Marnie Schmidt

6.2 Quality objectives and planning to achieve them

“What is the Goal?”  For any of you old-schoolers, you’ve probably read the old classic, “The Goal”, by Eliyahu Goldratt.  This story is intended to introduce lean and Six Sigma methodologies like Theory of Constraints, but understanding “the goal” is also apt for this discussion.  Throughout the story, several of the characters (who all work at the same company) have a different idea about what “The Goal” actually is.  And this is not an uncommon scenario among organizations.  Everyone must understand the objectives if the organization is going to achieve them.  Differing or competing objectives may make attaining them impossible.  Top management must choose the objectives carefully, communicate them clearly, and monitor them constantly if the quality system is to be effective.

ISO9001:2015 gives some solid, specific guidelines for a compliant quality plan.  And for a refreshing change, the language isn’t unclear.  And this hasn’t incited as much debate and controversy as some of the other clauses.

First, it says the organization “shall establish objectives at relevant functions, levels and processes.”  As is typical of ISO9001, there is some ambiguity about what is relevant, but at least it points out that objectives specific to functions, levels and processes should be considered.

It goes on to state that the objectives shall:

a)      Be consistent with the quality policy

b)      Be measurable

c)       Take into account applicable requirements

d)      Be relevant to conformity of products/services and the enhancement of customer satisfaction

e)      Be monitored

f)       Be communicated

g)      Be updated as appropriate

Each of these is pretty self-explanatory.  I enjoy the last one on the list – “be updated as appropriate”.  I guess that means we can’t just have a main objective of “satisfied customers”, but we must be a little more specific and apply that whole continual improvement thing.

Document Alert!  “The organization shall retain documented information on the quality objectives” – this requirement is one of the list of required documents or “documented information”, so be sure you have some documented information to support these requirements.

I especially like the next part as well.  It requires that the organization not only establish their objectives, but a logical plan on how they intend to achieve them PLUS accountability!

6.2.2 When planning how to achieve the quality objectives, the organization shall determine:

a)      what will be done

b)      what resources will be required

c)       who will be responsible

d)      when it will be completed

e)      how the results will be evaluated

Week 9’s discussion of the “Quality Policy” generated a lot of discussion.  Many people made the point that a policy isn’t enough and “sloganeering” doesn’t drive home the message of a commitment to quality.  I agree.  And I’m still not sure the ISO9001 standard states the requirement clearly enough.  Nor do organizations, at large, have a universally effective method of demonstrating the effectiveness of a quality policy.

Perhaps a more visible tie between the “Quality Policy” and the “Quality Objectives” would be a start.  And having those objectives identified using the criteria above – having them be relevant and measurable – and communicating to everyone in the organization exactly what, who, when and how they will be met would be a great way to get a quality system off the ground.  My humble opinion is that too many people skip ahead in the standard and really work hard on documenting other things and spend too little time on the actual bedrock of their quality system, which should be a commitment and solid objectives.  6.2 is a good sanity check for us all.

THIS WEEK’S HOMEWORK

Review your Quality Policy and your Quality Objectives.  (Remember, these should be documented in some way to meet the “documented information” requirement).  Does your system tie together clearly?  Ask around – does your team, for the most part, understand the connection?  Are they aware of the objectives?  Are they fully aware of the what, who, when and how of each one?  If so – great job!  If not, take the opportunity to really get this in order.  Review the objectives with Top Management.  Are they relevant?  Are they assigned and monitored?  Each of the points above is important, and sets the table for the future success of your quality system.  Give each of your objectives a thorough going over, and make adjustments where appropriate.

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