Statement of Intent Albrighton Consulting is committed to the proper management of the organisations resources and business functions and is committed to follow sound business practice and quality processes. To this end, Albrighton Consulting aims to minimise the risk of business failure by adopting a planned and systematic approach to the management of quality processes within the business .
Objectives The objectives of this policy are to ensure:
Quality improvement opportunities are identified, assessed and implemented where possible.
Measures to monitor quality outcomes and KPI's are instigated and reviewed on a annual basis.
Employees are consulted and encouraged to contribute to the decision making process on quality initiatives at work.
Strategies Albrighton Consulting will achieve its quality outcomes by utilising an appropriate quality framework for business improvement. This will be achieved by two methods of measurement and improvement. Firstly utilising the ?Balanced Scorecard Methodology' for identifying and benchmarking quality improvements and secondly utilising , 'plan do check act', Deming's model for quality improvement to instigate quality improvement across the organisation.
Deming
W. Edwards Deming in the 1950's proposed that business processes should be analysed and measured to identify sources of variations that cause products to deviate from customer requirements. He recommended that business processes be placed in a continuous feedback loop so that managers can identify and change the parts of the process that need improvements. As a teacher, Deming created a (rather oversimplified) diagram to illustrate this continuous process, commonly known as the PDCA cycle for Plan, Do, Check, Act:
PLAN: Design or revise business process components to improve results
DO: Implement the plan and measure its performance
CHECK: Assess the measurements and report the results to decision makers
ACT: Decide on changes needed to improve the process
Balanced Scorecard
The balanced scorecard is a strategic planning and management system that is used extensively in business and industry, government, and nonprofit organizations worldwide to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals. It was originated by Drs. Robert Kaplan (Harvard Business School) and David Norton as a performance measurement framework that added strategic non-financial performance measures to traditional financial metrics to give managers and executives a more 'balanced' view of organizational performance. The balanced scorecard has evolved from its early use as a simple performance measurement framework to a full strategic planning and management system. The "new" balanced scorecard transforms an organization's strategic plan from an attractive but passive document into the "marching orders" for the organization on a daily basis. It provides a framework that not only provides performance measurements, but helps planners identify what should be done and measured. It enables executives to truly execute their strategies.
Albrighton Consulting will report annually against the Balanced Scorecard for quality improvement.
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