The document emphasizes the importance of strategic planning in organizations, detailing the roles of vision, mission, goals, and objectives. It outlines how to effectively set SMART objectives and their relevance within the ISO 9001:2015 quality management system. Additionally, it discusses the distinction between goals and objectives, providing a framework for establishing measurable quality objectives that align with organizational strategy.

1. by
PRANEET SURTI
STRATEGY
DEPLOYMENT
IN
AN ORGANIZATION

2. Of all the functions involved in management, planning is the most important.
As the old saying goes,
“Failing to plan is planning to fail”.
Setting Vision, Mission Followed by Policy and Objectives are very critical steps in
the Strategic planning process. An organization needs to be sure as in how to set
these important performance measurements.
INTRODUCTION

3. At the close of this session, you will be able to know about:
 What is a Vision, Mission & Quality Policy
 Recognize the difference between Goals and Objectives
 Understand the importance of setting Goals and Objectives
 Describe how Goals and Objectives are set
 State what SMART Objectives are
 Requirement of Objectives in ISO 9001:2015 Standard
 Target
OBJECTIVES OF THE SESSION

4. STRATEGY FLOW PYRAMID
VISION
MISSION
QUALITY POLICY
DEPARTMENTAL OBJECTIVES
KEY RESULT AREAS

5. VISION: The ability to think about or plan the future with imagination or wisdom.
Example: To become a global leader in XYZ Manufacturing Machines
VISION & MISSION
MISSION: It defines the company’s business, its measurable objectives and
its approach to reach them, It is derived from the Vision Statement
Example: To achieve sales of 50 Cr by sourcing products in India & abroad
with 100% customer Satisfaction

6. POLICY
Intentions and direction of an organization as formally expressed by its top
management, derived from its Vision & Mission

7. POLICY IN ISO 9001:2015
5.2.1 Establishing the quality policy
Top management shall ESTABLISH, IMPLEMENT AND MAINTAIN a quality
policy that:
a) is appropriate to the PURPOSE AND CONTEXT of the organization and
supports its STRATEGIC DIRECTION;
b) provides a FRAMEWORK for SETTING QUALITY OBJECTIVES;
c) includes a COMMITMENT to SATISFY APPLICABLE REQUIREMENTS;
d) includes a COMMITMENT to CONTINUAL IMPROVEMENT of the
QUALITY MANAGEMENT SYSTEM.
5.2.2 Communicating the quality policy
The quality policy shall:
a) be available and be maintained as
DOCUMENTED INFORMATION
b) be COMMUNICATED, UNDERSTOOD and
APPLIED WITHIN THE ORGANIZATION
c) BE AVAILABLE to relevant interested parties, as
appropriate.
CLAUSE 5.2 POLICY

8. Although the terms “goals” and “objectives” are often used interchangeably,
there is a difference between them:
GOALS Vs. OBJECTIVES
GOALS
• General
• Intangible
• Broad
• Abstract
• Strategic – long-range direction, set by top
executives
OBJECTIVES
• Specific
• Measurable
• Narrow
• Concrete
• Tactical – short-range, set by managers to
accomplish goals

9. SMART OBJECTIVES
SPECIFIC
MEASURABLE
ACHIEVABLE
RESULT ORIENTED
TIME BOUND

10. Specific objectives are:
 Concrete
 Detailed
 Focused
 Well-defined
 Straight-forward
 Action-oriented
SPECIFIC OBJECTIVES
When setting objectives that are SPECIFIC, ask:
 What am I going to do? Use action verbs such
as develop, execute, conduct, build
 Why is it important to do this?
 Who is going to be involved?
 When do I want this to be completed?
 How am I going to do this?

11.  Measurements for objectives help you
know when you have accomplished
them.
 If you set an objective that is
measurable, when you complete it you
have tangible evidence of completion.
MEASURABLE OBJECTIVES
When setting objectives that are MEASURABLE, ask:
 How will I know when this objective has been
achieved?
 What measurements can I use?

12.  Achievable objectives are those that you can actually accomplish (something
you can really do within the time frame set) and not an aspiration or vision.
 Achievable objectives need to challenge you but not so much so as to be
unattainable or to cause frustration in being unable to complete.
ACHIEVABLE OBJECTIVES

13. Realistic objectives are those that you have
the resources to accomplish including:
 Skills
 Funding
 Equipment
 Staff
REALISTIC OBJECTIVES
When setting objectives that are REALISTIC, ask:
 Do I have the resources to accomplish?
 Do I need to rearrange my priorities to
accomplish?
 Is it possible to complete this objective?

14.  Time-oriented objectives are those which
have deadlines for completion.
 The time frames create sufficient urgency
and lead to action.
 The deadlines, just as with overall
objectives, must be achievable and
realistic.
 For a complex objective, break into small
parts with a date for completion for each.
TIME BOUND
When setting objectives that are TIME-BOUND,
ask:
 What is the earliest yet achievable and
realistic date for this objective to be
completed?
 Have I included this date in the statement of
the objective?

15. OBJECTIVES IN ISO 9001:2015
6.2.1 The organization shall establish quality objectives at RELEVANT
FUNCTIONS, LEVELS AND PROCESSES
needed for the quality management system.
The quality objectives shall:
a) be CONSISTENT with the quality policy;
b) be MEASURABLE;
c) take into account applicable REQUIREMENTS;
d) be relevant to conformity of products and services and to
ENHANCEMENT of CUSTOMER SATISFACTION;
e) be MONITORED;
f) be COMMUNICATED;
g) be UPDATED as APPROPRIATE.
The organization shall maintain DOCUMENTED INFORMATION on the
quality objectives.
6.2.2 When planning how to achieve its quality
objectives, the organization shall determine:
 what will be done
 what resources will be required
 who will be responsible
 when it will be completed
 how the results will be evaluated
CLAUSE 6.2 QUALITY OBJECTIVES AND PLANNING TO ACHIEVE THEM
Format

16. Specific and (where possible) measurable performance requirements set for the
organization, internal departments, groups or individuals, that will lead to the
achievement of an Objective
Example:
Identify and record all sources of ABC manufacturing area by the end of August 2019
16
TARGETS

17. SMARTER OBJECTIVE

18. ACTIVITY
Each members to come out with 5 Extraordinary Ideas for Setting Strategy
In the following Heads
 EASE FOR CUSTOMER - YELLOW
 INCREASE SALES & EXPLORING NEW MARKETS - ORANGE
 NEW IDEAS FOR GROWTH - GREEN
 ENHANCING QUALITY & UPGRADE DESIGN - PINK
 DECREASE LEAD TIME & COST - WHITE

19. CORRECTIVE
& PREVENTIVE ACTION
About the Trainer
PRANEET SURTI
Management Consultant
[Lead Auditor ISO 9001:2015, B.E Mechanical Engineering]
BLUE STEEL MANAGEMENT CONSULTANTS
Cell : +918347008127; +91 8109773774
Email: praneetsurti20@gmail.com
LinkedIn: http://in.linkedin.com/in/praneetsurti
Diversified consulting Solutions, Unvarying Sustainable Quality
“Strategy is style of thinking, a conscious and deliberate process, an
intensive implementation system, the science of insuring future
success.”
— Pete Johnson