Based on 3 key concepts: Quality Management System, Efficacy and Organizational Performance, this article sets out why to measure organizational performance and how the Quality Management System can serve as an index to measure the effectiveness of this performance based on in the requirements set forth in NC ISO 9001: 2008.
Introduction
Every Entity wishes to know its organizational performance, based on its measurement, in order to maintain or improve its internal and external management system in the short, medium or long term, thus increasing its competitiveness as well as customer and customer satisfaction. workers.
Interested Entities, who strive and allocate resources to design and implement a Quality Management System find in the NC ISO 9001: 2008 the relationship between 3 key concepts of business management: Quality Management System, Efficiency and Performance Organizational.
From the foregoing, it is derived that the Quality Management System serves as an index to measure the effectiveness of organizational performance based on compliance with the requirements set forth in NC ISO 9001: 2008.
Development
Three key concepts
Quality management system
In the “NC ISO 9000: 2005. Quality Management Systems. Foundations and vocabulary ”, it is proposed that a quality management system is a set of related elements that interact to establish policies and objectives, as well as establish the guide to achieve said objectives by directing and controlling an organization with respect to quality.
Implicitly in the previous concept it is present that the quality management system in an organization includes the activities that are required to develop, implement, review and maintain the quality policy of the organization, being these:
• definition of policies, • definition of objectives, • planning, • establishment of responsibilities, • establishment of procedures, • establishment of guidelines for carrying out work practices, • definition of processes and necessary resources
With a process approach, the quality management systems are designed and implemented in the entities based on their compliance with the requirements present in the “NC ISO 9001: 2008” standard. Quality Management Systems. Requirements ”.
Activities that add value
Information flow
Figure No.1. Model of a Process-based Quality Management System (NC ISO 9000: 2005. Quality management systems. Foundations and vocabulary)
Note in the previous figure that the operation of the quality management systems based on processes start from the input through requests, using the contractual route, of requirements established by the clients, whether internal or external to the organization.
Based on the foregoing, as established by NC ISO 9001: 2008, the Entity's management establishes its responsibility with compliance with the principles of customer focus, leadership, employee participation, system approach to management and mutually beneficial relationships with suppliers by establishing:
• Management commitments
• Customer focus
• Quality policy
• Planning of quality objectives and quality management system
• Responsibility, authority and internal communication in the Entity
• Review by the management system implemented with information on input and output of results of these reviews that can be identified with opportunities for improvement of the quality management system.
With the establishment of these guidelines, the human resources, infrastructure and work environment that are necessary to fulfill this responsibility of the management focused on meeting the requirements demanded by the client are managed.
Already at this point, the process of realizing the product or service begins, taking into account, according to NC ISO 9001: 2008, the following:
• Planning of product realization.
• Customer-related processes including determining product-related requirements, reviewing product-related requirements as well as communicating with the customer.
• Design and development from design and development planning, input elements for design and development, results of design and development, design and development review, design and development verification, design and development validation as well as the control of changes in design and development.
• Purchases as a process, including the necessary information for these and the verification of the products purchased.
• Production and service provision within which is the control of production and service provision, validation of production processes and service provision, identification and traceability, customer ownership and preservation of the product.
• Control of monitoring and measurement equipment.
Here the principle of approach to processes is applied in which the entire organizational structure of the Entity is involved and the traditional vertical functional approach is passed to a horizontal approach or to processes in management during the realization of the product or service.
As a result of all this process, customer satisfaction or not is obtained and also gives the necessary foot for the measurement, analysis and improvement of the effectiveness of the management system using the principles of factual focus for decision-making and improvement. Continuous with the application of:
• The monitoring and measurement of the management system based on the measurement of customer satisfaction, the performance of internal audits of the system, the monitoring and measurement of processes, and the monitoring and measurement of the product.
• Control of nonconforming product.
• Analysis of data.
• Corrective actions.
• Preventive actions.
All of which contributes to continually improve the effectiveness of the quality management system, also supported by the use of quality policy, quality objectives and management review.
Effectiveness
In the NC ISO 9000: 2005 standard itself that sets out the fundamentals and vocabulary, referred to above, effectiveness is defined as the degree to which planned activities are carried out and planned results are achieved.
Hence the importance of achieving, as a starting point when measuring the effectiveness of management systems, consistent traceability between the quality policy defined in the organization and the objectives associated with it. These objectives must be deployed to the Entity's processes and areas from the establishment of a program that includes:
• the statement of the commitment to quality present in the policy, • the objective associated with this commitment, • the person responsible for achieving this objective, • areas associated with achieving this objective, • processes associated with achieving this objective, • the declaration of the goal as a numerical value to which you want to reach, • the calculation formula for that goal, • the declaration of the action and the person responsible for complying with it, • the resources necessary to achieve compliance with this action, • compliance as well as the expected and actual end dates of compliance with this action.
Illustrative example of the above is shown below:
Figure No.2. Quality management program (Ciego de Avila Provincial Electric Company Case Study)
Organizational performance
Organizational performance, roughly speaking, is the degree to which the results of the planned management of an organization have been achieved or fulfilled regarding its mission, objectives, goals, processes, activities, products or services that, for the case at hand, interact and influence customer quality and satisfaction, both internal to the organization and external, as well as stakeholders such as society, the State or other organizations. (Marie-Hélène Adrien Charles Lusthaus, Gary Anderson, Fred Carden, George Plinio Montalbán, 2002).
Why measure organizational performance?
The performance measure can help organizations improve their performance by identifying good practices and learning from others. On the other hand, it helps to assure organizations to focus on their key priorities, and allows identifying the areas with low performance regardless of the approach or philosophy on which the Entity's management system is based, which helps of decisions for continuous improvement. (Mariano Bernárdez, 2006).
The above can be more easily explained as follows (Bob Behn, 2004):
1. Evaluate: need to know how well your organization is performing.
2. Control: Measure what people do.
3. Budgeting: What programs, activities, and units deserve additional funding? From which, if the overall performance of an organization is to be improved, should resources be withdrawn?
4. Motivate: Call everyone's attention to those aspects of their own work that certainly contribute to the maximum in improving performance.
5. Promote: Reach out to all levels of the organization when good work is being done
6. Celebrate: Publicly legitimize your significant achievements. Such celebrations constitute an important organizational ritual
7. Learn: What is working? What is not working? How can leaders know?
8. Improve: The first seven reasons to measure performance are all subordinate to the eighth reason: improve. After all, whether managers use their performance measures to budget, motivate, or learn, they take on these managerial responsibilities in an effort to improve.
The quality management system as an index to measure the effectiveness of organizational performance
To successfully lead and operate an organization requires that it be directed and controlled in a systematic and transparent manner. Success can be achieved by implementing and maintaining a management system that is designed to continually improve its performance by considering the needs of all stakeholders, such as quality management systems, such as a management system. itself or, given its compatibility, being part of another business management system as a whole, or as part of other systems, such as innovation management or integrated management systems for the environment and occupational health and safety.
From the above, note that when designing and implementing a quality management system in an Entity, the following principles are implemented:
a) Customer focus
b) Leadership
c) Staff participation
d) Process-based approach
e) System approach to management
f) Continuous improvement
g) Factual approach to decision making
h) Mutually beneficial relationships with the supplier
These, although they are declared as “of quality”, are applicable to any management system without being in contrast to indicators designed to measure organizational performance.
The referred principles of quality management are implicit in the requirements of the NC ISO 9001: 2008 standard, hence the fulfillment of these requirements by a quality management system in any Entity contributes to the performance of the management system Of the entity.
In its conception of a system approach to management, the NC ISO 9001: 2008 requires in its requirements the compliance by the Entity of:
• establish, document, implement and maintain a quality management system and continually improve its effectiveness
• determine the processes necessary for the quality management system and its application throughout the organization, being these for the activities of management, provision of resources, product realization, measurement, analysis and improvement.
• determine the sequence and interaction of these processes, • determine the criteria and methods necessary to ensure that both the operation and control of these processes are effective, • ensure the availability of resources and information necessary to support the operation and monitoring of these processes, • perform monitoring, measurement when applicable and analysis of these processes, • implement the necessary actions to achieve the planned results and the continuous improvement of these processes.
• ensure control over outsourced processes
• documented statements of a quality policy appropriate to the organization's purpose, including a commitment to meet requirements and continually improve the effectiveness of the quality management system
• that the quality policy must provide a frame of reference to establish and review the quality objectives and be reviewed for their continuous adaptation, • documented statements of quality objectives, ensuring that these are established at relevant functions and levels within the organization and are consistent with policy, • that the planning of the quality management system is carried out in order to meet its requirements, as well as its objectives, and that the integrity of this system is maintained when planning and implementing changes in it, • The results of periodic management reviews include all decisions and actions related to improving the effectiveness of the quality management system and its processes, improving the product in relation to customer requirements, and the needs of resources, among others.
These requirements of the NC ISO 9001: 2008 previously exposed evaluate or contribute to measure the effectiveness of the system as well as the organizational performance as indices of the management system of any Entity when compared with what is planned.
Bibliography referenced
1. NC ISO 9000: 2005. Quality Management Systems-Foundations and vocabulary. – 42p.
2. Charles Lusthaus, Marie-Hélène Adrien, Anderson Gary, Carden Fred, Plinio George Montalbán. Organizational Assessment Framework for Improving Performance / Marie-Hélène Adrien Charles Lusthaus, Gary Anderson, Fred Carden, George Plinio Montalbán. – Inter-American Development Bank Washington, DC International Development Research Center Ottawa, Canada, 2002.
3. Bernárdez, Mariano. Organizational Performance / Mariano Bernárdez.– ITSON Institute for Performance Improvement, 2006.
4. Behn, Bob. Why measure performance? / Bob Behn. – Public Management Report, Vol. 1, No. 11, July, 2004. Technology for Public Organization (http://www.top.org.ar)
5. NC ISO 9001: 2008. Quality Management Systems-Requirements. – 43p.
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Internet pages:
www.iso.org/iso/home.html
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www.philipcrosby.com.mx/biografía.htm
www.secofi.gob.mx
