10.3 Continual Improvement

Continual improvement draws together various aspects of the Quality Management System:

ISO 9001 requires continual improvement of the effectiveness of the QMS.

What Drives Continual Improvement?

Continual improvement is driven by the objectives set by Top Management. As a minimum, quality objectives should address:

  1. The improvement of internal efficiency
  2. Individual customer requirements
  3. The level of performance that your market sector expects

There is no requirement that the organization should set objectives for improvement of all its processes at any one time. It would be unrealistic to expect an organization to make progress in all potential improvements simultaneously.

Each improvement will require the commitment of resources, which should be prioritized by Top Management, especially if investment is required.

How do I Identify Sources Of Improvement Opportunities?

Inputs for improvement opportunities are obtained from the following sources:

  • Customer satisfaction
  • Customer complaints and feedback
  • Market research and analysis
  • Inputs from employees, suppliers and other interested parties
  • Internal and external audits of the quality system
  • Records of product or process non-conformances
  • Data from process and product characteristics and their trends

Opportunities for improvement may also be identified on a special project basis. The following are examples of such projects:

  • Non value-added use of floor space
  • Excessive inspection/testing
  • Excessive handling and storage
  • Excessive failures and costs to quality
  • Machine set-up changeover times

Requirements for Continual Improvement Interface With

  • QMS planning
  • Quality objectives
  • Risks and opportunities
  • Recommendations for improvement
  • Improvement of the system, processes and product
  • Analysis and evaluation of data
  • Non-conformity and corrective action

Should I Document our Continual Improvement Process?

It is not a mandatory requirement to document your continual improvement process. However, you should always look to adequately define and control any operational processes that stimulate the betterment of your quality management system.

Also - it is up to you to demonstrate continual improvement to the Auditors - therefore, the implementation of a:

is recommended for most businesses.

How's Best to Document the Process?

Develop and implement a procedure that defines the roles and responsibilities for:

  • Sourcing improvement opportunities
  • Evaluating, prioritizing and implementing improvement opportunities
  • Reporting
  • Record keeping

Looking for Help Documenting Continuous Improvement?

Our Non-conformity & Corrective Action Procedure template is proven to work.

Measuring Continual Improvement Process Effectiveness

The effectiveness of the continual improvement process is often determined by looking for evidence that the organization has ensured that improvement objectives are consistent with the overall goal of enhancing customer satisfaction and increasing the level QMS performance.

Auditors will Look for Continual Improvement

Auditors will look for evidence that your organization is analyzing data from process monitoring, and is then taking the results forward for evaluating process efficiency and/or improving process output. One point that should be specifically examined is the consistency of the way in which the improvement of any one process contributes to meeting the overall objectives, so as to ensure that this will not conflict with the achievement of other objectives.

 

ISO 9001 Clauses - ACT

 

Updated: 1st September 2019
Author: Richard Keen

Richard Keen

Richard Keen

Richard is our Compliance Director, responsible for content & product development.
But most importantly he is ISO's biggest fanboy and a true evangelist of the standards.
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