The setting of quality objectives to address 6.2 of ISO9001: 2015 requires an organisation to consider what its intended purpose and outputs should be.
Objectives should be formulated to aid in driving customer satisfaction and where appropriate increased operational return.
Objectives should be ‘SMART’ based and be consistent with the quality policy and the direction of the organisation.
The management team should ideally look at the high-level processes and needs and expectations of interested parties when setting objectives. Together with any strategic or tactical objectives needed to achieve or sustain output.
- Objectives should measurable
- Address specific requirements
- Be relevant to the product or service offered
- Should be monitored
- Communicated to staff
- Be updated at regular intervals
It is also important to remember when building the required quality system that any objectives set must also address:
- What will be done
- Resources required to achieve this outcome
- Responsible persons
- When will the activity be completed
- How will the outcomes be evaluated
Objectives might cascade down to tactical operational processes, such as a desired cycle-through-put of product. The data being monitored by a manager.
The overall results should feed into the periodic management reviews, ideally with clearly defined graphs allowing for the executive team to monitor progress of key corporate objectives.
Results should drive continual improvement programmes.
For further information and to book your ISO9001 survey please contact: Marcus J Allen at Thamer James Ltd. Email: firstname.lastname@example.org
Marcus has twenty years’ experience in delivering Governance, Risk and Compliance solutions to over two hundred organisations within the UK. Including over one hundred ISO9001 programmes.
Marcus holds a BSI ISO9001 lead auditor qualification and is registered on the BSI Associate Consultant Programme.
Marcus holds the respected Diploma in Governance, Risk and Compliance from the International Compliance Association and holds a master’s degree in Management Learning & Change from the University of Bristol. Marcus is a Fellow of the Institute of Consultants and Fellow of the Chartered Management Institute.