The document outlines a 7-step approach to meeting ISO 9001:2015 requirements relating to objectives. The steps include: 1) designing a quality policy, 2) compiling an objectives statement, 3) creating a QMS matrix, 4) designing job descriptions, 5) developing an I-L-U chart, 6) entering data, and 7) interlinking and aligning all documents. The approach shows how to link objectives from strategic to operational levels to ensure a cohesive quality management system.

2. ___________________________
ISO 9001:2015 has a number of requirements
relating to OBJECTIVES.
This primer outlines an approach to how these
requirements can be met, and also shows you
how these requirements can be INTERLINKED
It shows you GRAPHICALLY what this
approach should look like and also contains
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some elements that are typically found in most
organizations.
This means that you do not have to RE-
INVENT THE WHEEL, but you can FINE-
TUNE YOUR current BUSINESS SYSTEM.
IN-OTHER-WORDS you take what already
exists and make small changes.
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4. CONTENTS
The contents of this article relate
to the objectives requirements of
ISO9001:2015.
You will see that we outline a seven-step
method that will ensure you meet these
requirements of ISO9001:2015.
This article encapsulates the key
requirements into one practical
approach.
You will see that by connecting &
integrating the elements that are outlined
here a real-world system can be
accomplished.
You should have the PDF version of this
tutorial.
This landscape version will allow you to
view each page holistically and just flip
through by selecting the next page.
[ You should be able to quickly navigate
by pressing the right arrow on your
keyboard ☺ ]

5. .

6. QUALITY POLICY
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The first step is to design your Quality
Policy.
You should ensure that your policy is
unique, but also that it meets the
requirements of ISO9001.
What is important from the perspective of
this primer, is that it provides a
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FRAMEWORK for OBJECTIVES
An example of a policy is shown below-
This is not meant to be exhaustive but
serves as an illustration for this tutorial
Complete the basic policy, and later
interlink and align as per STEP 7
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7. We are committed to ISO9001:2015
We operate according to an entrenched system of interrelated
procedures
We operate our business to ensure high levels of customer
satisfaction at all times
Our business operates according to sound financial principles and
this success is used to improve our position in the market
We operate our projects within the scope required by the client
We insist on high levels of delivery that do not impact our clients in a
negative way.
A comprehensive supplier management system is in place
Our service and solutions offering is world-class
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9. OBJECTIVES STATEMENT
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The second step is to compile your
objectives statement.
These should be high-level STRATEGIC
OBJECTIVES
These objectives should be measurable.
What is important to note here is that the
Quality Policy needs to provide a
FRAMEWORK FOR OBJECTIVES.
It therefore makes sense that a Quality
Policy is designed TOGETHER WITH your
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Objectives Statement. While ISO9001
does not specifically require this, I believe
that it is implied and serves as a practical
method for meeting the requirements
relating to objectives.
Therefore the Quality Policy and
Objectives Statement should be designed
as a “consistent pair”. FINETUNING OF
THESE REQUIREMENTS takes place
later in section7 – Interlinking and Aligning
your data.
An example of an “Objectives Statement”
is shown below.
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10. .
We will achieve ISO9001:2015 certification by 01 Jan 2016
Our customer satisfaction target for 2016 is 95%
Our turnover target for 2016 is $50 Million
Our profit target for 2016 is 15% on turnover
Our project delivery time target is 98%
Delivery time target 98%
Quality target 99%
Service/Solutions target 98%
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12. QMS MATRIX
The third step is to compile your QMS
Matrix
While not specifically required by
ISO9001 this Matrix serves as a useful
tool that encapsulates various key
elements.
An understanding of the basic pillars of
your organization can quickly be
determined by this matrix.
This matrix is generally not suitable for
“display” and since we already have two
other documents namely the Quality
Policy and the Objectives Statement,
these two “display documents” should
serve as a visible HIGH-LEVEL VIEW
OF your QMS.
The QMS Matrix will break down the
elements further. An example is included
below

13. BUSINESS
PROCESS
OBJECTIVE
MEASURE OUTPUT KPI
REFERENCES PROCESS
OWNER
MARKETING 20% share of market Marketing FC06 John Jones
SALES Target 2016 $50 M turnover
Target 2016 15% profit on turnover
Sales FC05 Jack Black
PURCHASING Price 98% accuracy
Delivery time 95% accuracy
Quality 98% accuracy
Purchasing FC04 Harry White
PRODUCTION Quantities 99%
First Time Pass Final Inspection 95%
Number of NCR’s 5/week
NCR value per month < $10 000 p/month
Production FC01 Henry Smith
SERVICE 98% on time
95% rating on customer satisfaction
Service FC02 Steven Black
PROJECTS 98% on time
98% meeting of spec
95% rating on customer satisfaction
Projects FC03 Harold Green
HUMAN
RESOURCES
[COMPETENCY]
Competency levels 95%
Absenteeism 2%
Internal Satisfaction 95%
ILU chart
Human Resources FC 08
Susan Peters
FINANCE Invoice Payment
Debtors
Creditors
Finance FC10 Joe Penney
KPI = key performance indicator FC = flowchart
* This is a truncated example of a QMS Matrix - The basic pillars are included here:
Processes | Objectives |Flow Charts Reference | Process Owner
Add appropriate columns for your own QMS
.

15. JOB DESCRIPTIONS
The forth step is to design your
objectives job description template.
For the purposes of this primer, elements
relating to objectives requirements
should include responsibilities,
authorities and personal objectives
namely KPI’s.
Objectives should include a company-
wide requirement to operate according to
ISO9001, to your own internal
requirements and of course customer
requirements.
Depending on the department or area
concerned, specific
KPI’s or measurable objectives should
be included here.
It should now be clear that your QMS is
taking shape, and objectives at
“RELEVANT FUNCTIONS & LEVELS
are now being deployed via this method
as outlined in this tutorial.
An example is outlined below:

16. JOB DESCRIPTION
PRODUCTION MANAGER ABC WIDGET COMPANY
Operating Requirements: You will be expected to:
■ Operate according to ISO9001|2015 requirements
■ Operate according to Customer Requirements
■ Operate according to Internal Requirements
■ Operate according to the PROCESS APPROACH
■ Communicate any non-conformances via our formal
CORRECTIVE ACTION SYSTEM
Meet Production Targets:
■ Product/order quantities 99%
■ First Time Pass Final Inspection 95%
■ Number of NCR’s 5/week
■ NCR value per month < $10 000 p/month
Performance Appraisals:
Shall take place bi-annually, and shall include achievement of objectives and adherence to ISO9001 requirements
Responsibilities:
1 Manage the Production Facility
2 Adhere to the internal reporting requirements
Authorities:
1 Monthly Capital Expenditure $10 000
2 Weekly Maintenance $1500
Signed: January 2016 Henry Smith

17. .

18. .
I-L-U CHART
The fifth step is to design your I-L-U
template.
We could see this template as a sub-set
of your QMS Matrix.
It can be a challenge to address
COMPETENCY REQUIREMENTS.
This document addresses these
particular objectives, and also provides a
“3-Dimentional View” of the actual level
of competence within your company.
It should be clear that the practice of
sending staff on training courses is a
poor approach; the I-L-U chart defines
levels of competencies in a real-time
fashion
Where deficiencies are identified,
planning should take care of this namely
a schedule with actions steps should be
in place, which certainly should include
appropriate on-the-job training, external
training or awareness and
communications sessions.
An example is included below:

19. SKILL
Marketing
Presentation
Showcasing
SupplyChain
Excel
Word
ISO9001
NCR
3YrElectrical
Diploma
Project
Management
PROCESS
OWNER
BUSINESS PROCESS SKILL LEVEL
John Jones 1 MARKETING U U U L L L L
Jack Black 2 SALES I U U L L L L
Harry White 3 PURCHASING L U L L L L
Henry Smith 4 PRODUCTION L L L L L U
Steven Black 5 SERVICE I L L L L L I
Harold Green 6 PROJECTS L L L L L L U
Susan Peters 7 HUMAN RESOURCES L L L L L
Joe Penney 8 FINANCE L L L L L
ILU LEGEND
NO SYMBOL Cannot Perform Task
I Can Perform with Help
L Can Perform Task
U Can Train Others to do
Task
* This is a truncated example of an I-L-U chart which you can use as a basic framework

20. .

21. .
DATA AND INFORMATION ENTRY
The sixth step is to enter your data.
The information relating to the
documents outlined above should then
be entered and completed as far as is
practicable.
In other words, enter the information and
wording into the Quality Policy,
Objectives Statement, QMS Matrix, Job
Descriptions and I-L-U Chart.
The entering of this data may take place
at a high level, or at a departmental
level.
For instance, high level input should be
given for the Quality Policy and
Objectives Statement while departmental
input may be given for each job
description.
Departmental requirements should also
be carried over to the I-L-U Chart.
The data-entering step is illustrated
below:

22. .
Enter Data and Information
Of ABC Widget Company
QUALITY POLICY
ISO 9001:2015
OBJECTIVES STATEMENT
ISO 9001:2015
JOB
DESCRIPTIONS CHART
ILU
MATRIX
QMS
ISO 9001:2015 ISO 9001:2015 ISO 9001:2015

23. .

24. .
INTERLINKING AND ALIGNMENT OF DATA
The seventh step is to INTERLINK & ALIGN your
data.
We have now completed the design of our Quality
Policy, Objectives Statement, QMS Matrix, Job
Descriptions and I-L-U Chart.
We have entered our data into these documents.
We have especially focused on the data and
information relating to OBJECTIVES.
At this point we are about 95% complete, however
there is still some fine-tuning that we have to do.
We need to align our objectives.
This is not meant to be an exhaustive tutorial, but
one thing we should include
is the alignment of our Quality Policy with our
Objectives Statement.
We can quite literally ALIGN OUR OBJECTIVES
by drawing lines between our Quality Policy and
Objectives Statement.
Statements in our Policy can then be linked with a
specific measurable objective.
By linking each statement with one or more
measurable objectives, we thus have a Policy that
provides a FRAMEWORK for our objectives.
Note that in practice we might need to modify our
existing Policy and Objectives that already exist.
However, the net result should look something like
our example:

25. QUALITY POLICY OBJECTIVES STATEMENT
We are committed to
ISO9001:2015
We operate according to an
entrenched system of interrelated
procedures
We will achieve ISO9001:2015
certification by 01 Jan 2016
We operate our business to ensure
high levels of customer satisfaction
at all times
Our customer satisfaction target
for 2016 is 95%
Our business operates according to
sound financial principles and this
success is used to improve our
position in the market
Our turnover target for 2016 is $50
Million
Our profit target for 2016 is 15% on
turnover
We operate our projects within the
scope required by the client
Our project delivery time target is
98%
We insist on high levels of delivery
that do not impact our clients in a
negative way.
A comprehensive supplier
management system is in place.
Delivery time target 98%
Quality target 99%
Our service and solutions offering
is world-class
Service/Solutions target 98%
ALIGNMENT
OF
OBJECTIVES
[FRAMEWORK]

26. .
INTERLINKING AND ALIGNMENT OF DATA contd
We can further interlink and align our data by
checking the coherency between all of our
documents.
For instance, objectives should be aligned when
we check between Policy, Objectives Statement,
QMS Matrix, Job Descriptions and I-L-U Chart.
We might check the alignment of our Production
Area by linking the statement in our Policy
“We insist on high levels of delivery that do not
impact our clients in a negative way. A
comprehensive supplier management system is in
place”
with the high level objective
“Delivery time target 98% Quality target 99%”
in our Objectives Statement.
The lower level objectives are more specific in our
QMS Matrix, Job Description and I-L-U Chart.
Objectives relating to “First Time Pass Final
Inspection 95%” and “NCR value per month <$10
000” need to make sense.
We see for instance on our I-L-U Chart NCR
Competency has been identified as necessary for
the Production Area.
Such competency can realistically ensure the tight
first time pass rate and low monthly NCR value.
Such alignment and interlinking principles should
be applied to our complete QMS.

27. QUALITY POLICY
ISO 9001:2015
OBJECTIVES STATEMENT
ISO 9001:2015
JOB
DESCRIPTIONS CHART
ILU
MATRIX
QMS
ISO 9001:2015 ISO 9001:2015 ISO 9001:2015
Production
ISO 9001:2015
Linking of Production Process
To Objectives Elements Of
ABC Widget Company

28. .
You have seen the outline of our method to meet
the requirements of ISO9001:2015 relating to
OBJECTIVES.
At this point you may have realized that although
we have focused on objectives other elements are
addressed in parallel.
This is because objectives do not exist in a
vacuum. In your own organization you will find
That your objectives are deployed within your
existing processes and related elements.
This method outlined here is not mean to be rigid,
but serves as an effective seven-step process.
If convenient, this approach may be altered,
adjusted or improved to suit your needs.

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