Continuous improvement efforts either take an evolutionary approach, involving small ‘incremental’ improvements over time, or attempt a more revolutionary ‘breakthrough’ improvement.
Improvements are measured with respect to efficiency, consistency, effectiveness and flexibility of the service or process.
The digital age continues to throw up new organisational challenges around strategic initiatives, process design and integration and, resourcing efficiencies. The ‘event’ that triggers organisations to consider ISO 9001 Quality Management Systems varies by industry sector and organisational maturity, but can essentially be split between external and internal drivers.
External drivers include; corporate reputation/brand, improving relations and transparency with communities/customers and, achieving preferred supplier status where supply chains require it. The two key internal drivers are around control of business functions and, providing a foundation for continuous improvement.
We see many organisations pursuing ISO 9001 Quality Management Systems certification, balancing these external and internal considerations. Often it is the external drivers that trigger the consideration and dominate the business case. It is continuous improvement, however, that is most often the deciding factor for Executive Management.
The acceptance of ISO 9001 Quality Management Systems certification continues to grow and is seen as a means to achieving continuous improvement by over 10,000 organisations in Australia.
So, next time brand, customer service and supplier requirements trigger your organisation to consider ISO 9001, remember to make continuous improvement central to your business case.
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