OK, so now we know what they are (or perhaps more importantly what they are not). The next is to link them from your quality policy, structure them and communicate them. You need all three to be compliant with the standard. And so having your quality objectives buried in your strategic or business plans is OK so long as they are linked from the policy, but can they be effectively communicated to all levels of the organisation? Are they relevant to the person / function they are being delivered to. So get over this point in a real hurry. They must be communicated and if they are in a commercially sensitive document than they won’t. You may need different tiers of documentation and or accessibility, just keep the reader in mind.
Noticed we haven’t spelt out what the objectives are yet. Well it won’t happen this blog (maybe next). Once you have your objectives, you need to structure them along these lines. Clearly state the objective. Develop a program or process to manage the objective. Assign a measurable target or set of targets. And last and by no means the least, assign resources to ensure that objectives can be met. It is no good having an objective that says 100% inspection of all 300,000 welds per year if you don’t have the means, the people, the know-how to do such a thing. But if you can keep these four things in focus (objective, program, target, resource) when developing quality objectives, you might just make things certifiable, perhaps even useful!
previous blogs;
http://johnmasonstuff.blogspot.com
http://john-mason-stuff.blogspot.com/
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