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AS ISO 10014—2007 ISO 10014:2006 and ISO 10014:2006/Cor.1:2007

Australian Standard ®

Quality management systems— Guidelines for realizing financial and economic benefits

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This Australian Standard® was prepared by Committee QR-008, Quality Systems. It was approved on behalf of the Council of Standards Australia on 5 September 2007. This Standard was published on 14 December 2007.

The following are represented on Committee QR-008:

• Association of Accredited Certification Bodies • Australian Chamber of Commerce and Industry • Australian Institute of Petroleum • Australian Organisation for Quality • Bureau of Steel Manufacturers of Australia • Commonwealth Department of Transport and Regional Services • Department of Agriculture, Fisheries and Forestry (Commonwealth) • Federal Chamber of Automotive Industries • Institute of Materials Engineering Australasia • Engineers Australia • International Accreditation Forum • Joint Accreditation System of Australia and New Zealand • Main Roads Department, Queensland • NSW Department of Housing • RAB-QSA International • The Royal Australian Chemical Institute • University of Technology, Sydney

This Standard was issued in draft form for comment as DR 06589.

Standards Australia wishes to acknowledge the participation of the expert individuals that contributed to the development of this Standard through their representation on the Committee and through the public comment period.

Keeping Standards up-to-date Australian Standards® are living documents that reflect progress in science, technology and systems. To maintain their currency, all Standards are periodically reviewed, and new editions are published. Between editions, amendments may be issued.

Standards may also be withdrawn. It is important that readers assure themselves they are using a current Standard, which should include any amendments that may have been published since the Standard was published.

Detailed information about Australian Standards, drafts, amendments and new projects can be found by visiting www.standards.org.au

Standards Australia welcomes suggestions for improvements, and encourages readers to notify us immediately of any apparent inaccuracies or ambiguities. Contact us via email at [email protected], or write to Standards Australia, GPO Box 476, Sydney, NSW 2001.

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AS ISO 10014—2007

Australian Standard ®

Quality management systems— Guidelines for realizing financial and economic benefits

First published as AS ISO 10014—2007.

All rights are reserved. No part of this work may be reproduced or copied in any form or by any means, electronic or mechanical, including photocopying, without the written permission of the publisher.

Published by Standards Australia GPO Box 476, Sydney, NSW 2001, Australia ISBN

0 7337 8492 5

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PREFACE

This Standard was prepared by the Australian members of Joint Standards Australia/Standards New Zealand Committee QR-008, Quality Systems. After consultation with stakeholders in both countries, Standards Australia and Standards New Zealand decided to develop this Standard as an Australian Standard rather than an Australia/New Zealand Standard.

The objective of this Standard is to provide examples for top management of financial and economic benefits achievable by organizations in conjunction with the adoption of quality management principles derived from AS/NZS ISO 9000, and guidance on management methods and tools that are available to assist with the identification and achievement of those benefits.

This Standard is identical with, and has been reproduced from ISO 10014:2006, Quality management systems—Guidelines for realizing financial and economic benefits, and incorporates ISO Corrigendum 1 (2007).

ISO 10014 was prepared by Technical Committee ISO/TC 176, Quality management and quality assurance, Subcommittee SC 3, Supporting Technologies, with input from QR-008. It constitutes a technical revision of the Technical Report, ISO/TR 10014:1998, Guidelines for managing the economics of quality, which it cancels and replaces.

The title and scope of the 2006 edition of ISO 10014 were revised to reflect its aim and focus on performance improvement. The Standard emphasizes its relationship with the ISO 9000 series of International Standards by adopting a new structure based on the eight ISO 9000 quality management principles.

As this Standard is reproduced from an International Standard, the following applies:

(a) Its number does not appear on each page of text and its identity is shown only on the cover and title page.

(b) In the source text ‘this International Standard’ should read ‘this Australian Standard’.

Any International Standard referenced should be replaced by an equivalent Australian where one is available. The availability of equivalent Australian Standards can be determined either at www.standards.org.au or from the annual printed catalogue of Australian Standards.

References to International Standards should be replaced by references to Australian or Australian/New Zealand Standards, as follows:

Reference to International Standard Australian/New Zealand Standard ISO AS/NZS ISO

9000 Quality management systems— 9000 Quality management systems— Fundamentals and vocabulary Fundamentals and vocabulary

The term ‘informative’ has been used in this Standard to define the application of the annex to which it applies. An ‘informative’ annex is only for information and guidance.

Examples provided, and in particular the self-assessment questionnaires in Annex A, are intended for guidance, and should be adapted by users to suit each organization’s circumstances, objectives and priorities.

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iii

CONTENTS Page

1 Scope .............................................................................................................................. 1

2 Normative references ....................................................................................................... 1

3 Terms and definitions....................................................................................................... 1

4 Structure of this standard ................................................................................................. 1

5 Application of the management principles ........................................................................ 3

5.1 Customer focus....................................................................................................... 3

5.2 Leadership .............................................................................................................. 5

5.3 Involvement of people ............................................................................................. 6

5.4 Process approach ................................................................................................... 7

5.5 System approach to management ........................................................................... 8

5.6 Continual improvement ........................................................................................... 9

5.7 Factual approach to decision making .................................................................... 10

5.8 Mutually beneficial supplier relationships .............................................................. 11

Annex A (informative) Self-assessment of implementation of management principles .......... 12

Annex B (informative) Brief summaries of methods and tools referenced in Clause 5 .......... 20

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INTRODUCTION

This International Standard is addressed to top management. It provides guidelines for realizing financial and economic benefits through the effective application of eight quality management principles derived from ISO 9000:2005. These principles are subsequently referred to as “management principles” within the body of this standard. The intent of this document is to provide top management with information to facilitate effective application of management principles and selection of methods and tools that enable the sustainable success of an organization. A self-assessment is included as a gap analysis and prioritization tool (see Annex A).

This International Standard builds upon these interrelated management principles to develop processes that facilitate the realization of the organization’s objectives.

The management principles are

a) customer focus,

b) leadership,

c) involvement of people,

d) process approach,

e) system approach to management,

f) continual improvement,

g) factual approach to decision making, and

h) mutually beneficial supplier relationships.

Adoption of these management principles is a strategic top management decision. It affirms the relationship between effective management and realization of financial and economic benefits. Deployment of appropriate methods and tools fosters the development of a consistent systematic approach for addressing financial and economic objectives.

Economic benefit is generally attained through effective management of resources and implementation of applicable processes for improving the overall worth and health of the organization. Financial benefit is the result of organizational improvement expressed in monetary form, and realized by cost-effective management practices within the organization.

Successful integration of the management principles relies on the application of the process approach and the Plan-Do-Check-Act (PDCA) methodology. This approach enables top management to assess requirements, plan activities, allocate appropriate resources, implement continual improvement actions and measure results in order to determine effectiveness. It allows top management to make informed decisions, whether they relate to the definition of commercial strategies, the development of a new product or the execution of financial agreements.

Financial and economic benefits that can result from the application of the management principles include

• improved profitability,

• improved revenues,

• improved budgetary performance,

• reduced costs,

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• improved cash flow,

• improved return on investment,

• increased competitiveness,

• improved customer retention and loyalty,

• improved effectiveness of decision making,

• optimized use of available resources,

• heightened employee accountability,

• improved intellectual capital,

• optimized, effective and efficient processes,

• improved supply chain performance,

• reduced time to market, and

• enhanced organizational performance, credibility and sustainability.

This International Standard is applicable equally to organizations with products that include services, software, hardware and processed materials. It is relevant in both the public and private sector and can provide useful guidance regardless of the number of employees, diversity of product offerings, revenues, complexity of processes or number of locations. It also provides support to public and governmental organizations to facilitate sustainable economic growth and prosperity.

Accessed by CENTRAL QUEENSLAND UNIVERSITY on 16 May 2018 (Document currency not guaranteed when printed)

NOTES vi

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STANDARDS AUSTRALIA

Australian Standard

Quality management systems—Guidelines for realizing financial and economic benefits

1 Scope

This International Standard provides guidelines for realizing financial and economic benefits from the application of the ISO 9000 quality management principles.

NOTE These are herein referred to as “management principles”.

This International Standard is directed to top management of an organization and complements ISO 9004 for performance improvements. It provides examples of achievable benefits and identifies management methods and tools that are available to assist with the achievement of those benefits.

This International Standard consists of guidelines and recommendations, and is not intended for certification, regulatory or contractual use.

2 Normative references

The following referenced documents are indispensable for the application of this document. For dated references, only the edition cited applies. For undated references, the latest edition of the referenced document (including any amendments) applies.

ISO 9000:2005, Quality management systems — Fundamentals and vocabulary

3 Terms and definitions

For the purposes of this document, the terms and definitions given in ISO 9000 apply.

NOTE 1 In ISO 9000:2005, the term product (3.4.2) is defined as the “result of a process”, where process (3.4.1) is defined as “set of interrelated or interacting activities which transforms inputs into outputs”. The term product encompasses four generic product categories: services, software, hardware, and processed materials. These terms are further described in ISO 9000.

NOTE 2 Documents referenced outside the ISO 9000 family of standards might have terms and definitions that differ from those of ISO 9000.

4 Structure of this standard

4.1 This International Standard is designed to assist top management identify and realize benefits by the application of the management principles. To achieve financial and economic benefits, relevant processes have been identified for each principle, and examples of methods and tools have been provided to assist in the application of the principles.

The added value from the expected benefits should reflect the interrelationships between principles, processes and a holistic view of the organization and its interested parties.

www.standards.org.au © Standards Australia

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4.2 Clause 5 combines the process approach, the eight management principles and the Plan-Do- Check-Act (PDCA) methodology. This is reflected in the flowcharts found in 5.1 to 5.8, inclusive. The key selection tool to determine the most appropriate subclause for priority improvement action is self- assessment (see 4.3 and Annex A).

Examples of applicable methods and tools are presented within the Plan, Do and Check columns in each flowchart. The list of methods and tools shown in the Plan, Do and Check columns is not exhaustive, and users should select those most appropriate to their organization. Some methods and tools are utilized in more than one subclause indicating the interrelationship between principles.

The subclause on “Continual improvement” (5.6) illustrates how the PDCA approach can be effectively applied to top management’s strategic planning and review process in order to realize and further improve financial and economic benefits. Subclause 5.6 is embedded within the Act column of all other subclauses in Clause 5.

The output from implementing the overall process is financial and economic benefits. The achievable benefits are examples and are not intended to be all inclusive. A generic representation of the overall process model for realizing financial and economic benefits is shown in Figure 1.

Figure 1 — Generic representation of the overall process

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4.3 Prior to using the self-assessment questionnaires, the assessment team should familiarize themselves with the maturity level descriptions (Table A.1). The assessment team should first use the initial self-assessment questionnaire (Table A.2) to obtain a quick overview of the organization’s maturity. This process should take approximately 1 hour. The information gained improves the selection process for future self-assessments and should stimulate comparisons throughout the organization, across functions and between working levels. If the average maturity is found to be less than Level 3 for any particular principle, significant benefit should result when top management continues the assessment of that principle using the comprehensive self-assessment questionnaire (Table A.3).

4.4 When selected, the comprehensive self-assessment should be recognized as an important value- added milestone for the organization, worthy of the extra investment in time needed to complete it. Following the completion of a self-assessment questionnaire, a RADAR chart (Figure A.1) should be prepared that provides a pictorial view of the organization’s maturity status. Continuing generation of RADAR charts provides an ongoing illustration of the organization’s progress.

Value-added self-assessment relies for its integrity on objectivity, openness and the effective involvement of people during the evaluation of maturity levels. If there is a concern with respect to openness, consideration should be given to having a broad selection of employees complete the questionnaire anonymously.

4.5 Some common methods and tools are briefly presented in Annex B. Those listed are not intended to be all inclusive. It is recommended that top management further investigate the available methods and tools and implement those that reflect the specific needs of the organization.

5 Application of the management principles

5.1 Customer focus

“Organizations depend on their customers and therefore should understand current and future customer needs, should meet customer requirements and strive to exceed customer expectations.” (ISO 9000:2005)

www.standards.org.au © Standards Australia

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Figure 2 — Customer focus

5.2 Leadership

“Leaders establish unity of purpose and direction of the organization. They should create and maintain the internal environment in which people can become fully involved in achieving the organization’s objectives.” (ISO 9000:2005)

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Figure 3 —Leadership

www.standards.org.au © Standards Australia

5.3 Involvement of people

“People at all levels are the essence of an organization and their full involvement enables their abilities to be used for the organization’s benefit.” (ISO 9000:2005)

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Figure 4 — Involvement of people

5.4 Process approach

“A desired result is achieved more efficiently when activities and related resources are managed as a process.” (ISO 9000:2005)

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www.standards.org.au © Standards Australia

5.5 System approach to management

“Identifying, understanding and managing interrelated processes as a system contributes to the organization’s effectiveness and efficiency in achieving its objectives.” (ISO 9000:2005)

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Figure 6 — System approach to management

5.6 Continual improvement

“Continual improvement of the organization’s overall performance should be a permanent objective of the organization.” (ISO 9000:2005)

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Figure 7 — Continual improvement

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5.7 Factual approach to decision making

“Effective decisions are based on the analysis of data and information.” (ISO 9000:2005)

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Figure 8 — Factual approach to decision making

5.8 Mutually beneficial supplier relationships

“An organization and its suppliers are interdependent and a mutually beneficial relationship enhances the ability of both to create value.” (ISO 9000:2005)

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Figure 9 — Mutually beneficial supplier relationships

www.standards.org.au © Standards Australia

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Annex A (informative)

Self-assessment of implementation of management principles

A.1 Maturity level descriptions

Prior to use of self-assessment questionnaires, the assessment team should familiarize themselves with maturity level descriptions (Table A.1). When answering questions in Table A.2 or A.3, select the maturity level from Table A.1 that best reflects the status of the organization. Seek consensus whenever organizational maturity is assessed at different levels. Assign a midpoint score when adjacent maturity levels appear equally appropriate.

A.2 Questionnaire for initial self-assessment

The initial self-assessment questionnaire (Table A.2) provides a first overview of the organization’s maturity. There are three questions relating to each management principle. Scoring results will facilitate the selection of the principle in Clause 5 to begin the improvement process.

A.3 Questionnaire for comprehensive self-assessment

The additional value of a full comprehensive evaluation (Table A.3) should be realized when appropriate time and attention is given to the process. Taking time to develop familiarity with the maturity level descriptions, consensus discussions, clarification of meanings and other evaluation concerns adds value to the overall process. Active involvement of top management, for example through management review, demonstrates recognition and commitment to the importance of this process.

A.4 RADAR chart

The example depicted in Figure A.1 suggests that the organization should consider prioritizing actions relating to “customer focus” (5.1), and “involvement of people” (5.3).

Figure A.1 — Example of a self-assessment result (average score): RADAR chart

www.standards.org.au

13 Table A.1 — Description of maturity levels

Maturity level Description

1 No or not true, 0 % occurrence, the practice is not found or not yet started, not much happening at all.

No evidence of implementation.

No systematic approach is evident, no real objectives.

No measurements, poor or unpredictable results.

Inadequately addressing customer complaints or needs.

Perhaps some good ideas but not progressed much beyond the wishful thinking stage.

2 Marginally true, approximately 25 % occurrence, practice is only seen in some areas.

Implementation evidence available.

Reactive approach, mainly to correct problems.

Limited evidence of corrective action approach.

Limited information or understanding of improvements required, few objectives, some good results

available. Customer satisfaction reasonably addressed but small progress on satisfaction of other interested

parties. Some recognition of process approach, minor evidence that something useful is really happening.

Occasional reviews or assessments resulting in some improvements and enhancements.

3 Partially true, approximately 50 % occurrence, the practice is commonly found, but not in the majority

pr in

te d

) of areas. Process-based approach is evident, more proactive than reactive.

Improvement evidence visible.

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e n Establishing root causes with some good corrective actions and systematic improvements.

gu ar

an te

ed Information available on objectives and performance against those objectives, some good

improvement trends. Satisfaction of interested parties generally being addressed.

n o t

Evidence that subject is being addressed with moderate success, with some targeted reviews and

actions.

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nc y

Sporadic evidence of clear improvements or enhancements, although still many concerns that subject

is not addressed to its full extent.

(D oc

um en

4 Mostly true, approximately 75 % occurrence, the practice is very typical with only some exceptions. Interrelated process approach is well established in the system.

Continual improvement process is well embedded within organization and key suppliers. Consistent

2 0 1 8 positive results and sustained improvement trends, clear evidence that subject is well addressed.

Satisfaction of interested parties mostly addressed.

M a y Proactive where appropriate, corrective action evidence that recurrence has stopped, preventive

1 6 actions/risk assessments clearly evident.

Regular and routine reviews with clear improvements and enhancements, some subjects are not being

o n

addressed to their full extent.

U N

IV ER

SI T

Evidence of sustained improvement over an extended period, for example, at least 1 year.

5 Yes, true everywhere. Near or at 100 % occurrence. The practice is deployed throughout the

organization with virtually no exceptions.

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EE N

SL AN

D Recognized as best-in-class, well benchmarked, strongly integrated information and improvement A successful, agile and innovative learning organization. All approaches relevant, successful and

process (from the market end-user and throughout the supply chain). Best-in-class on all results readily demonstrated, with sustainable business assured, all interested

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R A

parties satisfied. addressed to the full extent in all areas and in all aspects.

An excellent role model. It is difficult to visualize significant improvement, but regular reviews are

conducted.

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b y Evidence of sustained improvement over an extended period, for example, at least 3 years.

www.standards.org.au © Standards Australia

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Table A.2 — Questionnaire for initial self-assessment

QM principle Maturity Average

level

1. Customer focus (see 5.1)

a) Has the organization identified the appropriate customer groups or markets for best financial and economic benefit to the organization?

b) Has the organization fully understood customer and related supply chain needs and expectations, and identified the necessary resources to fulfil these requirements?

c) Has the organization established measurements for customer satisfaction, and if complaints arise, are they settled fairly and in a timely manner?

2. Leadership (see 5.2)

a) Does top management establish and communicate the direction, policy, plans and any important information relevant to the sustainability of the organization?

b) Does top management establish and communicate effective financial and economic objectives, providing necessary resources and feedback performance information?

c) Does top management create and maintain the necessary environment in which people can become fully involved in achieving the organization's objectives?

3. Involvement of people (see 5.3)

a) Are people at all levels recognized as an important resource of the organization that can strongly impact the achievement of financial and economic benefits?

b) Is full involvement encouraged to create opportunities to improve their competence, knowledge and experience for the overall benefit of the organization?

c) Are people willing to work collaboratively with other employees, customers, suppliers and other relevant parties?

4. Process approach (see 5.4)

a) Are activities, controls, resources and outputs managed in an interrelated manner?

b) Are capabilities of key activities and/or processes understood through measurement and analysis to achieve better financial and economic results?

c) Does top management enable evaluation and/or prioritization of risks and address potential impacts on customers, suppliers and other interested parties?

5. System approach to management (see 5.5)

a) Are interrelated processes identified, understood and managed effectively to provide a system that will enable the realization of financial and economic benefits?

b) Are resource and process capabilities and constraints understood, taking account of process interdependence?

c) Is a systems approach employed to enable the holistic use of specific processes for the benefit of the system?

6. Continual improvement (see 5.6)

a) Does top management encourage and support continual improvement in order to achieve objectives for financial and economic benefit?

b) Does the organization have effective measurements and monitoring in place to track and evaluate financial and economic benefits?

c) Does top management recognize and acknowledge the achievement of financial and economic benefits?

Table A.2 — Questionnaire for initial self-assessment (continued)

QM principle Maturity Average

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7. Factual approach to decision making (see 5.7)

a) Are decisions effective, based on accurate factual analysis and balanced with intuitive experience where appropriate?

b) Does top management ensure appropriate access to data, information and tools that enable effective analysis to be performed?

c) Does top management ensure decisions are based on achieving optimum value-added benefit, avoiding improvements in one area that produce deterioration in another?

8. Mutually beneficial supplier relationships (see 5.8)

a) Do effective processes exist for evaluation, selection and monitoring of suppliers and supply chain partners to ensure overall financial and economic benefits?

b) Does top management ensure development of effective relationships with key suppliers and partners that balance short-term gains with long-term considerations?

c) Is sharing of future plans and feedback encouraged between the organization and its suppliers/supply chain partners to promote and enable mutual benefit?

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Table A.3 — Questionnaire for comprehensive self-assessment

QM principle Maturity Comments and

level examples

1. Customer focus (see 5.1)

Can the organization demonstrate that:

a) it has identified the appropriate customer groups or markets for best financial and

economic benefits?

b) customer needs, expectations and requirements are fully understood?

c) related supply chain needs, expectations and requirements are fully understood?

d) items a), b) and c) above are managed by establishing clear objectives?

e) objectives are effectively communicated to all affected employees?

f) a balanced, fair approach is adopted for all customers?

g) customer concerns and complaints are settled fairly and in a timely manner?

h) customer satisfaction information is solicited, measured and evaluated?

i) customer satisfaction is communicated within the organization?

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j) a stable supply chain is in place for lasting customer satisfaction?

k) the organization provides necessary resources and fulfils its customers'

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l) the organization recognizes the need for joint development, if required?

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2. Leadership (see 5.2)

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Does the organization’s leadership:

a) consider and effectively address the organization’s strategy, policy and business

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plans to meet the needs of its customers to enable achievement of financial and economic benefits?

b) consider and effectively address the organization’s strategy, policy and business

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c) consider and effectively address the organization’s strategy, policy and business

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e) clearly communicate vision, mission, direction, policy, plans, performance and

d) consider and effectively address the organization’s strategy, policy and business plans to meet the needs of society to enable achievement of financial and economic benefits?

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other important information relevant to the sustainability of the organization’s

future?

f) set challenging, realistic and understandable objectives for all work teams and/or

individuals?

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g) create and maintain an appropriate environment to enable employees to be fully

involved in the achievement of work objectives?

h) create and maintain an appropriate environment to enable employees to be fully

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involved in the achievement of customer satisfaction objectives?

QM principle Maturity Comments and

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i) create and maintain an appropriate environment to enable employees to be fully

involved in the achievement of other interested parties’ satisfaction objectives?

j) establish shared values, fairness, openness and ethical role models in its

dealings with suppliers?

k) establish shared values, fairness, openness and ethical role models in its

dealings with customers?

l) establish shared values, fairness, openness and ethical role models in its

dealings with society?

m) demonstrate commitment, establish trust and eliminate fear in the organization?

n) provide people with required resources, training and freedom to act with

responsibility and accountability?

o) inspire, encourage and recognize people’s work contributions?

p) establish unity of purpose and direction for the organization through clear and

accurate communication between all levels?

q) promote and support collaborative work groups involving employees, customers,

suppliers and other interested parties?

r) promote and reward innovation and creativity in the organization?

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s) encourage feedback and act appropriately on suggestions, including the strength

and depth of feedback?

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3. Involvement of people (see 5.3)

Is it demonstrated that employees:

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b) effectively contribute to the development and achievement of the organization’s

objectives?

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c) recognize the need for innovation and creativity?

d) understand the importance of their position?

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f) accept ownership and responsibility to solve problems?

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g) seek opportunities to enhance their competence?

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h) freely share knowledge and experience?

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j) are willing to work collaboratively with other employees, customers, suppliers

and other relevant interested parties?

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4. Process approach (see 5.4)

Are processes employed effectively by:

a) defining activities necessary to achieve desired financial and economic benefits within any process?

b) fully recognizing and managing the interrelated and interdependent activities, resources, inputs and outputs of the process?

c) establishing clear responsibility and accountability for employees in managing key activities?

d) understanding capabilities of key activities or processes through measurement and analysis?

e) identifying key activities and interfaces within the organization?

f) focusing on the relevant factors (e.g. employees, machines, methods, materials, environment) that will improve the key activities/processes?

g) evaluating/prioritizing risks, consequences and impacts, of activities/processes on customers, suppliers and other interested parties?

Maturity average

5. System approach to management (see 5.5)

Are systems employed effectively by:

a) defining processes necessary to achieve desired financial and economic benefits within the organization’s overall system?

b) identifying, understanding and managing the interdependent processes involved in the organization’s overall system?

c) identifying, understanding and managing the effects on overall resource constraints and capabilities, taking account of process interdependence?

d) structuring and integrating the management of processes and resources to achieve the overall organization’s objectives effectively and efficiently?

e) the optimum use of specific processes for the benefit of the whole system?

f) understanding the roles and responsibilities necessary to achieve overall success while avoiding interface barriers?

g) continual improvement of the overall system through appropriate measurement and evaluation, avoiding improvements in one area that might cause deterioration in another?

h) collaboration of all relevant parties for continual improvement and increased financial and economic benefit?

Maturity average

6. Continual improvement (see 5.6)

Is continual improvement achieved by:

a) consistent, company-wide philosophy that encourages and supports continual improvement for financial and economic benefits to the organization?

b) providing people with training in methods and tools to enabling them to achieve improvement of products and/or processes?

c) every individual or work group in the organization having relevant and coordinated objectives, resulting in continual improvement of financial and economic benefits?

d) having effective measurements in place to track and evaluate continual improvements of financial and economic benefits?

e) selecting and evaluating appropriate improvement ideas for implementation suitable to achieve financial and economic benefits?

f) acknowledging and celebrating improvements in achieving financial and economic benefits?

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7. Factual approach to decision making (see 5.7)

Are decisions reached by:

a) making available necessary data and information in order to enable achievement of financial and economic benefits?

b) ensuring data and information are reliable and accurate?

c) providing access to data, information and tools that enable key analysis to be performed effectively (e.g. financial and economic reviews, demand forecasting, planning, performance measurement and process analysis)?

d) ensuring data and information are capable of indicating the effects of interrelationships between processes to avoid the problem of an improvement in one area that causes deterioration in another?

e) making decisions and taking actions based on factual analysis, balanced with experience and intuition when necessary?

Maturity average

8. Mutually beneficial supplier relationships (see 5.8)

Are they achieved by:

a) an effective process for evaluation, selection and monitoring of suppliers and supply chain partners to ensure overall financial and economic benefits?

b) effective communication between its supply chain partners, recognizing the interdependence between them, the organization and their customers?

c) establishing relationships that balance short-term gains with long-term considerations, perhaps establishing joint development and improvement activities where necessary?

d) the organization sharing information and future plans with its suppliers and supply chain partners, where appropriate, for mutual benefit?

e) recognizing achievements and improvements, particularly those inspired by the supplier or supply chain partners?

f) providing performance feedback to suppliers and supply chain partners?

g) receiving regular feedback on the organization’s own performance from their suppliers and supply chain partners?

h) the organization working with suppliers and supply chain partners to reduce costs and provide additional financial and economic benefits to customers and other interested parties?

Maturity average

Annex B (informative)

Brief summaries of methods and tools referenced in Clause 5

The key objective of this annex is to provide brief summaries of commonly used methods and tools for realizing financial and economic benefits. It is not intended to be an exhaustive list or give full definitions. More information can be obtained from literature or searched for on web sites.

Methods and tools Brief summary

Activities-Based Costing Cost accounting system that accumulates cost-based data on activities (ABC) performed and then uses cost drivers to allocate these costs to products or

other bases, such as customers, markets, projects.

Activities-Based Management Management system that uses an accounting system as the managing factor (ABM) to allocate costs to products based on resources used to produce the

product.

Advanced Product Quality Method to develop a product quality plan that will support development of a Planning (APQP) product or service with the main objective of customer satisfaction. Phases

include plan and define programme, product design and development

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verification, process design and development verification, and product and process validation.

Assessment Activity based on reviewing the perception of performance; to identify

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practice deployment across an organization.

Audits and evaluating it objectively to determine the extent to which audit criteria

Systematic, independent and documented process for obtaining audit evidence (records, statements of fact and other information that is verifiable)

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(set of policies, procedures or requirements) are fulfilled. This may include

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system, process or product audits. (See ISO 19011.)

Authority matrix Matrix that contains one or more of the following items: a list of activities,

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person to whom it is delegated, the date of delegation, comments/restrictions/guidance, obligation authority threshold, and resource management responsibility.

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8 Balanced scorecard Measurement tool that uses four perspectives (financial, customers, internal business processes, and learning and growth) of both past and future

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performances to provide a basis for strategic measurement and management. Other scorecards exist (e.g. one uses results categories from

1 6 business excellence models as the four perspectives). Cascaded levels are

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Benchmarking Method to compare the processes and features of the products and services of an organization with those of recognized leaders to identify opportunities for improvement.

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D Bottleneck management Method to identify bottleneck activities within an activity, process or system with the smallest capacity relative to the demand, thereby controlling the speed of the entire system/organization. See also “Theory of constraints”.

Brainstorming Activity designed to stimulate open, free-flowing and creative thought within

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a group. Often used as an aid in planning and problem solving.

Bulletin boards System (electronic, paper or other media) that enables users to send or read messages, files, and other data that are of general interest and addressed to

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no particular person.

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Business continuity planning Planning used to counteract interruptions to business activities and to protect critical business processes from the effects of disasters (natural or man-made) and to ensure timely resumption of business activities.

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Methods and tools Brief summary

Business excellence models For examples refer to Malcolm Baldrige National Quality Award (MBNQA)

Call centres Function where customer service agents (telephone operators) make and receive calls in accordance with an organization’s objectives.

Capability study Study conducted to determine the statistical measure of the natural process variability assuming a set of characteristics (Cp, Cpk, Ppk).

Competence enhancement Planning used to assess employee knowledge and determine how to assist and assessment planning them in expanding their competence. Often linked to regular employee

appraisals and empowerment of people.

Competence matrix Matrix containing one or more of following items: work task/minimum or maximum competence breadth/acceptable competence/defined competence grades.

Contingency planning Planning of actions designed for managing unexpected circumstances or events.

Control of nonconformities Process managing non-fulfilment of specified requirements/laws/standards/ rules.

Corrective action Process to remove root causes of an existing nonconformity, defect or other undesirable situation in order to prevent it from happening again.

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Cost avoidance Control activity analysing “poor quality cost” expended to prevent errors from being made; the activity is an investment for the future.

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improvement and the monetary value of the benefits achieved by

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improvement.

Critical Path Method (CPM) An activity-oriented project management technique that uses arrow- diagramming to show the cost and time necessary to complete a project.

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Only one time estimate is used: normal time.

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Customer focus groups A practice to select groups from a wider population to sample, as by open especially in market research.

discussion, members' opinions about particular subjects or areas, used

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Customer Relationship customer satisfaction, retention and loyalty.

Process for controlling an organization’s knowledge of their customers’ Management (CRM) unique requirements and expectations, and using the information to build

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Customer satisfaction survey Review and analysis process to find out true levels of customers satisfaction

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and feedback analysis with product/service received, based on their feedback solicited by the organization.

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Dashboard/Traffic lights Tool used for colourful pictorial representation of critical performance

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Statistical method for the study, analysis and comprehension of the

means: warning may need action; red means: action needed. Often used in combination with scorecards and to improve meeting efficiency.

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D such as Taguchi variability of processes and data to enable improvement and more rapid

developments. (See ISO/TR 10017.)

Economic Value Added (EVA) A financial performance measure used to evaluate an organization’s true profit. The primary focus is the wealth of the shareholder. (Operating Profit

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After Tax) − (Total Capital Employed × Cost of Capital) = EVA.

Electronic Data Interchange Process to exchange standardized document forms between computer (EDI) systems of different companies (or between customers and suppliers) for

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(including ship date and price) through electronic means.

Methods and tools Brief summary

Employee satisfaction/ Method of receiving feedback from an organization’s employees on their perception surveys satisfaction.

Enterprise Resource Planning Software program that integrates all departments and functions across an (ERP) organization onto a single computer system that can serve all those different

departments' particular needs.

Failure Modes and Effect Method for risk prioritization and taking of preventive action aimed at risk Analysis (FMEA) reduction.

First article Processes connected with production of the first (or first series) of item(s) produced during a production run.

Flow charting and process Graphical representation of the major steps in a process, product realization mapping or service.

Help desks Function for technical support or assistance provided by the organization.

Internet and intranet System for handling electronic information, e-mail, World Wide Web, etc. communication

Job design Design of work to increase employee performance (e.g. job enlargement to increase use of employee skills), increasing the variety of work performed and providing the individual with greater autonomy.

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Knowledge management Activity of transforming data into information by creating, expanding, storing, retrieving and disseminating intellectual capital.

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Lean thinking is the dynamic, knowledge-driven, and customer-focused

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Life Cycle Costing (LCC) Expense tracking for a span of time from the product’s creation to the end of

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its intended use and destruction. (See IEC 60300-3-3.)

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cy Management by objectives Method mainly focused on improvement opportunities through measurable employee involvement to ensure business plans are fulfilled effectively. Management establish top-level objectives that are Specific, Measurable,

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t Appropriate, Realistic and Timely (SMART). These are cascaded and developed through and across organizational levels. Objectives performance reviews take place on a regular basis to ensure progress, completion,

2 0 1 8 necessary modifications to actions/objectives and raising of new appropriate

objectives to address change. Some organizations link objectives

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performance to rewards/appraisals.

Management review Periodic activity by top management to decide appropriate action through16

the assessment of status, adequacy, efficiency and effectiveness of theon

organization and its management systems. (See Bibliography for some ISO

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satisfaction with the organization’s products.

management system standards.)

Market surveys and analysis Method of receiving feedback from an organization’s customers on their

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Material Requirements occupational settings.

Method that assists a company in the detailed planning of its production. Planning (MRP)

Mentoring Method based on trusting counsellor or teacher, especially prevalent in

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Newsletters Periodically published work containing news and announcements on some subject. Newsletters may be circulated via e-mail or on an intranet.

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On-the-Job Training (OJT) Training conducted, usually at the workstation or work site. Typically, on-the- job training is done one-to-one or in a small group.

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Methods and tools Brief summary

Open Book Management Management activity that “opens” the organization’s financial information to (OBM) its employees. The organization may also provide instruction in interpreting

the information. The objective is to enable employees to better understand their role and impact on the organization.

Organizational Development Strategic activity aimed at increasing organizational effectiveness through (OD) the development and reinforcement of organizational strategies, structures

and processes.

Pareto analysis Statistical process that produces a bar chart organized from higher to lower levels of frequency. The Pareto diagram compares the importance of the different factors intervening in a problem and helps to identify action priorities.

Payback Period (PP) analysis Review of the amount of time it will take to recover the initial investment of a project.

Performance appraisals Tool used to measure employees’ progress against performance standards. Feedback is also provided at this time.

Pie chart A circular graph (shaped like a pie) that is divided by radii to depict the proportion of the variables; also called a pie diagram.

Plan-Do-Check-Act (PDCA) Refer to Clauses 4 and 5.

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Preventive action Process for taking action to remove the root cause(s) of a potential

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nonconformity, defect or other undesirable situation in order to prevent occurrence. This is proactive action.

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Process (PPAP) well as tier one suppliers.

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supervisor or mentor that utilizes the employee’s needs and objectives,

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matching them with organizational needs.

Quality Function Deployment Method that seeks to relate the design of products and services to customer (QFD) needs.

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handling market share. (See ISO 10002.)

Responsibility matrix Matrix or chart that lays out the major activities and details the

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Return on Investment (ROI) Activity to evaluate the investment potential by comparing the analysis magnitude/timing of expected gains to the investment costs:

[(gains − costs) / costs] × 100 %.

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D Risk analysis Tool used to identify and control risks associated with any item, activity, process or system of an organization. This should ideally be proactive in nature although unfortunately serious events can trigger the analysis.

Self-assessment Activity based on reviewing perception of performance; to identify

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practice deployment across an organization. For the specific self-assessment tool designed to enable identification and

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prioritization for the realization of financial and economic benefits, refer to Annex A.

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Service agreement care will be given to the customer, at what rate, and for how long.

Agreement between the provider and the customer, outlining what post-sale

Methods and tools Brief summary

Statistical Process Control The use of statistical techniques and/or statistical or stochastic control (SPC) algorithms to achieve one or more of the following objectives:

to increase knowledge about a process;

to steer a process to behave in the desired way;

to reduce variation of final-product parameters, or in other ways

improve performance of a process. (See ISO/TR 10017 and ISO 11462-1.)

Strategic planning Vision, mission, purpose and place in the market. Often utilizing SWOT analysis (Strengths, Weaknesses, Opportunities and Threats). Latest iteration of strategic planning is expressed as “open community”, wherein the organization continually updates their strategic thinking.

Strengths, Weaknesses, Process to identify the strong and weak points of an organization, along with Opportunities and Threats external threats and opportunities (often portrayed graphically). analysis (SWOT)

Succession planning Planning, training and mentoring potential successors for replacement of the present job holders within an organization.

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Supplier performance Tool used to gauge a provider’s (of products to the organization) evaluations performance against expectations.

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Supplier ranking list List that places providers of goods and services in order of priority, immediacy, added value or other criteria.

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Supply base management Process of monitoring and evaluating raw materials and related suppliers quality and performance by eliminating waste, eradicating quality problems,

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and streamlining the manufacturing process.

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t process. It gives guidance on why system constraints happen, as well as accomplish a purpose and specific performance objectives.

Theory of Constraints (TOC) Techniques and tools for identifying and eliminating the bottlenecks in a

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Trend analysis Analysis of data to identify a tendency or direction over time.

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Trend graphs Pictorial representation of data over time to identify a tendency or direction.

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Value management Systematic application of recognized techniques, which identify the functions

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of the product or service, establish the worth of these functions, and provide the necessary functions to meet the required performance at the lowest overall cost.

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Bibliography

[1] ISO 9001, Quality management systems — Requirements

[2] ISO 9004, Quality management systems — Guidelines for performance improvements

[3] ISO 10002, Quality management — Customer satisfaction — Guidelines for complaints handling in organizations

[4] ISO 10007, Quality management systems — Guidelines for configuration management

[5] ISO 10015, Quality management — Guidelines for training

[6] ISO/TR 10017, Guidance on statistical techniques for ISO 9001:2000

[7] ISO 11462-1, Guidelines for implementation of statistical process control (SPC) — Part 1: Elements of SPC

[8] ISO 14001, Environmental management systems — Requirements with guidance for use

[9] ISO 19011, Guidelines for quality and/or environmental management systems auditing

[10] ISO/IEC 17799, Information technology — Security techniques — Code of practice for information security management

[11] ISO/IEC Guide 73, Risk management — Vocabulary — Guidelines for use in standards

[12] ISO/IEC 15288, Systems engineering — System life cycle processes

[13] IEC 60300-3-3, Dependability management — Part 3-3: Application guide — Life cycle costing

[14] EN 12973, Value management

[15] ISO/TC 176/SC 2 544, Guidance on the Concept and Use of the Process Approach for Management Systems

[16] ISO/TC 176/SC 2, Quality management principles brochure

Accessed by CENTRAL QUEENSLAND UNIVERSITY on 16 May 2018 (Document currency not guaranteed when printed)

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For information regarding the sale and distribution of Standards contact: SAI Global Limited Phone: 13 12 42 Fax: 1300 65 49 49 Email: [email protected]

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