory shows Logan around town, Lorelai begins to feel that Logan might be too irresponsible for her daughter. Meanwhile, Rory has a job interview with the Providence Journal Bulletin.
150
19 "It's Just Like Riding a Bike" Lee Shallat-Chemel Jennie Snyder April 24, 2007 (2007-04-24) 2T7769 3.75
Lorelai heads to Luke's for her first breakfast there in a while -- overall, it's an awkward experience for them both. Later on, when Lorelai's Jeep breaks down, Luke helps her shop for a new car. They argue and fight, which Lorelai thinks is ultimately a good sign. Paris considers breaking up with Doyle so she can be free of influences when it comes to picking which law or medical school she will attend. Rory receives a letter that will certainly influence her future plans.
151
20 "Lorelai? Lorelai?" Bethany Rooney David S. Rosenthal May 1, 2007 (2007-05-01) 2T7770 4.08
Rory stresses out as graduation approaches, which leads to a day of eating and shopping with Lorelai. Later, with Luke in tow, the Gilmores hit the bars, where Lorelai takes the stage for a karaoke number obviously intended for Luke. Logan returns from a business trip and looks to discuss his and Rory's future with Lorelai. After getting into a science camp, April tells Luke that she cannot go on the boating trip with him over the summer. Zach is asked to go on tour with another band.
152
21 "Unto the Breach" Lee Shallat-Chemel David Babcock, Jennie Snyder May 8, 2007 (2007-05-08) 2T7771 3.96
Lorelai and Christopher are reunited at a party Emily and Richard throw in honor of Rory's graduation. Logan surprises everyone at the party by proposing to Rory, but she is too shocked to give him an answer. Then, on graduation day, Rory and Paris receive their diplomas, and Rory finally gives Logan her answer and says no. Meanwhile, Lorelai is embarrassed about her recent karaoke serenade to Luke, and Luke is hurt when he overhears her saying it didn't mean anything.
153
22 "Bon Voyage" Lee Shallat-Chemel David S. Rosenthal May 15, 2007 (2007-05-15) 2T7772 4.90
Rory gets a job following the presidential campaign of one of the candidates running for president. While she prepares to leave in a mere three days, Lorelai adjusts to the idea that she may not see her daughter again for weeks, even months. Meanwhile, Luke is still trying to sort out how he really feels about Lorelai after they locked eyes at the karaoke jam. To see Rory off before she leaves for her new job, the entire town puts on a farewell party, despite the presence of rain.
DVD release[edit]
The Complete Seventh Season[6]
Set details Special features
22 episodes
6-disc set
1.33:1 aspect ratio
1.78:1 aspect ratio (international)
Subtitles: English
English (Dolby Digital 5 1 Surround)
Additional scene
"The Great Stink"
Gilmore Fashionistas
A Best Friend's Peek Inside the Gilmore Girls with Keiko Agena
Kirk's Town Tours
Who Wants to Talk Boys – Season Montage
Release dates
North America United Kingdom Continental Europe Norway Australia
November 13, 2007 August 30, 2010 November 25, 2007 November 14, 2007 April 9, 2008
References[edit]
Jump up ^ Ausiello, Michael (October 19, 2015). "Gilmore Girls Limited-Series Revival Set at Netflix — This Is Not a Drill". TVLine. Retrieved October 19, 2015.
Jump up ^ "'Gilmore Girls' revival series in the works at Netflix - CNN.com". CNN. Retrieved 2015-10-22.
Jump up ^ Satran, Joe. "Netflix Is Reportedly Reviving 'Gilmore Girls'". Huffington Post. Retrieved 2015-10-19.
Jump up ^ ""Gilmore Girls" USA ratings".
Jump up ^ "Episode list for Season 7 of Gilmore Girls". Internet Movie Database. Retrieved September 7, 2015.
Jump up ^ Robinson, Jeffrey (December 16, 2007). "Gilmore Girls – The Complete Seventh Season". DVD Talk. Retrieved February 20, 2012.
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Gilmore Girls
Episodes
Season 1
"Pilot"
"The Lorelais' First Day At Chilton"
"Kill Me Now"
"Concert Interruptus"
Season 2
"Teach Me Tonight"
Season 3
Season 4
"The Lorelais' First Day at Yale"
Season 5
"Wedding Bell Blues"
Season 6
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"Bon Voyage"
A Year in the Life
Characters
Lorelai Gilmore
Rory Gilmore
Emily Gilmore
See also
Awards
Stars Hollow
Our Little Corner of the World: Music from Gilmore Girls
Gilmore Guys
Retrieved from "https://en.wikipedia.org/w/index.php?title=Gilmore_Girls_(season_7)&oldid=831941576"
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