European Organization for Quality

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Presentation transcript:

European Organization for Quality The Internal Management System Audit – Important Management Tool for the Sustainable Development of an Organization Cornelia Butnaru EOQ Operations Manager 1 1 1 1 1

The Internal Management System Audit – Important Management Tool for the Sustainable Development of an Organization Presentation agenda: 1.Sustainability – Quality management, one of the core fields of sustainability 2.Strategic development, process oriented measurable objectives, people involvement 3.Process oriented internal audits, valuable inputs for management review, basis for the continual improvement 2

Sustainability dimensions and core fields Business culture and ethics Goal: Credibility in the business and in the company Environment and climate protection Goal: Image profit . Economical success Sustainability (conservation of values) Protective treatment of resources Sociality Human resources management Goal: Area encroaching work, information and knowledge exchange Quality management Goal: permanent development process Leadership Goal: Model and obligingness 3

Principles of sustainable value management Achievement not of the good but of the better things Clear and structured communication Do it properly and talk about it! All areas bound into the concept of the value management Implementing a process of the continuous value-oriented self control The leadership should be a model Self obligation and self commitment of employees Sustainability formulated and supported by the leadership 4

(Quality) Management Systems and Strategic Management Permanent development process of an organization Goal of (Quality) Management: Goal of Strategic Management: Design of organization’s development 5

Putting Strategy into the center of the Management process . You can’t manage what you can’t measure Management Process You can’t measure what you can’t describe Strategy Describe strategy, goals/objectives, performance indicators 6

Continual improvement process Vision Strategic directions Objectives Objectives Objectives Policy Continual improvement process Mission Time 7

The strategic planning process Strategy Objectives Measures Targets Initiatives Example: Strategic objective Measure Target Initiative Grow revenue Number of active customers 483,700 Customer Contact Program 8

The Balance Scorecard – translating strategy into action The strategy Measurement is the Language that gives clarity to vague concepts. Measurement is used to communicate, not to control. Strategy can be described as a series of cause and effect relationships Financial perspective "If we succeed, how will we look to our shareholders?” Customer perspective "To achieve my vision, how must I look to my customers?” Internal perspective "To satisfy my customer, at which processes must I excel?” Learning organization "To achieve my vision, how must my organization learn and improve?” The Balanced Scorecard provides a framework to translate the vision and strategy into operational terms upon 4 perspectives 9

Objectives development based on the main strategic directions Which are our main strategic directions? How do we want to attain our main strategic directions? Strategic directions Strategic objectives Financial Customer Filter Processes Potentials 10

BSC Advantages Specifies the business strategy, quantified into operative goals Reduces complexity and data flood Covers the business-specific connections between the measures sizes. Binds actions with involved individuals Delivers an overview over the driving factors for the long-term financial success. Enables the join of all strategic initiatives with the network thoughts. Promotes transparency and obligingness. Future-capable control and feedback system May be well connected with quality initiatives and change intents 11

Strategy Correlation of actions Deployment of the strategy how Correlation of actions Organizational BSC how Objectives Success drivers what Actions Processes/Dept. how Objectives Success drivers what Actions Individuals Objectives Deployment of the strategy until the individual level: focussing on the success drivers Success drivers what Actions 12

Alocating objectives to processes, departments, functions Organization‘s objectives(BSC) Processes Monitoring of same objective = Processes interactions! Departments Functions 13

A is for Aggressive and Achievable R is for Relevant T is for Time. SMART objectives S is for Specific M is for Measurable A is for Aggressive and Achievable R is for Relevant T is for Time. 14

Measures/metrics/indicators The BSC (a balanced report system) adjusts in a balanced manner, the financial indicators with: External oriented indicators and internal control indicators Monetary and non-monetary indicators Strategic results indicators and success drivers of these result oriented indicators Past and future-oriented indicators Generic and specific indicators 15

Effectiveness and efficiency indicators . First step: Doing the right Effectiveness = objective attainment Effective is an alternative action that leads to the desired goal Second step: Doing it right Efficiency = expenditure/ effort optimization Efficient is an action that leads to the desired goal with use of the least possible Third step: Considering goal conflicts An improvement of the efficiency can reduce the effectiveness and vice versa 16

Effectiveness and efficiency . Initiative 1 Objective Initiative 2 Initiative 3 Initiative 4 Initiatives 1 and 2 = Efficient Initiatives 3 and 4 = Effective Current situation 17

Involvement of human capital Motivating people, by using in the daily work their : Creativity Sociality and by Allocating clear, measurable objectives Allowing (as possible) action freedom 18

The not-delegable tasks of leaders Leadership Power- House Being visionary: Being a model: Increasing corporate value: Showing commitment and courage, setting energies free, promoting talents and innovations Giving direction and communicating the sense Managing wellbeing for all stakeholders 19

The internal audit – important management tool Strategy (directions) Strategic planning process Feedback (Performances evaluation) Top management Top management Strategic objectives (measures,targets) Management review Management team Initiatives Internal audits Processes objectives + initiatives+resources Process managers + employees Internal auditors Objectives accomplishment In the processes 21

High impact auditing Internal auditing is the process by which an organization examines its ability: to meet requirements of a management standard (such as ISO 9001) to conform with internal procedures and commitments and to produce effective and efficient results (accomplishment of planned objectives by minimum possible resources) and identifies all kind of improvement opportunities 22

The process-oriented audit A process-oriented audit evaluates: How the process incorporates all elements involved in the process (human resources, equipments, work environment, operation and control methods, materials and information) That the process works In order to achieve the planned results (the objectives) 23

Performing value added process-oriented audits Part 1 – Preparation for the audit (critical!) Identify all the processes Review what changed? Review the audits and performance history Understand the Process Identify the "Good" of the process 24

Performing value added process-oriented audits Part 2 – Conducting the process-oriented audit Evaluating by : Inquiries at all levels of responsibilities, Observation of activities and, Collection of objective evidences, the presence and effectiveness of the planned operation and control activities, within the process, in order to attain the planned objectives 25

Conducting the process-oriented audit (1/3) . Interview related to: Process planning, organization and monitoring Assurance of the process needed resources (materials, human, infrastructure, environment, methods, information) Responsibilities within the process (departments, functions) Evaluation of the process effectiveness and efficiency – accomplishment level of the process objectives The process manager 26

Conducting the process-oriented audit (2/3) Operational methods and responsibilities, implementation (documents, records) Control activities, non-conforming product, corrective/preventive actions, effectiveness evaluation Human resources competencies (training, effectiveness) Infrastructure (maintenance of working places, equipments, monitoring and measuring devices etc.) Environmental aspects (assurance and control) Departmental objectives accomplishment (data analysis, communication) Improvement opportunities of the process and of the resulting product Departments chiefs/ Responsible functions involved in the process 27

Conducting the process-oriented audit (3/3) Understanding of responsibilites to achieve the planned objectives Performance of operational activites, responsibilites Performance of control activites, responsibilites colecting and reporting results (inputs, in-the process, outputs) Understanding of methods (documents) and performed records Non-conforming products, corrections, corrective/preventive actions Improvement opportunities of the process and of the resulting product Employees (operations/controls) 28

 Results of Internal auditing process Management review Processes effectiveness (objectives accomplishment) Corrective/preventive actions effectiveness Improvement opportunities Management review Continual improvement process 29

The continual improvement process Strategy NEW Obiectives 3. Control Verification Monitoring Audit 4. Management review Check Act Plan Do 2. Implementing Maintaining 1. Strategy Objectives, Initiatives Strategy Objectives 30

Conclusion The aim “to be successive the better” may be attained by: A viable strategy Transposing strategy by measurable objectives Allocating objectives to processes/individuals Motivating employees Evaluating by process-oriented audits Analysing results by management review and taking further actions to improve performances 31

59th EOQ Congress 2015 June 11-12, Athens/Greece www.quality2015.eu 32