Our take on the year ahead

January 4, 2013 12:20 pm Published by

Crystal BallWhether we like it or not, with a new year comes time for reflection. From losing weight (yeah, right) to spending more time with family (good), we all have resolutions to do better.

It’s a great time for companies to assess their needs for standards-based management systems as a way to enhance their operations and increase profitability. Here’s our take on the year ahead.

Sue:

In 2013, we’ll see a distinct maturing of ISO and AS quality management systems. Organizations should pay particular attention to:

  • Managing Risk – Identifying and managing risks so that they can become more proactive in eliminating any situation that could impact the effectiveness of their product or service.
  • Project Management – Using tools to define project steps/milestones, assigning responsibility and authority to personnel and establishing hard dates to efficiently meet customer needs.
  • Supply chain management – There will be a greater focus on suppliers and sub-tier suppliers. Organizations who are ISO or AS certified are beefing up their supplier relationships because customers are expecting first-time quality, OTD and satisfaction. Organizations and customers are conducting more physical (on-site) audits to develop and maintain more beneficial relationships.
  • Competence/Training – More customers are expecting to see evidence that personnel in key positions (production/service related especially) are qualified and deemed competent to perform effectively in those roles.

Roy:

I see more emphasis on effectiveness. The better registrars are getting feedback from their clients saying that’s want they want. So look for the basic tenets of ISO 9001 pushed heavily in 2013:

  • Identify the important (key) processes
  • Determine the best measures for effectiveness
  • Implement monitoring and measurement
  • Gather the data from monitoring and measuring
  • Analyze this data
  • Determine how to use the data to drive improvement

It’s important to measure administrative and support processes as well as the core processes. Often huge improvements can be made here.

Beth:

Did you know that about 40 percent of the Baldridge score are results or measurement of an organization’s performance as it relates to product and process, customers, workforce, leadership and governance (ethical behavior, legal compliance, societal responsibility), and financial and market outcomes?

In 2013, be sure the measurement you select is appropriate and measures what you need it to measure. Unless measures are selected and aligned to provide the right information, at the right time and in the right format, decisions made by leaders and workers may be jeopardized or miss the mark.

Want to know more? Contact us to talk about your goals for the year.


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This post was written by Roy D'Ardenne