Quality Systems 3P

Establishing Outcome Objectives And Process Objectives to Address 5.4.1 & 7.1 of ISO9001

Posted by Bob under Articles

I was reading an article entitled “Writing SMART Objectives” (reference link: http://www.uthscsa.edu/ACET/docs/2009PreProposalWorkshops/Writing%20SMART%20Objectives.doc) and I am convinced that this is what most organizations need to establish and effectively maintain if they or to demonstrate “Performance Excellence”. In the article, it mentioned about the two types of objectives, namely, Process Objectives and Outcome Objectives. It stresses that “Process objectives focus on the activities to be completed in a specific time period. They enable accountability by setting specific activities to be completed by specific dates. Process objectives explain what you are doing and when you will do it. Outcome Objectives express the intended results or accomplishments of program or intervention activities.”

Learning the difference between the two is actually a CRITICAL requirement in establishing Quality Management System in accordance with ISO 9001 standard. If we are to look at the standard, objectives are primarily mentioned both in sub-clause 5.4.1 (Quality Objectives) and in sub-clause 7.1 (Planning of Product Realization). Looking merely at the standard’s requirement, as stated in these two sub-clauses, one would suppose that they are basically one and the same. That is why many organizations that were certified in ISO 9001:2000 have set of functional quality objectives and, at the same time, having some of those objectives written in either quality plans or procedures. As a result, REDUNDANCIES became apparent. There were even findings being raised during certification audits related to this. In this article, I will be presenting an approach in establishing Outcome Objectives and Process Objectives which is aimed to address this problem.  The key here is to put boundaries between the two objectives. Outcome Objectives can be documented using Balanced Scorecard or can be established as stand-alone objective statements per Department or Area, while Process Objectives MUST be documented using Quality Plan. To demonstrate, look at the set of Outcome Objectives below established by a Third Party Vendor-Managed Inventory (VMI) as our sample company.

Outcome Objectives

1. To achieve 100% accuracy in inventory by year end.
2. To attain 0 damage on stocks by year end.
3. To reduce customer complaints by 50% by year end.

Quality Plan

It must be noted that the above outcome objectives were based on customer requirements or the needed end result to maintain viability of the business. To attain such customer-oriented outcome objectives, the company established the processes with its objectives in the form of process standard that must be adhered to by person responsible. Such document is called the Quality Plan. Such document specifies the service or product realization processes.

Each process is composed of a combination or all of the 4M’s: man, machine, method and materials.  Each ‘M’ demonstrates some critical characteristics that need ‘controlling’ and minimize its variations. Inability to do so, problems such as erroneous documents, damage to properties and wrong data, among others, may occur. As such, ‘Item to control’ must be carefully determined. Notice also the dimensions accuracy, timeliness, quality and completeness. These dimensions are the bases for establishing the needed process standards (or the process objectives). Such are the ones to describe the critical aspect/s of the ‘Items to be controlled’ that will serve as guide in determining the needed standard. For instance, if the critical aspect of the “Item to be controlled” is timeliness, then standard must be in the form of the needed Turn-Around time (TAT)/or time-frame to do a certain requirement.

Collectively, the dimensions that were mapped-out in the quality plan, if properly addressed should fulfill one or a combination of the above outcome objectives. To ascertain adherence to the standard, a control methodology is established which serve as the check and balance for the person responsible in the process. To further the needed controls, the company established the procedures as referenced in the Support Documentation column which may detail the step-by-step activities to execute the process and ensure compliance with the set standard.

To conclude, and as mentioned, the key to value-adding QMS documentation is to avoid redundancies. That is, to document requirements where they can be relevant and will facilitate monitoring.

Effective Mapping to Establish Identification and Traceability

Posted by Bob under Articles

One of the difficult requirements in ISO 9001 is the establishment of an effective identification and traceability. One of the common approaches to address this is to map-out the needed unique identification of the product as it go along in the product realization process. The extent to which this approach is mapped-out depends on the type of products being processed or the service being delivered and impact of inputs in each subsequent process from external sources (i.e. raw materials) in which the needed raw material identification may have to be mapped-out as well. To do this, one must have the processes as reference, e.g. quality plan, QC flowchart or process control chart. Then, identify the needed record to identify the product (e.g. travel tag, moving slip) with a unique identification number.  The key to a traceable product is that each identification form must bear the reference number of the previous form. Download sample ID and traceability map for better understanding. As indicated, as the products are transferred to another process, there is at least one reference number being carried to another process. The same approach may be used to thoroughly map out the needed traceability for service delivery.

MICTSI Kicks-off ISO Initiative

Posted by Bob under ACF Consultancy and Training Services

Mindanao International Container Terminal Services, Inc. (MICTSI) in the Philippines has started documenting Integrated Management System where ISO 9001:2008 and ISO 14001:2004 are the standards for certification. MICTSI is located at Phividec Industrial Estate, Tagaloan, Misamis Oriental, Philippines. Such endeavor will definitely set the company as the primary port management service provider along with Davao Integrated Port & Stevedoring Services Corporation (DIPSSCOR) in the Southern part of the Philippines. As always, this is a project with ACF Consultancy and Training Services. I’ll keep you posted of the upcoming events.

Clark Airport Support Services (CASS) Passed the ISO Surveillance Audit

Posted by Bob under ACF Consultancy and Training Services

Congratulations!!! Once again, CASS had proved its  capacity to fulfill its commitment to quality for passing the recent surveillance audit conducted by AJA with zero non-conformance. ISO standard used was ISO 9001:2008. CASS is a ground handling ground handling service provider that offers integrated, end-to-end aviation ground support services at the Diosdado Macapagal International Airport in Clark Field, Pampanga and has been a partner of ACF Consultancy & Training Services for 3 years now. Operations audit was one of the highlights and was commended for meeting the 30-min ground time standard of the airline, actual was approximately 27.5 min. Once agains, congratulations to all CASS employees and to the ISO team!!!