,Context, Quality Policy and Objectives

The ISO 9001:2015 Standard puts a strong focus on strategic management. What this means is a closer connection in the interrelationships between business policy, objectives and results.

Interpreting ISO 9001:2015, we can relate to 3 key areas of Business Strategy:

1. ​Company Mission: what the organization's purpose is; what it does, who is does it for, how does it do it ...  really introduces the organization's Context.
2. Company Vision: simply put, where the organization is going ... is a starting point to Quality Objectives.
3. Company Values: what the belief system is ...  a foundation for the Quality Policy.

​Organizational Context

​If we consider the literal definition of Context, we arrive at the term "circumstance".  Therefore, we can consider our Context to be those circumstances that affect our ability to provide a product or service.  In order to comprehend those circumstances, we must understand our business. What are our strengths and weaknesses (internal factors) and what opportunities and threats must we consider (external factors)?  What requirements must we satisfy and how to we intend to achieve these results?   

Quality Objectives

​A common misconception is that ISO 9001:2015 requires quality objectives to be based on the company's quality policy; however, the actual requirement is that they are consistent with this policy.  To be effective, quality objectives do not require line-by-line linkage to the quality policy, only align with it's intent.  Quality objectives must take into account those strategic issues arising from an analysis of current business performance and opportunities.

Quality Policy

​Most quality policies cite improvement, customer satisfaction and quality.  Many however, fall short on the commitment to satisfy applicable requirements.  Meeting customer requirements is one piece of the whole; however, with a heightened focus on internal and external factors, interested parties and their requirements as part of determining the context of the organization, the quality policy needs to take these other requirements into consideration.

Per ISO 9001:2015, there are 4 key components that a Quality Policy must encompass:

• ​Is it appropriate to the purpose and context of the organization and support its strategic direction?
• Does it provide a framework for setting quality objectives?
• Does it include a commitment to satisfy applicable requirements?
• Does it include a commitment to continual improvement of the quality management system?​

Conclusion

​The Quality Management System (QMS) must be aligned with the Business Strategy.   If the organization has strategic initiatives in place, they must connect with the Quality Policy.   There must be linkage between the QMS and the Business.  The Quality Policy must reflect the strategic direction of the company.

​Can you connect the dots between your organization's strategic direction, quality objectives and quality policy?

Thanks to all who attended our April training class.  It was a packed house and a packed agenda.  Learning about ISO can be like learning a new language, if you are new to the concept.  As you'll see from the participant comments, we did actually learn a little of a new language (and a lot about ISO!).

Feedback from participants included the following:
​
“Learned about ISO 9001 processes and had fun with the Hot Ball Review.  The workshop today was awesome and exciting.” 


“Learned that processes involve a transformation.  Had fun with the modelling clay exercise and listening to music – try Irish next time.  Good workshop.  Change of techniques good to keeping me awake.”


 “Learned how to better identify processes from functions.  Had fun assembling an item from my partners direction. Had a great time and gained a better understanding of the ISO system.”
 
“The new thing I learned was the process.  Had fun when we counted with the rubber balls.  Very informative on how the process works.”
 
“The new thing I learned was ‘sources of inputs, inputs, activities, outputs’.  Had fun counting to ten in Irish.”
 
“Learned Quality Management Principles.  Had fun playing with my ball.  The workshop was informative.”
 
“I learned about performance evaluation.  Had fun bouncing the ball learning Irish.   It was fun.  Not too repetitive.  Actually learned something.”
 
“Learned more of my own company.  I had fun when inappropriate jokes were made by the teacher.  The workshop experience was entertaining.”
 
“Learned all about Context – involved the way you manage a company.  Had fun – customer focus and improvement."
 
“Learned how this all ties together.  Had fun playing with the balls.  Very good training.  It gave me a new perspective on ISO Certification and showed how everything ties together.”
 
“Better understanding of 2015.  Had fun with class involvement and bouncy ball."
 
“Learned that I still have trouble staying focused in an 8 hour class room.  But I can still read though!”
  
“Learned how to relate ISO to my specific company and policies.  Had fun listening to your Irish accent”
 
“This is a great way to identify organizational statements and exactly what to do.  Learned series reliability – the 95% probability.  Had fun with the bouncing balls.”