Management Role in ISO 9001
By Jay P. Patel, ASQ Fellow, MBB, Lean Expert, SCRUM Master, CEO and President of Quality & Productivity Solutions, Inc.
Prologue:
Leading to increased customer satisfaction and ultimately to the success of the organization.
Why These Radical Changes Now to 9001?
Leadership:
Leaders establish unity of purpose and direction of the organization. They should create and maintain the internal environment in which people can become fully involved in achieving the organization’s objectives.
Principle of leadership typically leads to:
- Considering the needs of all interested parties including customers, owners, employees, suppliers, financiers, local communities and society as a whole
- Establishing a clear vision of the organization’s future
- Setting challenging goals and targets
- Creating and sustaining shared values, fairness and ethical role models at all levels of the organization
- Establishing trust and eliminating fear
- Providing people with the required resources, training and freedom to act with responsibility and accountability
- Inspiring, encouraging and recognizing people’s contributions.
- Activities are evaluated, aligned and implemented in a unified way
Creation of unity of purpose, direction and engagement enable an organization to align its strategies, policies, processes and resources to achieve its objectives.
Engagement of people
It is essential for the organization that all people are competent, empowered and engaged in delivering value. Competent, empowered and engaged people throughout the organization enhance its capability to create value.
By engaging people, organizations stand to gain in:
- Motivated, committed and involved people within the organization
- Innovation and creativity in furthering the organization’s objectives
- People being accountable for their own performance
- People eager to participate in and contribute to continual improvement
This typically leads to their understanding the importance of their contribution and role in the organization, identifying constraints to their performance, accepting ownership of problems and their responsibility for solving them, evaluating their performance against their personal goals and objectives, actively seeking opportunities to enhance their competence, knowledge and experience, freely sharing knowledge and experience and openly discussing problems and issues.
Recognition, empowerment and enhancement of skills and knowledge facilitate the engagement of
people in achieving the objectives of the organization.
About the author: Jay P. Patel is an ASQ Fellow, Master BB, Lean Expert, PMP, Risk Management Professional with 10
ASQ Certifications, and many other certifications. He has over 30 years experience in improving
processes, people and achieving breakthrough performance at many companies.
For more information or questions, contact jayp@qpsinc.com. (Website: www.qpsinc.com)