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Setting and Achieving Quality Objectives: A Practical Guide for Your ISO 9001 QMS
Quality objectives are the foundation of a successful Quality Management System (QMS). They translate your quality policy into actionable goals, helping your organization meet customer expectations, comply with regulations, and drive continuous improvement. But how do you set effective objectives, and what steps are needed to achieve them? This blog explores how to define measurable quality objectives, align them with your organization’s goals, and plan for their successful implementation. Whether you’re a small business or a large enterprise, this guide will help you turn your quality vision into reality.
According to Clause 6.2, quality objectives and planning achieve them:
Quality Objectives:
By following the clause requirements in 4.3 and 4.4- The scope and processes of the QMS have been identified and you will have established your quality policy as per clause 5.2. In order to put that policy into effect, top management needs to establish clearly defined objectives that your organization can aim for. This does not need to be carried out personally by top management but the responsibility is still theirs.
It is important that these objectives are not vague but address what’s important to you and your customers.
An organization can develop quality objectives on the basis of the results of the identification and prioritization of risks. Planned risk treatment actions are essentially quality objectives. The development of quality objectives shall be taken into account development directions identified in the quality policy.
The objectives need to be realistic and related to achievable outcomes, such as
- meeting the requirements (customer, regulatory and other) for products and services,
- meeting the planned schedule,
- identifying opportunities for improvement, and
- identifying new market opportunities.
This clause also requires that relevant objectives (e.g. process performance, continual improvement) are established at appropriate parts of your organization (e.g. human resources. production, sales). It is important that you and your people are aware of how they contribute to the achievement of the quality objectives.
The organization may have an objective of 100% on-time delivery. However, in order to meet that objective, it might have to set a more specific objective relating to meeting daily planned schedule requirements. This, it turns, might generate an even more localized objective of decreasing turnaround time for fitting all components for an assembly job.
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Quality objectives need to be measurable. They should be based on analysis of the current status of a product or process, with the intent of improving the outcome in a manner that can be measured.
At the service delivery/customer interface or at the production line, objectives can be very simple and direct, as shown by these examples.
- A transport organization running a bus service might set an objective for the percentage of buses that will run to the scheduled timetable within set limits.
- At a production location, the objective output per hour with maximum acceptable reject level can be set.
- In a hairdressing salon, for the times when all available staff are busy, one person can be assigned to greet new customers. The objective here might be that “customers entering the shop are to be welcomed within one minute and their requirements ascertained”
At higher levels in the organization, objectives can get more complex:
For example, in the case of the hairdressing salon, the owner/manager could set a further objective of having sufficient staff available to meet the peak demand times. This might require planning, employing temporary staff, training them, and so forth.
The organization needs to think carefully about what objectives are set and the timeframe they intend to allow for them to be achieved. Keep in mind that an objective should be measurable. If an objective is simply “do better”, it is just wishful thinking not an objective. the organization will need to be able to check that they are achieving the objective and, if not, what are they going to do about it. Documentation information on Quality objectives and their review shall be maintained.
The actions required to achieve the objectives (i.e., “what”) and the associated timeframe (i.e. “when’) are determined. In addition, assignment of responsibility for doing it (i.e.., “who”) is established in accordance with the requirements of Organization roles, responsibilities and authorities (5.3).
Any need for budgets, specialized skills, technology or infrastructure, for example, are determined and provided in accordance with the requirements of Resources. (7.1). Lastly, a mechanism for evaluating the overall results of what was accomplished is determined in accordance with the requirements of Monitoring, measurement, analysis and evaluation (9.1) and reported in accordance with Management Review (9.3).
According to Clause 6.3 - Planning of changes:
A key focus in dealing with any change is to minimize the impact on conformity of product and services to requirements and to ensure the integrity of the QMS. Changes can occur in a number of ways.
The identification of the need for a change can occur in any number of ways. The need for change may come from external sources e.g. changes to product or service based on customer feedback, supplier of new material, new IT system for customer interface or can be internal such as identified problems with processes or products or changes as part of an internal improvement initiative, see 10.
When things go wrong with the delivery of a service or a product or with the processes of the QMS there may also be a need for a change i.e. a reactive change. It may be too late to prevent the provision of the service or the delivery of the products but the issue should be identified and analyzed to determine what changes are needed to prevent reoccurrence or what action is needed to mitigate the problem – see 8.5.6., 8.7 & 10.2. Analysis and trending of results and data is important in determining possible changes, which should be planned.
All changes should be planned and assess the changes and the possible impacts on the QMS.
When planning changes to the quality management system the organization should address the risks (see. Clause 6.1) associated with these changes on the issues outlined in this section of the standard from a) to d).
Conclusion
Quality objectives are more than just goals—they are a roadmap to success for your QMS. By setting measurable, realistic objectives and aligning them with your organization’s priorities, you can improve processes, satisfy customers, and stay competitive. Remember to assign responsibilities, allocate resources, and monitor progress to ensure your objectives are achieved. With careful planning and execution, your organization can turn quality objectives into tangible results that drive growth and excellence.
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FAQ
What are quality objectives in a QMS?
Quality objectives are specific, measurable goals that help an organization achieve its quality policy. They focus on meeting customer requirements, improving processes, and driving continuous improvement.
How do I set effective quality objectives?
Objectives should be realistic, measurable, and aligned with your organization’s priorities. They should address customer needs, regulatory requirements, and opportunities for improvement.
Why is it important to make quality objectives measurable?
Measurable objectives allow you to track progress, identify gaps, and take corrective actions. Without measurable criteria, it’s difficult to determine whether the objectives have been achieved.
Who is responsible for achieving quality objectives?
While top management is ultimately responsible, objectives should be assigned to relevant departments or individuals. Clear roles and responsibilities ensure accountability and effective implementation.
How do I handle changes that affect quality objectives?
Changes should be planned carefully to minimize their impact on product or service quality. Assess risks, allocate resources, and monitor the effects of changes to ensure the integrity of your QMS.