When measures are applied to your organization, you'll see good quality indicators of success, linked to the old adage: "What gets watched, gets managed."
The thread that you'll find as we discuss each of these critical success factors of ISO 9001 is that what we take the time and effort to monitor and measure, or what would we measure are both effective indicators of how well we're tracking and our level of success.
An ISO 9001 Quality Management System can get some really good wins in the early stages of development; if you take that strategic viewpoint and link it to your business plan, link it to the corporate objectives of the organization and what you're going to get is really good on-boarding of everybody involved.
ISO 9001 success factor number one is really looking at leadership, as well as top management's commitment, and finally, defining accountability roles and responsibilities. Ultimately, what we want to be looking at and understanding is that organizations are made up of people and it's really important to have all of those players on the team well assembled into their positions.
If you can think about the analogy of a football team: we've got a whole bunch of players on the field they've got their positions. Now, of course they can move around those positions, but we don't have to move off their positions.
A management system that's designed to execute your business plan is no different to that.
We're thinking about the players we've got on the field - or the individual people in the organization - and we're thinking about what they're responsible for, as well as what they're accountable for. Then, we're starting to build systems to hold them accountable to their roles in the organization. Obviously, provide the resources they need to execute they're responsibilities, but then hold them accountable to that through the process.
As top management, it's your first strike at saying 'yes this is our business plan, this is our strategy', you might do that with some company-wide or organization wide communications, meetings, inductions, training and then starting to specify to people, here's your roles and responsibilities.
Classic scenarios are: An organizational (Org) chart that starts to show the communication structure within the business and then individual position descriptions.
Each of the five teams here at Best Practice - marketing, sales, finance, operations, HR - each has a team description, which describes all the duties that team undertakes and then we move those down to the next level which is the individual position and descriptions of each person.
So, setting the tone, setting the culture and living the tone and the culture at an executive level is really important and the first success factor that we'd be focusing on when undertaking an ISO 9001 quality management system.
In our ISO 9001 essentials course we explore in detail ISO 9001 requirements around top management commitment and we talk about accountabilities and responsibilities so check out that course, it's got some great stuff where we explore the intent of the clauses of the standard and how you might go about developing your Management System or understanding how your Management System has been developed to meet that requirement.
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