Management system standards – such as ISO 9001 and others titled ISO xx001 – advise that the purposeful organisation should establish and maintain realistic objectives; and it should then plan its systems and operations to meet these objectives. The standards do not prescribe how to define this as a process. I find it helpful to picture the organisation as a thinking Pacman, munching its way through ‘objectives-nourishing’ opportunities – while it avoids swallowing any detracting risks. Continue reading “Management system objectives and planning”
Category: ISO 9001
Stretch vs cautious targets
As rule of thumb, for most systems, there is nearly always 30% improvement to be foreseeably gained, under ideal perfect conditions. And, if the 30% where to be realised then there is nearly always a further 30% improvement to be found in the remainder and so on. The trouble is that we rarely operate under ideal conditions and with perfect foresight. There are invariably constraints on us, which make it practically impossible to straightforwardly see and reach the available 30%. Although some of these constraints may be deemed to be outside our control, most tend in fact to be more within our control that we immediately thinks – if we just we are brave enough to accept the fact.
Continue reading “Stretch vs cautious targets”Capacity management
It’s the process of determining the level of work that is demanded and then establish the resources needed to accomplish it. There are two main strategies for meeting demand and capacity planning is usually about finding an optimum combination of the two.
Continue reading “Capacity management”Evidence-based decision making
Decision making is the forming of a causal argument that a chosen alternative will result a certain future outcome. The quality of a decision is largely dependent on the accuracy and relevance of the information on which it is based – as well as being free from subjective bias in reflecting the true needs. When poor quality or biased evidence is used for decision making, the proposed alternative will risk producing an ineffective or adverse outcome. Standards, such as ISO 9001 on quality management and ISO 16355 on QFD, therefore calls for factual decision information. Continue reading “Evidence-based decision making”
People in systems
People are a particularly dynamic resource. Firstly, they are extremely flexible and adaptable, compared to a machine. Secondly, the individual person has an independent mind, which is sensitive to its environment. People’s abilities, concentrations and commitments vary continually. People need to be equipped with the skills, knowledge, support and motivation necessary to perform their functions within the system well. People also need to be aware of the organisation’s values and objectives, and understand how they themselves contribute to meeting these. Continue reading “People in systems”
Management system leadership
Leadership in the quality management context is about driving the Plan-Do-Check-Act (PDCA) cycle across the system. The organisation’s objectives are met when its leaders maintain conditions that secure the right amounts of momentum, cohesion, creativity and decisions. Think of the PDCA as a wheel that needs turning, in the right direction and without stoppages. Continue reading “Management system leadership”
Quality Creation vs Quality Assurance
Quality practitioners now-a-days tend to treat the term quality assurance as being too narrow for purpose. They prefer instead to talk about quality management or quality systems. History shows that over-emphasis on the term ‘assurance’ can drive a limited kind of quality, which would not necessarily guarantee satisfaction. Continue reading “Quality Creation vs Quality Assurance”
How much dissatisfaction will customers tolerate?
Ideally, quality is naturally inherent in the product, in a way that dissatisfaction is simply never an issue. In the real world, however, organisations and their operating environments are dynamically complex. Everything that interacts has variability. The provision of a product or service will rely on hundreds, if not thousands, of small interactions Continue reading “How much dissatisfaction will customers tolerate?”
Documenting an IMS
The integrated management system should define processes that can affect the planning, operation and control of all of the system standards that the organisation has adopted. The process definition should describe what, who and how well something is to be done, which in standards terms are inputs, outputs, responsibility and criteria. Do not define processes for Continue reading “Documenting an IMS”
Introducing ISO 9001
An International Standard specifying a set of descriptive requirements for what is universally recognised should be contained in a management system that seeks to achieve and enhance quality. Continue reading “Introducing ISO 9001”