This page contains a Flash digital edition of a book.
Using ISO 9001:2015 to Improve Sustainability Tracks


make a major change in the organization’s formal stated purpose or mission.


• The organization’s formal vision of the future. While the basic mission of the organization may remain the same for long periods, the stated vision can be less static. If basic changes are projected over the next few years, the vision statement probably should be updated to refl ect this expectation.


• The organization’s basic business model. Considering any major changes that are needed, the business model must describe how the organization will achieve adequate fi nancial results. This may be a relatively simple assessment of the projected return on the investment required to make the changes, or it may require a basic revision to an organization’s business model.


Reevaluate Objectives, Alignment


To attain and maintain a condition of sustainability, another important activity is to ensure assignment of responsibilities for review of an organization’s objectives. If major changes are needed, there is normally a need to revise the formal organizational objectives and establish new measurements and targets. An organization will need to change its objectives to refl ect results that are needed to meet the new future vision.


Establishing organizational objectives and ensuring alignment are activities that can be done only by the organization’s top management, but top management cannot do this alone. They must involve the appropriate functional leaders, supervisors and—to an appropriate extent—workers.


New Key Processes


An action plan and a process must describe how an organization will identify processes most important to making change, meeting a new vision, and achieving the new objectives.


This work also should start with top management but, as with determining measurements and targets, it also needs to involve others at appropriate levels. Most organizations already will have determined key processes that are appropriate for the current conditions.


38 November/December 2015 www.NATM.com


The issue here is to determine which processes are important to achieving the vision and the needed future results. An action plan also must describe responsibility for development of these processes and integration with other system processes so that the system is re-optimized to meet its new objectives.


All of this is diffi cult work but, if done well, it builds a strong foundation on which a robust, sustainable organization can be constructed and prosper.


For more information on the topics discussed in this column, read John E. “Jack” West and Charles A. Cianfrani, "Unlocking the Power of Your QMS: Keys to Business Performance Improvement", ASQ Quality Press, 2004.


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48  |  Page 49  |  Page 50  |  Page 51  |  Page 52  |  Page 53  |  Page 54  |  Page 55  |  Page 56  |  Page 57  |  Page 58  |  Page 59  |  Page 60  |  Page 61  |  Page 62  |  Page 63  |  Page 64  |  Page 65  |  Page 66  |  Page 67  |  Page 68