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Measurement & Improvement
ISO 9001 Example #2
Measurement and improvement
Measurement provides information regarding the results of the operation of the company. Instructive measurement
leads to meaningful analysis and constructive change. Improvements are changes that come from
strategic planning as well from instructive measurement.
This section applies to the control of all processes through collection and analysis of data and information and also to
the improvement of result through continuous and strategic changes.
It is the responsibility of management to determine what statistic will be used to make decisions regarding operational
It is the responsibility of the marketing department to determine customer satisfaction and dissatisfaction.
It is the responsibility of the Quality Representative to track, summarize and report on non-conformance trends and
It is the responsibility of the finance manager to report meaningful financial data.
It is the responsibility of the division managers to compile statistics relative to productivity and on-time delivery.
It is the responsibility of management to hold strategic meetings in order to set and track new initiatives which are
intended to result in strategic improvements.
4.0 Measurements for control
4.1 Control comes from feedback from the operations. Consistent and improving feedback indicates an operation that is in
4.2 When statistics show inconsistent or poor feedback, the operation warrants corrective modifications.
4.3 When feedback is undesirable, investigations are often required to determine the exact changes needed. Investigations
may include more detailed statistics or information from individual managers.
4.4 Each manager in the company will control the functions in his department. To do so, he will monitor, analyze and modify
his internal functions. Monitoring will let him know if the function is working, analysis will tell him what is wrong if his
function is not working and modification is the action he will take to bring his functions back into control when necessary.
4.5 Controlling each separate function will make company-wide control simple provided each function is controlled for
productivity, quality and timeliness.
4.6 Management will ensure that each function has appropriate target objectives which should be monitored.
5.0 Customer Satisfaction
5.1 Past customers are good sources of information regarding positive and negative experiences. While every manager
wishes to receive good reports from customers, bad reports are often the most informative and can lead to positive
changes in the way work and correspondence is done.
5.2 In general, customers expect excellent quality, on time delivery and quick responses to communications. By checking
with past customers, management can determine if they are being successful.
5.3 A final review is done before closing a project. The final review provides the customer with a forum for discussing a
list of unfinished tasks and for reviewing how well the project went. From the company viewpoint these reviews
provide feedback for improving future projects.
6.0 Measurement and Improvement from Previous Procedures.
6.1 Audits, Management Review Meetings, Analysis of Resources and Preventive Actions have been covered earlier in this
manual and they all provide opportunities for continuous improvement. They are mentioned here to emphasize the
benefit they provide for a company seeking to improve results.
6.2 Procedure audits provide information regarding compliance to the ISO 9001 standard. When non-conformances are
found the procedure or the documentation is changed to eliminate the non-conformance. Compliance is important to
6.3 Process audits can provide information about work techniques, skills, instructions, productivity, quality and output on
specific jobs. Feedback can be used to improve specific processes and can often be generalized to improve other
processes as well.
6.4 Management review meetings focus on the strengthens and weaknesses of the procedures in the Quality Management
System. When the results of a particular procedure are unsatisfactory, the members of Management Review Team
assign and schedule tasks for resolution.
6.5 The purpose of resource analysis is to locate equipment, people and workspaces that are not being used in the most
effective way. Bottlenecks, excess capacity, underutilization, long downtimes, outdated equipment and non-productivity
are some of the factors that should be resolved to better use resources in order to improve operations.
6.6 Preventive action is used to remove risk related to quality, timeliness and productivity. Lowering risk improves a
company's potential and can have a gradual, yet significant, impact on company's results.
7.0 Strategic Planning
7.1 The company sets objectives and makes plans to reach the objectives.
7.2 Planning involves setting goals, choosing approaches to attain goals, specific planning of the chosen approaches and
implementing the plans.
7.3 Goals consider financial, operational and commercial concerns and include building goals and continuing goals.
7.3.1 Building goals focus on areas in which the company wishes to improve results.
7.3.2 Continuing goals are areas in which the company wishes to maintain past results.
7.4 The company chooses initiatives and projects that are expected to advance goals.
7.4.1 Consideration is given to the cost of each project weighed against the expected benefit of each project.
7.4.2 Consideration is also given to availability of resources, time, internal capabilities and outside assistance.
7.5 Each project is planned, scheduled, funded, assigned, tasked and readied for implementation.
7.6 A manager is assigned to implement. He follows the plan and implements the project.
7.7 Senior Management is given periodic progress reports while each project is being developed and they are given feedback
once the projects are implemented.
8.0 Management Review Meetings
8.1 The effectiveness of the measurement and improvement procedure will be discussed at the Management Review
8.2 The purpose of the review is to evaluate progress on the improvements and controls.
8.3 When progress is slow or results are below expectations, changes in the procedures, plans or assignments will be made.