___________________________ ISO 9001:2015 has a number of requirements relating to OBJECTIVES. This primer outlines an approach to how these requirements can be met, and also shows you how these requirements can be INTERLINKED It shows you GRAPHICALLY what this approach should look like and also contains

___________________________

___________________________ some elements that are typically found in most organizations. This means that you do not have to RE-INVENT THE WHEEL, but you can FINE-TUNE YOUR current BUSINESS SYSTEM. IN-OTHER-WORDS you take what already exists and make small changes.

___________________________

C O N T E N T S

The contents of this article relate to the objectives requirements of ISO9001:2015. You will see that we outline a seven-step method that will ensure you meet these requirements of ISO9001:2015. This article encapsulates the key requirements into one practical approach. You will see that by connecting & integrating the elements that are outlined here a real-world system can be accomplished.

You should have the PDF version of this tutorial. This landscape version will allow you to view each page holistically and just flip through by selecting the next page. [ You should be able to quickly navigate by pressing the right arrow on your keyboard ☺ ]

.

Q U A L I T Y P O L I C Y

___________________________ The first step is to design your Quality Policy. You should ensure that your policy is unique, but also that it meets the requirements of ISO9001. What is important from the perspective of this primer, is that it provides a

___________________________

___________________________

FRAMEWORK for OBJECTIVES An example of a policy is shown below- This is not meant to be exhaustive but serves as an illustration for this tutorial Complete the basic policy, and later interlink and align as per STEP 7

___________________________

We are committed to ISO9001:2015

We operate according to an entrenched system of interrelated procedures

We operate our business to ensure high levels of customer

satisfaction at all times

Our business operates according to sound financial principles and this success is used to improve our position in the market

We operate our projects within the scope required by the client

We insist on high levels of delivery that do not impact our clients in a

negative way. A comprehensive supplier management system is in place

Our service and solutions offering is world-class

Q U A L I T Y

P O L I C Y

A B C

W I D G E T

C O

.

O B J E C T I V E S S T A T E M E N T

___________________________ The second step is to compile your objectives statement. These should be high-level STRATEGIC OBJECTIVES These objectives should be measurable. What is important to note here is that the Quality Policy needs to provide a FRAMEWORK FOR OBJECTIVES. It therefore makes sense that a Quality Policy is designed TOGETHER WITH your

___________________________

___________________________ Objectives Statement. While ISO9001 does not specifically require this, I believe that it is implied and serves as a practical method for meeting the requirements relating to objectives. Therefore the Quality Policy and Objectives Statement should be designed as a “consistent pair”. FINETUNING OF THESE REQUIREMENTS takes place later in section7 – Interlinking and Aligning your data. An example of an “Objectives Statement” is shown below.

___________________________

.

We will achieve ISO9001:2015 certification by 01 Jan 2016

Our customer satisfaction target for 2016 is 95%

Our turnover target for 2016 is $50 Million

Our profit target for 2016 is 15% on turnover

Our project delivery time target is 98%

Delivery time target 98%

Quality target 99%

Service/Solutions target 98%

OB J E C T I V E S

A B C

W I D G E T

C O

Q M S M A T R I X

The third step is to compile your QMS Matrix While not specifically required by ISO9001 this Matrix serves as a useful tool that encapsulates various key elements. An understanding of the basic pillars of your organization can quickly be determined by this matrix.

This matrix is generally not suitable for “display” and since we already have two other documents namely the Quality Policy and the Objectives Statement, these two “display documents” should serve as a visible HIGH-LEVEL VIEW OF your QMS. The QMS Matrix will break down the elements further. An example is included below

BUSINESS PROCESS

OBJECTIVE MEASURE OUTPUT KPI

REFERENCES PROCESS OWNER

MARKETING 20% share of market

Marketing FC06 John Jones

SALES Target 2016 $50 M turnover Target 2016 15% profit on turnover

Sales FC05 Jack Black

PURCHASING Price 98% accuracy Delivery time 95% accuracy Quality 98% accuracy

Purchasing FC04 Harry White

PRODUCTION Quantities 99% First Time Pass Final Inspection 95% Number of NCR’s 5/week NCR value per month < $10 000 p/month

Production FC01 Henry Smith

SERVICE 98% on time 95% rating on customer satisfaction

Service FC02 Steven Black

PROJECTS 98% on time 98% meeting of spec 95% rating on customer satisfaction

Projects FC03 Harold Green

HUMAN RESOURCES [COMPETENCY]

Competency levels 95% Absenteeism 2% Internal Satisfaction 95%

ILU chart Human Resources FC 08

Susan Peters

FINANCE Invoice Payment Debtors Creditors

Finance FC10 Joe Penney

KPI = key performance indicator FC = flowchart

* This is a truncated example of a QMS Matrix - The basic pillars are included here: Processes | Objectives |Flow Charts Reference | Process Owner Add appropriate columns for your own QMS

.

J O B D E S C R I P T I O N S

The forth step is to design your objectives job description template. For the purposes of this primer, elements relating to objectives requirements should include responsibilities, authorities and personal objectives namely KPI’s. Objectives should include a company-wide requirement to operate according to ISO9001, to your own internal requirements and of course customer requirements.

Depending on the department or area concerned, specific KPI’s or measurable objectives should be included here.

It should now be clear that your QMS is taking shape, and objectives at “RELEVANT FUNCTIONS & LEVELS are now being deployed via this method as outlined in this tutorial. An example is outlined below:

JOB DESCRIPTION PRODUCTION MANAGER ABC WIDGET COMPANY

Operating Requirements: You will be expected to: ■ Operate according to ISO9001|2015 requirements ■ Operate according to Customer Requirements ■ Operate according to Internal Requirements ■ Operate according to the PROCESS APPROACH ■ Communicate any non-conformances via our formal CORRECTIVE ACTION SYSTEM

Meet Production Targets: ■ Product/order quantities 99% ■ First Time Pass Final Inspection 95% ■ Number of NCR’s 5/week ■ NCR value per month < $10 000 p/month

Performance Appraisals: Shall take place bi-annually, and shall include achievement of objectives and adherence to ISO9001 requirements

Responsibilities: 1 Manage the Production Facility 2 Adhere to the internal reporting requirements

Authorities: 1 Monthly Capital Expenditure $10 000 2 Weekly Maintenance $1500

Signed: January 2016 Henry Smith

.

.

I - L - U C H A R T

The fifth step is to design your I-L-U template. We could see this template as a sub-set of your QMS Matrix. It can be a challenge to address COMPETENCY REQUIREMENTS. This document addresses these particular objectives, and also provides a “3-Dimentional View” of the actual level of competence within your company. It should be clear that the practice of

sending staff on training courses is a poor approach; the I-L-U chart defines levels of competencies in a real-time fashion Where deficiencies are identified, planning should take care of this namely a schedule with actions steps should be in place, which certainly should include appropriate on-the-job training, external training or awareness and communications sessions. An example is included below:

SKILL M

arke

tin

g

Pre

sen

tati

on

Sho

wca

sin

g

Sup

ply

Ch

ain

Exce

l

Wo

rd

ISO

90

01

NC

R

3 Y

r El

ect

rica

l D

iplo

ma

Pro

ject

Man

agem

ent

PROCESS OWNER

BUSINESS PROCESS SKILL LEVEL

John Jones 1 MARKETING U U U L L L L

Jack Black 2 SALES I U U L L L L

Harry White 3 PURCHASING L U L L L L

Henry Smith 4 PRODUCTION L L L L L U

Steven Black 5 SERVICE I L L L L L I

Harold Green 6 PROJECTS L L L L L L U

Susan Peters 7 HUMAN RESOURCES L L L L L

Joe Penney 8 FINANCE L L L L L

ILU LEGEND

NO SYMBOL Cannot Perform Task

I Can Perform with Help

L Can Perform Task

U Can Train Others to do Task

* This is a truncated example of an I-L-U chart which you can use as a basic framework

.

.

D A T A A N D I N F O R M A T I O N E N T R Y

The sixth step is to enter your data. The information relating to the documents outlined above should then be entered and completed as far as is practicable. In other words, enter the information and wording into the Quality Policy, Objectives Statement, QMS Matrix, Job Descriptions and I-L-U Chart. The entering of this data may take place at a high level, or at a departmental

level. For instance, high level input should be given for the Quality Policy and Objectives Statement while departmental input may be given for each job description. Departmental requirements should also be carried over to the I-L-U Chart. The data-entering step is illustrated below:

.

Enter Data and Information Of ABC Widget Company

QUALITY POLICY

ISO 9001:2015

OBJECTIVES STATEMENT

ISO 9001:2015

JOB DESCRIPTIONS CHART

ILU MATRIX QMS

ISO 9001:2015 ISO 9001:2015 ISO 9001:2015

.

.

I N T E R L I N K I N G A N D A L I G N M E N T O F D A T A

The seventh step is to INTERLINK & ALIGN your data. We have now completed the design of our Quality Policy, Objectives Statement, QMS Matrix, Job Descriptions and I-L-U Chart. We have entered our data into these documents. We have especially focused on the data and information relating to OBJECTIVES. At this point we are about 95% complete, however there is still some fine-tuning that we have to do. We need to align our objectives. This is not meant to be an exhaustive tutorial, but one thing we should include

is the alignment of our Quality Policy with our Objectives Statement. We can quite literally ALIGN OUR OBJECTIVES by drawing lines between our Quality Policy and Objectives Statement. Statements in our Policy can then be linked with a specific measurable objective. By linking each statement with one or more measurable objectives, we thus have a Policy that provides a FRAMEWORK for our objectives. Note that in practice we might need to modify our existing Policy and Objectives that already exist. However, the net result should look something like our example:

QUALITY POLICY

OBJECTIVES STATEMENT

We are committed to ISO9001:2015 We operate according to an entrenched system of interrelated procedures

We will achieve ISO9001:2015 certification by 01 Jan 2016

We operate our business to ensure high levels of customer satisfaction at all times

Our customer satisfaction target for 2016 is 95%

Our business operates according to sound financial principles and this success is used to improve our position in the market

Our turnover target for 2016 is $50 Million Our profit target for 2016 is 15% on turnover

We operate our projects within the scope required by the client

Our project delivery time target is 98%

We insist on high levels of delivery that do not impact our clients in a negative way. A comprehensive supplier management system is in place.

Delivery time target 98% Quality target 99%

Our service and solutions offering is world-class

Service/Solutions target 98%

ALIGNMENT

OF

OBJECTIVES

[FRAMEWORK]

.

I N T E R L I N K I N G A N D A L I G N M E N T O F D A T A c o n t d

We can further interlink and align our data by checking the coherency between all of our documents. For instance, objectives should be aligned when we check between Policy, Objectives Statement, QMS Matrix, Job Descriptions and I-L-U Chart. We might check the alignment of our Production Area by linking the statement in our Policy “We insist on high levels of delivery that do not impact our clients in a negative way. A comprehensive supplier management system is in place” with the high level objective “Delivery time target 98% Quality target 99%” in our Objectives Statement.

The lower level objectives are more specific in our QMS Matrix, Job Description and I-L-U Chart. Objectives relating to “First Time Pass Final Inspection 95%” and “NCR value per month <$10 000” need to make sense. We see for instance on our I-L-U Chart NCR Competency has been identified as necessary for the Production Area. Such competency can realistically ensure the tight first time pass rate and low monthly NCR value. Such alignment and interlinking principles should be applied to our complete QMS.

QUALITY POLICY

ISO 9001:2015

OBJECTIVES STATEMENT

ISO 9001:2015

JOB DESCRIPTIONS CHART

ILU

MATRIX QMS

ISO 9001:2015 ISO 9001:2015 ISO 9001:2015

Production

ISO 9001:2015

Linking of Production Process To Objectives Elements Of

ABC Widget Company

.

You have seen the outline of our method to meet the requirements of ISO9001:2015 relating to OBJECTIVES. At this point you may have realized that although we have focused on objectives other elements are addressed in parallel.

This is because objectives do not exist in a vacuum. In your own organization you will find

That your objectives are deployed within your existing processes and related elements. This method outlined here is not mean to be rigid, but serves as an effective seven-step process. If convenient, this approach may be altered, adjusted or improved to suit your needs.

Contact Us: For-your-ISO-requirements:

ISO Certification | Auditing | Training | Internal Auditing | ISO System Design | Supplier Audits

ISO9001 | Quality Management

ISO14001 | Environmental Management OHSAS18001 | Health & Safety

ISO50001 | Energy Management

www.get-iso-certified.comOur Web:

Our LinkedIn:

Johannesburg ■ Pretoria ■ Africa ■ Projects | USA ■ EUR ■ Australia

Message Us: CLICK HEREPhone: +27 (0) 79 362 4428

.

.

.