Business Process Improvement / Continual

Improvement Via ISO 9001:2000 a Foundation

for TQM

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The Vision

Section 2

Perception is the gateway towards

acquiring knowledge at any level and the
senses are the only means via which one
can understand the world and come closer
to the world.

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Section 2

In the perspective of perception, we form

the Vision, what is a Vision? "Imaginative
Insight / Foresight". This imaginative
insight helps one to come down at the
cross road of Logical and rational
acceptance of realities in advance.

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Section 2

The integration of the vision into the Business

Organization and strategy required a strong
infrastructure, which in business means strong
leadership.
Must encourages the employee's involvement, by
giving the employee authorization and to make
more
day-to-day work decisions and
by
encouraging them to make suggestions.

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The Mission

Section 2

The Mission is the Primary overall purpose

of an Organization and its expressed
reason for existence. The Simplest
Statement of mission may be to meet the
needs. Values of constituents.

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Our Mission

Section 2

To increase the Organized Capacity of people to

care for one another by uniting individuals and
resources to meet human needs by:
Create Value for our Stakeholders.
Constant Improvement in Products and
Services to meet our Customers' needs.

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Mission Statement

Section 2

The mission statement includes the value that is

being added and the direction the company
intends to move. Because a mission can only be
achieved by the People in an Organization. It
should have the Commitment of entire
Organization.

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Difference Between Vision &

Mission

Vision
Perception
Subjective
Macro
Peculiarity
Impulsive
Proactive
Leaders

Section 2

Mission
Reality
Objective
Micro
Similarity
Passive
Active/ReActive
Managers

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Quality Policy

Section 2

A Quality Policy reflects the Organization's

Perception with reference to its commitment
towards Its Customer and Concern towards What
TO Do?
A Quality Policy is in-fact a part of the
Organization's overall policies and consistent
with other Management Policies. It also ensure
that customer & other interested party needs are
understood and included in the policy.

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Body & Structure of Quality Policy

Section 2

It is clarified further that a Quality Policy is

drafted "With Reference To" or "In the Light
of" and the core aim of this Policy is that it
must follow the vision and mission and be
compatible
with
available
resources,
infrastructure etc and Customers' needs and
wants. Most of the policies are made in a
symbolic gesture and smartly enveloped
under well define objectives.

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Contents

Section 2

An effectively, formulated and communicated Quality Policy

Should:
Be Consistent with a Vision of the Organization's future.
Demonstrate a commitment to Quality.
Ensure a commitment to Quality at all Levels of the
Organization.
Provide a frame work for setting and reviewing quality
objective.
Lead to visible and expected results to be effective and
efficient (ISO 9004:2000).

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Objectives

Section 2

For having Quality Policy well-executed

Quality Objectives are made and acted upon.
Since that the Policy, Mission Statement only
tell us what to do and objectives are HOW TO
DO?

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How Objectives Should be Set?

Input

Organization

Section 2

Outp
ut

Society
Customers
Stakeholder
s
Culture
Norms
Values
Traits
Economy

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13

Perception in setting up objectives

Section 2

.Technology Driven Organization

.Market Driven Organization

The Product

The Customer

Creating Demand

Providing Solution

Price and Product Function

Customers Hearts & Minds

Product Volume

Customer

Revenue

Satisfaction

Profit

Market Share
Financial Returns

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Point to Ponder

Section 2

When
establishing
its
objectives,
an
Organization should take into account the
relevant findings from Management Reviews,
Current
product
and/or
Service
results,
Satisfaction of all interested parties. The
Organization should set challenging Objectives
for itself.

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How Objectives may be AchievedSection 2

Your Company - Its Product, Pricing, Processes and

Priorities.
Your Prospects
risks.

- Results needs opportunities and

The Market Place - Importance, Size & Development.

The Application
benefits.

- Change that it will create, its

The Competition - Who they are, what they

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are.

16

Supporting Policies

Section 2

Policies are guidelines for action and

decision making that facilitate the
attainment of objectives.

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Section 2

Target
Market

Product
Line

Finance
Control

Manufacturi
ng
Policy
Objective
Strategies

R&D

Human
Resource
s

Sales

Distribution

Supplier

Manufacturi
ng

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18

Application of Objectives

Section 2

Objectives
may
apply
across
the
Organization or more narrowly to a specific
set or activity.
They should
be
deployed
at
each
management level of process and activity
with
defined
responsibility
for
their
achievement.
Clearly communicated to all relevant people.

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19

Timely Need of Resources for

Achieving Objectives

Section 2

The Top Management's Responsibility becomes more, once

the objectives are set, as objectives are inter-related and
inter-connected to policy and resources as:

QUALITY POLICY

OBJECTIVES

RESOURCES

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Resources & Objectives

Section 2

Resources essential to the achievement and

implementation of the Organization's policies
and objectives should be defined and made
available. These may include:
People
Suppliers
Information
Infra Structure
Work Environment
Financial Resource:
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Objective Cycle

Section 2

Achievement of
Objective
Out Put
Effective

Efficient

Resources

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Individual Resources

Policy

Objectives
Organizatio
n

Resource
Analysis

Section 2

Resource
Provision
Resource
Allocation
Individual's
Task
Achievement
Objectives

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Objectives Settings

Conceptual

Top

Middle

Policy
&
Objectives

2
Departmental
Objectives

Functional

General

Functional

Operational

Section 2

Supervisory

Bottom Line

Group Tasks

Individual Objectives

Planned Routine
Responsibilities in Align
with Tasks

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Top Management
Vision / Mission

Concept

Quality Policy

Quantification

Objectives

Guidelines

Resources

Provisions

Individuals

Actions

Out Put

Results

Society
Customers

Effect

Section 2

Review

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Middle Management

Section 2

Planning
Plans
Target Dates
Controlling /
Monitoring

Resources
Allocation
Individuals
Process
Mapping
Results
Alignment with
Objectives

Review
Corrective /
Preventive
Actions

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Functional Management

Function

Activities

Activities

Activities

Section 2

Marketing

Plan

Research

Sales Target

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Departmental Objectives

Out Put
Marketing

In Put

Section 2

Out Put
Production

In Put

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Sales

28

Supervisory Level
Activity

Tasks

Integration

Division

Execution

Action

Result

Out Come

Effect

Realization

Review

Verification

Immediate
Measures

On-Line Steps

Reporting

Section 2

Communication

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Bottom Lines

Stores

Production

Operations

Section 2

Packing

ACTIVITIES

Output
Bottom Line

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Organizational Objectives

Section 2

Conceptual
Operational

Bottom Line

Technical

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Road Mapping Plan

Section 2

Quality Policy

Quantifiable
Objectives

Departments

Further Integration
of Objectives

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Documentation & Objectives

Level 1

Section 2

Conceptual

Quality Manual
Level 2

Functional

System Operating
Procedure
Level 3

Operational

Job Description, Work

Instructions, Quality Plans
Level 4

Technical

Forms / Formats

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Section 2
Documentation Structure & Objectives

Level - 1

5.0

6.0

7.0

8.0

Management Responsibility

Resource Management

Product / Service Realization

4.0
Quality Management
System Guidelines

Measurement / Analysis and

Improvement

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Section 2
Documentation Structure & Objectives

Level - 2

Quality Policy
Objectives
Internal Audit
Analysis of Data

Continual
Improvement

Corrective Action
Preventive
Action

Measurement

Management
Review

Document &
Data Control

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35

Section 2
Documentation Structure & Objectives

These Procedures at Level 2 gives the middle

Managers a wide variety play ground to practice
the application of Objectives in Integration.

System

Resources

Process

Performance

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36

Section 2
Documentation Structure & Objectives

Level - 3

Operational Control Level

Job Descriptions
Work Instructions
Quality Plans
Level - 4

Forms / Formats

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Quantifiable Objective and

Departmental Involvement
Objectives :

Section 2

"Through Training of Our Employees"

i. Total Population of the Organization

ii. Employees in Quality Related Activities
iii. What Training Courses will be arranged
iv. Who will Train
v. Training Impartation
vi. Training Completion
vii. Employee on the J ob after Training
viii. Employee and Performance
ix. Checking of Objectivity in Performance
x. Review of the Results
xi. Specific Action if any NC is Found
xii. Define & Implement Required Action
xiii. Review of Effectiveness
xiv. Go to One

Organization Chart
Training Need Analysis
Trainer's Evaluation
Training Attendance
Performance Evaluation
Internal Audit & Analysis of
Data
Management Review & Corrective
Actions Via Minutes of the Meeting
Follow up Actions
Recycling of Whole Procedure

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Involvement of Top Management Relieving Objective

Achievement on Continuos Basis - Road Mapping

Section 2

What is an MBO?

"MBO is a Phrase used to describe a style or system of

Management which attempts to relate Organizational
goals to individual performance and development through
involvement of all levels of management".
The underlying basis of a system of MBO is:
The Setting of Objectives & Targets
Participation by Individual Managers in agreeing unit
objectives and criteria of performance
The continual review and appraisal of results

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39

Management by Objectives

Section 2

Review of
Organizatio
nal
Performanc
e

Revision to
Subordinate
s Objectives
& Targets

Clarity
Organizatio
nal Goals
and
Objectives

2
Review &
Design of
Organizatio
n Structure

Performanc
e&
Improveme
nt Plans

Agreement
on
Subordinate
s'
Objectives
& Targets

Monitor &
Review
Performanc
e and Self
Evaluation

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