ISO9001 in 2021 Week by Week - Week 12 – 6.2 Quality objectives and planning to achieve them

This is a 52 week discussion of ISO9001:2015. Each week, we discuss a specific clause of the ISO9001:2015 standard in detail and look for ways to trim the fat. (As a member of TAG/TC176, the committee responsible for review and revision of ISO9001, (possible revision in 2023), I’ll keep you posted on what I learn all year!)

(It is strongly recommended that you purchase a copy of ISO9001:2015  for reference).  And, be sure to do your homework!

6.2 Quality objectives and planning to achieve them

This week continues to follow the theme of clauses 4, 5 and now 6, demonstrating that a quality system is all about planning at the highest levels.  We’re currently at week 12 of this series and we still haven’t touched on a single point that a standalone “quality manager” could do for their organization in a vacuum.  Clauses 4, 5 and 6 are all about establishing the foundational structure of the system, and this should be done at the very top by Top Management.

Now that we have identified our context, our interested parties and their needs, the processes we need in order to make our products and services for our customers, now we need some objectives. 

Everyone must understand the objectives if an 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 creating a robust quality plan.  Last week, we reviewed the requirements around “risk”.  We need to understand where our risks lie and find ways to deal with them.  Next, we need objectives.  And thankfully, the guidelines are pretty straightforward. 

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 simply year-to-year “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.  (It always does).  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. 

Perhaps a more visible tie between the “Quality Policy” and the “Quality Objectives” would be a start.  And having the objectives identified and having them be relevant and measurable – and then 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.  And everyone in the organization should continuously know the status of the objectives (whether they're being met).

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 from all with clear objectives of what we’re trying to accomplish.  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.  And MAKE SURE they're being reported on regularly.  Does everyone know if the company is meeting objectives?

This weekly series is a DIY guide including lots of FREE STUFF.  So, SUBSCRIBE today and we’ll keep it coming to your inbox weekly.

But, if you’re ready for more - if you’re ready to TRANSFORM your organization, we can team up LIVE or VIRTUALLY for IMPLEMENTATION of ISO9001 Clauses 1-6 (there are only 10 clauses total!).  We’ll lead your team and build a fully compliant foundation for your quality system so you and your team can understand the requirements and have the confidence to continue forward on your ISO9001 journey toward BETTER QUALITY.   World Class Quality, ISO9001 certification, lower costs and higher yields are just the beginning of the benefits of a robust quality system.  Connect with us today and LET'S GET STARTED!

We can continue through the entire ISO9001 standard, or...

Here are some other LIVE or VIRTUAL options,  Connect with us today and we'll create an exciting and engaging experience for your team on:

• SWOT Analysis - We'll facilitate and help your team capture your Strengths, Weaknesses, Opportunities and Threats as the foundation of your quality strategy
• Process Maps - We'll help your team learn to create an Interactive Process Map and Subprocess maps to create a roadmap to navigate your entire business

Or perhaps your organization is more advanced and is ready for some training that will transform your organization and start solving problems and diving deep into identifying and reducing your risks:

• Problem Solving Training - We'll teach your team 3 powerful problem solving techniques ("5 Why", "Fishbone" and "Pareto") with a workshop to solve one of your organization's REAL LIFE problems
• FMEA Failure Mode & Effects Analysis - We'll lead a dynamic, hands-on workshop to teach your team how to perform an FMEA and how that tool can be leveraged to launch powerful lean, Six Sigma and Continuous Improvement

And the options don't stop there.  

Watch this 3-minute video about another great resource to accompany this series.   Get the self-directed, on demand, online learning series  ISO9001 in Plain English, today and you'll get:

• A clear understanding of the requirements of ISO9001:2015
• Proven tips to build a robust quality system that's easy to use
• Ways to reduce documentation and paperwork (yes, really!!)

Each video is about 15 minutes and targets a specific element of ISO9001, (with over 6 hours of total content!).  We translate all the gobbledegoop into Plain English you can understand and leverage the requirements to get maximum VALUE from your quality efforts. 

For a deeper dive into the process side of your quality system, get Tribal Knowledge - The Practical Use of ISO, Lean and Six Sigma Together, a simple guide to UNITE ISO9001, lean and Six Sigma to create a robust quality system with better results.  Read what ASQ American Society for Quality - Quality Progress Magazine had to say about it. 

We look forward to taking this YEAR LONG journey with you.  SUBSCRIBE today and the series will come to you weekly to get you off to a great start and your quality system reinvigorated. 

And join me on my journey to always keep improving!