Building Stronger Organization by Improving Its Performance Operations: PART ONE

As people could now feel and see the issues behind globalization and the economic crisis anywhere in the world, the industry should have clearly see the need for a real make over and face a massive modification in the architecture, structure, system and function of their business enterprise if that organization, its people and their mission are to prevail. Change is the part of the future of every organization, it is often frightening and overwhelming and complex but it is an absolutely a critical part of the process. For the executive management perspective, team leaders and process owners should realize that they must create an environment ready for change, find ways to activate and organize people and make them feel their ownership of the company they belong so that they can fully support the mission to thrive and share mutual leadership of carrying out change in a dramatic transformation. Building a stronger organization would depend on the details of how their operation should really perform and finally speed up their overall business performance. From the guidelines of ISO 9004:2000 performance improvement manual, are extracted elements of the business that has to be improved and considered:

QUALITY MANAGEMENT SYSTEM REQUIREMENTS – Define system and processes that can be clearly understood, managed, improved in effectiveness and efficiency. Use process data/info on a continuing basis like self-assessment and process improvement checklist.

QUALITY MANUAL – Consider documents like contractual requirements, acceptance of international, national, regional/industry sector standards, relevant statutory and regulatory requirements, and sources of external information, info about needs and expectations of interested parties.

MANAGEMENT COMMITMENT – To measure the organization’s performance can include financial measurement, process performance, benchmarking/3rd party evaluation, customer’s assessment in satisfaction and product.

CUSTOMER FOCUS – Customers can be end-users, employees, owners/investors, suppliers/partners, community / public. There are expectations and needs to consider, these are: post-realization activities, price and life cycle costs, product safety, product liability, dependability, delivery, conformity, availability and environmental impact.

QUALITY POLICY – Quality policy can be used for improvement provided that it’s consistent with top management’s vision and strategy, quality objectives are understood, demonstrates commitment to quality and provision of adequate resources, leadership, there is the need for continual improvement and policy is effectively formulated and efficiently communicated.

INTERNAL COMMUNICATION – Activities for communicating include management-led communication in work areas, team briefing and other meetings, recognition achievement, notice boards, in-house magazines, AVR, email and websites, employee surveys and suggestion schemes.

REVIEW INPUT – Consider SWOT analysis, PEST analysis, Results from Benchmarking Activities, 4P’s of Marketing Mix, Status of Partnership Activities and Quality Policy Reviewed. Additional outputs to enhance efficiency include raising new objectives to boost performance of products and processes, objectives of the suitability of structure and resources, marketing strategies, preventive and corrective actions, new information for strategic planning for future needs.

HUMAN RESOURCES – Resources can be people, infrastructure, work environment, information, suppliers and partners, natural and financial resources. Issues to consider are realization and support, intellectual property, facilities, organization structure, matrix management, technology and information, competence via training, education, development of leadership skills, use of natural resources and planning.

INFRASTRUCTURE – Provision defined in terms such as objectives, function, performance, availability, cost, safety, security and renewal. Maintenance methods should be implemented to ensure that the infrastructure continues to meet the organization’s needs and customer requirements, consider the type and frequency of maintenance4 and verification of operation of each infrastructure elements based on its criticality and usage.

WORK ENVIRONMENT – Consider the following: creative work methods and opportunities for greater involvement, safety rules and guidance including use of protective equipment, ergonomics, workplace station, social interaction, facilities, heat, humidity, light and airflow, hygiene, cleanliness, noise, vibration and pollution.


ISO 9004:2000 – Quality Management Systems Guidelines for Performance Improvements
ISO 9000:2000 Series Auditor and Lead Auditor Training Course Book, SGS Academy
ISO 9001:2008 – Quality Management Systems Requirements