Putting stakeholders first in satisfying quality, safety and other requirements

Many readers will have encountered ISO 9000 registered organizations that failed to keep their promises. It is often the case that organizations have approached the standard with the wrong objective in mind. The intent of ISO 9000 is not to create uniform management systems. It is a set of criteria that, when applied correctly, will enable organizations to produce products and supply services t...

08/01/2006


Many readers will have encountered ISO 9000 registered organizations that failed to keep their promises. It is often the case that organizations have approached the standard with the wrong objective in mind. The intent of ISO 9000 is not to create uniform management systems. It is a set of criteria that, when applied correctly, will enable organizations to produce products and supply services that meet customer requirements, in a manner that satisfies all stakeholders.

It is often this latter concept that has escaped management’s attention with the result that the needs of customers, employees, investors and suppliers are continually being traded off against each other.

A commonly held but erroneous view is that ISO 9000 advocates that organizations should document what they do and do what they document. Clearly it is important for organizations to keep their promises. This is what the ISO 9000 family of standards is all about, but regrettably it has been taken to ridiculous lengths in the belief that doing what you document will somehow improve product quality. If what you do is not effective to

Too much reliance has been placed on ISO 9000 certification and not enough on building a reputation for delivering on promises. Organizations need to view themselves as a system of interconnected processes, to recognize that they have only one system and then design that system so that it enables the organization to accomplish its mission. Afterwards, they can assess whether it meets requirements of ISO 9001 or any other standard imposed by the market, taking care to only correct omissions that are essential for the business.

The importance of stakeholders

Organizations are created to achieve a goal, mission or objective, but they will only do so if they satisfy the needs and expectations of their stakeholders. Stakeholders have freedom to provide something to or withdraw something from an enterprise:

  • Investors can withdraw their stake if an organization fails to perform

  • Society can withdraw its support for an organization and invoke legal action if it fails to manage its impact on society

  • Employees can withdraw their labor if their health and safety is compromised

  • Suppliers can withdraw their patronage if their invoices are not paid.

  • Each of these stakeholders has needs, and they are not mutually exclusive.

    • If the organization cannot satisfy the other stakeholders by supplying a particular customer, it should negotiate with the customer and reach an agreement whereby the specification is modified to allow all stakeholders to be satisfied. If such an agreement cannot be reached, the organization has to decline to supply under those conditions.

      Taking a process approach

      Taking the view that a process (in the context of organizational management) is a set of interrelated activities, behaviors and resources that achieves a result, and that a managed process is one that achieves an objective, we can represent the relationship between the organization, its mission, the results it produces and its stakeholders by a business cycle as illustrated in Figure 1.

      In the diagram we find that: