1- Leadership and Management 

The management of the organization ensures that the current and future needs of the customers are identified and the strategies and policies of the organization towards securing the requirements of the interested parties are also identified, planned and implemented. Furthermore, the management ensures that the values and systems required for the improvement of the diverse dimensions of the product quality are taken into consideration. The leaders achieve product quality and facilitate and support its continuity through their own actions and behaviors.

1-1 The top management clearly shows its commitment to the culture based on business ethics principals in which product quality is taken into full consideration.

1-1.1 The leaders of the organization are personally involved and participate in defining and transferring to the employees the organization’s plans and projects, large and small, in the area of product quality management system improvement.
1-1.2 The employees are encouraged and supported towards attaining product quality objectives at any scale, large and small.
1-1.3 The employees are empowered to participate in product quality improvement activities.
1-1.4 The efforts of individual employees and teams, at all levels, towards deepening the various dimensions of product quality and the processes that affect it are openly, publicly and at the right time, are appreciated and rewarded.

1-2 The top management define and develop all the values and systems necessary for ensuring and improving product quality.

1-2.1 Systems required for realization of the policies and strategies based on business ethics principals concerning products, and its quality assurance and improvement, are established
1-2.2 The implementation and establishment of the processes for measurement, review and improvement of key and main product results are ensured.
1-2.3 All activities towards product quality improvement are planned, identified and implemented through creativity, innovation and learning.
1-2.4 The ownership of processes and accountable responsibilities for problems are clearly determined.

1-3 The organization's strategies are based on the current and long-term/future expectations and needs of the interested parties.

1-3.1 The information required for understanding and defining competitive advantages in the markets and market segments, in which the organization is presently active or will be active in future, are gathered.
1-3.2 The current and future needs and expectations of the interested parties, including customers, employees, partners, society, environment and shareholders are identified, understood and anticipated.
1-3.3 The developments and evolutions that occur in the marketplace, such as the competitors activities are identified, understood and predicted. 1-3-4- The process capabilities that affect the quality of the product are improved to attain the strategic objectives.

1-4 The organization's strategy is based on information and data that achieve from performance measurement, product quality, identifying and understanding the customer needs, and learning from processes and activities related to it.

1-4.1 The results of the indicators of the organization's internal performance including review and measurement of the effectiveness of production processes, quality assurance and quality improvement processes, are analyzed.
1-4.2 The results of activities, such as the activities that are focused on product quality both within and outside of the organization, are evaluated through benchmarking.
1-4.3 The key partnerships and suppliers strategies are addressed
1-4.4 The performances of the competitors and the best organizations as well as the data related to the main capabilities of the existing or potential suppliers are analyzed.
1-4.5 Long and short term social, environmental, safety and legal developments are analyzed.
1-4.6 All data and information are analyzed in order to determine the effects of new technologies, new business models and work procedures, on product performance. Their related risks are also identified and managed.
1-4.7 The critical success factors are identified and managed
 

1-5 Product quality improvement strategies are transferred to key processes and are implemented in them.

1-5.1 The organization has a logical and clear communication framework.
1-5.2 The product quality related strategies are transferred to other interested parties.
1-5.3 Clear strategies for product quality should be used as a basis for planning the activities and determining the objectives of the organization.

2 Processes

Successful organizations design, manage and improve processes, related to product quality, in order to fully satisfy, and generate increasing value for customers and other interested parties.

2-1 The processes of designing, planning, creating and realization products and services are managed and improved.
 

2-1.1 Market research and customer surveys and other forms of feedback are used to determine the current needs and expectations of the customers from the products.
2-1.2 The conditions for product quality improvement in line with the future needs and expectations of the customers and other interested parties are predicted and identified.
2-1.3 New products that would create added value are designed and developed in cooperation with customers and suppliers.
2-1.4 New products are developed for the current established market and for finding access to other markets.
2-1.5 To design and develop new products use is made of the major innovation, creativity and capabilities of the employees and the suppliers.

2-2 Customer relations processes are managed and enhanced.

2-2.1 The feedback from daily contacts with the customers and their complaints in particular are given due consideration.
2-2.2 There is active interaction with the customers with the aim of identifying and addressing their needs, expectations and concerns.
2-2.3 The levels of satisfaction with products are determined through after sales follow ups and provision of other services.
2-2.4 To determine and enhance the levels of satisfaction use is made of regular opinion customer surveys and other forms of structured data gathering, such as regular daily contacts with the customers.
2-2.5 All the necessary guidance and information about the responsible use of the product should be provided to the customer.

2-3 The product quality improvement and assurance processes are planned and managed systematically with the aim of protecting the interests of the interested parties.

2-3.1 The key processes for realization products and assuring and improving their quality within the framework of quality management system are identified and analyzed.
2-3.2 The social and environmental requirements for the success of products in the market are identified and included in the processes.
2-3.3 All the necessary data and information for the proper and effective use of the product are provided for the customers in order to protect the interests of the interested parties.
2-3.4 The indicators and criteria of quality assurance and improvement are determined, reviewed and up-dated, by use of benchmarking.
2-3.5 The product quality assurance and improvement systems are managed in line with the objectives and aims of the interested parties.

2-4 The innovation and creativity processes aimed at product development, are managed and enhanced.

2-4.1 The existence of clear responsibilities with respect to innovation and creativity regarding products, processes, projects and plans are ensured.
2-4.2 The innovation and creativity processes are systematically helped and managed.
2-4.3 There are effective background for and possibility of teamwork as regards innovation and creativity processes.
2-4.4 Marketing processes are used towards innovation and creativity and optimization of quality of products.
2-4.5 There exist management methods and systems for supporting innovation and creativity.
2-4.6 Benchmarking is continuously used for innovation and creativity in processes through review and comparison with the best.

3 Resources

Successful organizations plan and manage partnerships, suppliers and internal resources, in order to support special strategies for product quality, and effective performance of the relevant processes to ensure product quality.

3-1 Partnerships and suppliers are managed towards creating added value for customers and improving product quality.

3-1.1 In line with the organization’s strategies the key capabilities of suppliers and opportunities for supporting and mutual development of partnerships are identified and managed.
3-1.2 Partnerships and suppliers are encouraged to cooperate in product quality development processes.
3-1.3 There is synergy in mutual cooperation towards process improvement and adding value to supply chain/customers.
3-1.4 Mechanisms for assessment and reporting about performance of partnerships and suppliers are established.

3-2 Financial resources for product quality improvement are managed.

3-2.1 Financial strategies and processes for optimum use of financial resources towards product quality improvement are created, implemented and developed.
3-2.2 Financial mechanisms are used towards ensuring the effectiveness and efficiency of product quality management system.
3-2.3 Financial risks affecting the quality management system are identified and managed.

3-3 Organization's infrastructures (e.g. buildings and equipment) and materials are managed towards adding value for product quality

3-3.1 It is ensured that the physical environment of the organization is such that it supports and helps product quality improvement.
3-3.2 The risks concerning the use of the buildings, equipment and materials which affect the quality of products, are managed.
3-3.3 The materials and semi-finished products are appropriately monitored, measured and managed. These include optimization of the stock, optimum use of energy, reduction and recycling of wastes and materials planning.

3-4 The technology for product quality improvement and the interests of the interested parties are managed

3-4.1 The strategies for technology management aimed at consolidating the processes related to product quality are defined and developed.
3-4.2 Various technologies are identified, evaluated and used considering product quality strategies.
3-4.3 Information and communication technologies are appropriately used to improve data and information transfer with the aim of improving product quality.
3-4.4 The potentials and effects of modern technology on product quality are identified and predicted.

3-5 Organizational learning and team and individual knowledge are managed towards product quality improvement

3-5.1 In line with achieving the policy and strategy of product quality improvement, the required strategy for gathering, structuring and management of data, information and knowledge is created and developed.
3-5.2 The needs for data, information and knowledge that affect product quality are identified.
3-5.3 The validity, integrity and security of information are ensured and improved upon.
3-5.4 Effort is made to acquire, increase and make effective the use of knowledge towards product quality improvement both at the individual and team levels.

4 Human Resources

Successful organizations make complete use of the talents of their employees at the individual, team and organizational levels and manage them appropriately. They encourage the employees to improve product quality, and empower them to do so, and do all the necessary to enhance their incentives to participate in product quality improvement.

4-1 The capabilities of the employees for product quality improvement are identified, developed and maintained to ensure that the employees work in line with the requirements for product quality improvement.

4-1.1 In line with the product quality improvement, processes for recruitment, employment, replacement and career planning are implemented.
4-1.2 Educational and human resource plans are developed and implemented to ensure that the employee work in line with requirements of product quality improvement.
4-1.3 In line with the strategies and processes of product quality improvement, the effectiveness of all the training and human resources development plans are evaluated and improved upon.
4-1.4 It is ensured that the employees fully understand the quality policies and strategies of the organization and can find their roles in them.
4-1.5 The employees are assisted and supported to improve their performances in product quality activities.

4-2 Employees participate in product quality improvement efforts and towards this end they are given the necessary authorities and responsibilities

4-2.1 Mechanisms for effective mutual relationship between employees and organization are established.
4-2.2 Team working is utilized for improving the quality of product.
4-2.3 The employees and teams are encouraged to and helped towards participating in product quality improvement activities.
4-2.4 The employees are empowered to evaluate the effectiveness of learning from actions taken in the area of product quality.
4-2.5 The employees are encouraged to analyze information and data related to product quality, acting individually or in teams, with the aim of determining the later actions.

4-3 Employees’ efforts for product quality improvement are appreciated and rewarded
 

4-3.1 Performance of the people is assessed systematically against determined objectives.
4-3.2 There is a system for appreciating and rewarding the employees to sustain the participation of those who show appropriate behavior with respect to developing and strengthening product quality.
4-3.3 The system for appreciating and rewarding the employees’ performances is deployed and developed.
4-3.4 The communication requirements to serve product quality objectives are identified and established.

5 Customer and consumer results

Successful organizations continually measure the results of their activities in connection with customers and consumers and thus arrive at staggering results.

1. Perception Measures
These are perception measures of customers and consumers of product quality (obtained, for example, from customer surveys, focus groups, vendor ratings, compliments and complaints).
Depending on the nature of the organization and the product, examples of measures may include:

Image:
 Accessibility;
 Communication;
 Transparency;
 Flexibility;
 Pro-active behavior;
 Responsiveness.

Products and services:
 Quality;
 Value;
 Reliability;
 Design innovation;
 Delivery;
 Environmental profile.

Sales and after sales support:
 Capabilities and behavior of employees;
 Advice and support;
 Customer literature and technical documentation;
 Handling complaints;
 Product training;
 Response time;
 Technical support;
 Warranty and guarantee provisions.

Loyalty:
 Intention to repurchase;
 Willingness to purchase other products and services from the organization;
 Willingness to recommend the organization.

 

2. Performance Indicators

These measures are the internal ones used by the organization in order to monitor, understand, predict and improve the performance of the organization and to predict perceptions of its external customers.
Depending on the purpose of the organization and the product, examples of measures that may be made include:

Image:
 Number of customer accolades and nominations for awards;
 Press coverage.

Products and services:
 Competitiveness;
 Defect, error and rejection rates;
 Quality awards, approvals and certificates
 Signs of compatibility with the requirements for safety and environment etc.
 Seals of approval, environmental labels;
 Guarantee provisions and warranty provisions;
 Complaints;
 Logistic indicators;
 Product life cycle;
 Innovation in design;
 Time to market.

Sales and after sales support:
 Demand for training;
 Handling of complaints;
 Response rates.

Loyalty:
 Duration of relationship;
 Effective recommendations;
 Frequency/value of orders;
 Lifetime value;
 Numbers of complaints and compliments;
 New and/or lost business;
 Customer retention.

6 Society and environment Results

The organization continually measures the results and effects of the product, production and distribution processes on the society and environment, from the beginning of the design stage till the end of the life time of the product, and thus arrives at staggering findings.

1. Perception Measures
These are measures of the perception of the society and the organizations that are related to the environment about the product in question and its effects, which are obtained through surveys, reports, field studies, press articles, public meetings, opinions of the people’s representatives and governmental authorities. Depending on the nature of the organization and the product, examples of measures may include:

Image:
 Responsiveness to contacts;
 As an employer ;
 As a responsible member of the community.

Performance as a responsible citizen:
 Disclosures of information relevant to the community;
 Equal opportunities practices;
 Impact on local regional, national and global economies;
 Relationships with relevant authorities;
 Ethical behavior.

Involvement in the communities where it operates:
 Involvement in education and training;
 Involvement of community bodies in relevant activities;
 Support for medical and welfare provision;
 Support for sport and leisure;
 Voluntary work and philanthropy.

Reduction and prevention of nuisance and harm from its operations and/or throughout the lifecycle of its products and services:
 Health risks and accidents;
 Noise and odour;
 Hazards (safety);
 Pollution and toxic emission;
 Analysis of the supply chain;
 Environmental performance evaluation/lifecycle evaluation.

Reporting on activities to assist in the preservation and sustainability of resources:
 Choice of transport;
 Ecological impact;
 Reduction and elimination of waste and packaging;
 Substitution of raw materials or other inputs;
 Usage of utilities e.g. gases, water, electricity,
 Recycling.

2. Performance Indicators
These are internal indicators used by the organization in order to monitor, recognize, predict and improve its performance and predict the perceptions of the society and the environment. Depending on the nature of the organization and the product, examples of measures may include:

degree of interaction with society:
 Development of imports and exports;
 Product development and release;
 Exchange of information with society and related organization
 Environmental and social responsibilities
 Audits and clear reports.

Accolades and awards received:
 Approvals;
 Certificates;
 Awards. 
 

7 Key Performance Results 

The organization measures and evaluates its performance and human resources results in connection with the product and interested parties, and arrives at staggering results.

1. Financial Indicators
Depending on the nature of the organization and the product, examples of measures may include:

Market related and general data:
 Sale;
 Share price;
 Dividends.

Profitability:
 Gross margins;
 Earnings before interest and tax;

Investment and asset related information:
 Rate of return on invested capital;
 Rate of return on net assets;
 Rate of return on sale.

Budgetary Performance related to the product:
 Budget planning;
 Performance against unit budgets;
 Performance against organization budgets.

2. Non Financial Indicators

Depending on the nature of the organization and the product, examples of measures may include:

Processes:
 Performance;
 Assessments;
 Innovations;
 Cycle times.

supplier performance:
 Quality of conformance;
 Price;
 Time.

Buildings, equipment and materials:
 Defect rates;
 Inventory turnover;
 Utilization.

Technology:
 Innovation rate;
 Value of intellectual property;
 Patents and royalties.

Information and knowledge:
 Accessibility;
 Integrity;
 Value of intellectual capital.

3- Perception indicators on employee results
These are measures of the perception of employees, related to the product, which are obtained through surveys, focus groups, interviews and evaluations. Depending on the nature of the organization and the product, examples of measures may include:

Motivation:
 Career development;
 Communication;
 Empowerment;
 Equal opportunities;
 Involvement;
 Leadership;
 Opportunity to learn and achieve;
 Recognition;
 Target setting and appraisal;
 The organization’s values, mission, vision, policy and strategy;
 Training and development.

Satisfaction:
 Organization’s administration;
 Employment conditions;
 Facilities and services;
 Health and safety conditions;
 Job security;
 Pay and benefits;
 Peer relationships;
 Change management towards product quality improvement;
 The organization’s environmental policy and impact;
 The organization’s role in the community and society;
 Working environment.

4. Performance Indicators on employee results These are internal indicators which the organization uses for monitoring, recognizing, predicting and improving employee performance related to the product and their perceptions. Depending on the nature of the organization and the product, examples of measures may include:

Achievements:
 Competency requirements versus competencies available;
 Productivity indicators;
 Success rates of training and development to meet objectives;
 External awards and recognition.

Motivation and involvement:
 Involvement in improvement teams;
 Involvement in suggestion schemes;
 Levels of training and development;
 Measurable benefits of team work;
 Recognition of individuals and teams;
 Response rates to people surveys.

Satisfaction:
 Absenteeism and sickness levels;
 Accident levels;
 Grievances;
 Recruitment trends;
 Staff turnover and loyalty;
 Use of organization provided facilities and benefits.

Services provided to the organization’s people:
 Accuracy of personnel administration;
 Communication effectiveness;
 Speed of response to enquiries;
 Training evaluation.