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Defining and Setting Quality Objectives for Each Organization Function and Level
ISO 9000, ISO 9001, and ISO 9004 - Questions and Discussions

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Defining and Setting Quality Objectives for Each Organization Function and Level
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MVladimir
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Who should establish the purposes for concrete function and level? For example, for Purchasing department or Sales department (function)? The general director, which disposes of all resources or the head of department or still somebody?

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30th December 2004, 08:34 AM

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Marc
Your Elsmar Cove Host Registration Date: Jan 1996 Location: West Chester, Ohio - USA Age: 61

Determining and Defining Departmental Measurable Objectives

I would think each departmental 'head' would come up with objectives for their department. Usually these come from upper management meetings where, for example, a departmental manager presents his/her objectives and goals. Agreements are made there and passed down. Yes, sometimes they are not 'agreed to' but rather are 'directed' by upper management. Either way, it is typical for each departmental manager (or whatever the title) to also have additional objectives and goals he/she wants to see in addition to 'hand me downs'. Also see this thread on Determining and Defining Measurable Objectives in ISO 9001:2000 Clause 5

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30th December 2004, 09:01 AM

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MVladimir
Involved - Posts Registration Date: Sep 2004 Location: Moscow, Russia

Marc, I agree that the objectives should be coordinated and interconnected between various levels. And this work should be carried out consistently: first, top management should declare the objectives of the enterprise, and then a departmental managers should formulate the objectives of their departments. How it is expedient for registering in QMS documents? What types of QMS documents may be used for this purpose? Who should approve departments objectives?

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What your opinion is?

30th December 2004, 09:14 AM

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Marc
Your Elsmar Cove Host Registration Date: Jan 1996 Location: West Chester, Ohio - USA Age: 61

Management Review is the major document, but if you have departmental meetings you can take minutes of them as well. As to approval, departmental managers would approve their own and the ones upper management sets they would approve. It doesn't have to be, for example, a formal, written statement "I approve". It can be shown by consensus in a meeting. Don't over complicate. But - Always make sure objectives and goals are written down (or electronic or whatever 'documented'). And you have to show you are meassuring them and whether or not you're meeting goals. And if you aren't meeting documented goals, be ready to show you have identified that fact through measurement and what you are doing to reverse the negative trend.

30th December 2004, 09:32 AM

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MVladimir
Involved - Posts Registration Date: Sep 2004 Location: Moscow, Russia

It is a good comments. Thank!

31st December 2004, 02:05 PM

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Nadeem A.
Involved - Posts Registration Date: Jan 2003 Location: Canada

I was sick during the last three days because of changing weather and come back to the net just right at the moment. Really, received a great inputs on functions and levels and the picture is quite clear now. Thanks Marc and other cove buddies for taking part in this thread, however it was discussed upto some extent already. Now, in simple words: Function means department (Marketing, Engineering, Production, Quality, ..) Level means personnel positions (Top Management, Senior Mangement,...) Corporate (Higher Level) and Departmental Objectives (Lower Level) should make a link to promote quality policy.

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4th January 2005, 05:48 AM

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BorisS
Courtesy Access Registration Date: Jan 2002 Location: United Kingdom

Start at the top!

I agree with a lot of what has been said above. The main point though is to ensure that the objectives and targets related to quality should start at the top of the organization. Sidney had it right with his examples: "- improving on-time delivery performance - reducing lead times - reduce time to market - improve invoice accuracy - increase nurse-to-patient ratio - reduce average call waiting times" The objectives and targets should be set here and then if required objectives set for the various functions within the organization: Sales may have an objective to agree lead times with all large customers Production may have an objective to achieve the weekly production schedule Logistics may have an objective for delivery schedule adherence
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Purchasing may have an objective to eliminate stock outs

Each of these objectives contributes to the company level objectives but there should not be a functional objective without a company level one. IMHO this is one area where the standard is not being effectively implemented / assessed.
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As for levels - taking the first from the list above again if there is an overall objective for Sales of agreeing lead times then there may be: a departmental target to have done this by the end of the next period and

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each account manager (at the next level down) will have this target for the accounts they manage. They may then set targets for the sales administration personnel to send out letters with revised terms and conditions to all named contacts by the end of the month.

This is not rocket science - some people call it policy deployment, some management by objectives. What is required is that the system follows the business objectives and that there is a Plan Do Check Act cycle in place to monitor this objective setting process. __________________ Rgds, Boris There has to be a better way .... surely?

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4th January 2005, 08:15 AM

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RCBeyette
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Quote: Originally Posted by Paul Simpson What is required is that the system follows the business objectives and that there is a Plan Do Check Act cycle in place to monitor this objective setting process.

I couldn't agree with you more, Paul! When my organization was first introduced to the concepts of objectives and targets and goals, we were very good at documenting what we wished to achieve and by when...not so good, however, at the "how" part. It took some time for people to realize that there was no magic fairy wand that would improve us from Point A to Point B. We needed time, people, skills, resources, commitment, leadership, focus and improved communication. So off we went with a partially-developed Plan, not much Do, very good at Check...and when it came to Act, well, it got a little embarassing. Over time, we've evolved to a system that included dedicated resources to planning, dedicated resources to doing, dedicated resources to checking and dedicated resources to acting...all while still fulfilling our primary goals of safety, environmental compliance and meetings the needs of our 5 Stakeholders. __________________ ~ Roxane ~

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