ISO 9001:2000 - Main goal of a communications process in any organization?

[Carlos Echeverry]

What do you think should be the main goal of a communications process in any organization?, but not just related towards iso 9001 requirementes but in a general topic.

 

[D.Scott]

I'm not sure what you are asking but if I read it right you are not looking for an answer like "clear transfer of information from one party to another".

There are obviously many goals of a communication process though. Are you looking for input on various steps and which we think is the most important? Is the presentation the most important factor? Is it the content? The attention of the receiver?

I am interested to see some of the answers you get here.

Dave

 

[db]

What do you think should be the main goal of a communications process in any organization?, but not just related towards iso 9001 requirementes but in a general topic.

Real quick off hand, I think there should be two goals. First is to have a consistent message across the organization. The second is to ensure changes are effectively implemented.

With that said, it is important to look at communication in all of its forms. For example; One of our goals is to ensure ontime delivery. Yet the performance objective of purchasing is to save a million dollars through purchasing. Is the performance objective in line with the goal? So what is really being communicated? Our actions need to be consistent with our language. After all "actions speak louder than words".

Might change this as I think more (thinking is hard for, and on, me).

 

[Wes Bucey]

Real quick off hand, I think there should be two goals. First is to have a consistent message across the organization. The second is to ensure changes are effectively implemented.

With that said, it is important to look at communication in all of its forms. For example; One of our goals is to ensure ontime delivery. Yet the performance objective of purchasing is to save a million dollars through purchasing. Is the performance objective in line with the goal? So what is really being communicated? Our actions need to be consistent with our language. After all "actions speak louder than words".

Might change this as I think more (thinking is hard for, and on, me).

My bid for communication goal is to consider impact on the entire organization rather than on a small sub-set of the organization. (Call it "big picture" thinking.)

The problem with many organizations is that communication is NOT organization-wide. In the example of purchasing given above, the NET effect (savings or loss) to the organization (soft costs of late deliveries, extra inspection, phone calls, emails, and fax followups to supplier, etc.) is rarely considered because the short-term goal of one department (Purchasing) is rarely communicated throughout the organization to solicit meaningful input regarding impact on the other departments.

 

[Peter Fraser]

What do you think should be the main goal of a communications process in any organization?, but not just related towards iso 9001 requirementes but in a general topic.

Carlos

I would stop and ask yourself why you want a "communications process". I would look at all your processes (ie how you set strategy, produce goods and deliver services, what you do to enable that to happen), and define: (a) what has to be communicated to others at each step, and (b) what information has to be obtained from someone else to allow the person responsible for that step to carry it out. That is communication - and it happens all through normal operations. [It is easier to define when you use a deployment flowchart approach, since you can show who is involved in each task, including customers and suppliers] I don't believe that "communication" has to be a separate process.

 

[apestate]

db

can I put what you said straight into our quality manual?

:>

 

[sal881vw]

Hello Carlos,
We have identified all of the communication processes that are necessary to us and addressed them in one procedure. We felt that the communication inputs,outputs needed to be verified and also validated.........kind of control and monitoring.
Namely communication falls under the responsibilty of the HR and QM, however Union resp and employees have are able to use company standard practices as well.
The system works ....from top to bottom......and.......bottom to top.
examples for communication:
QMSs, WI
Surveys, suggestion scheme
Local applicable news or awareness programmes.

 

[db]

db

can I put what you said straight into our quality manual?

I'm a consultant, I'd have to charge you.

added...........

Wait, I just re-read my post. What part do you want to put the in the quality manual. The part that says: "thinking is hard for, and on, me"

The problem with many organizations is that communication is NOT organization-wide. In the example of purchasing given above, the NET effect (savings or loss) to the organization (soft costs of late deliveries, extra inspection, phone calls, emails, and fax followups to supplier, etc.) is rarely considered because the short-term goal of one department (Purchasing) is rarely communicated throughout the organization to solicit meaningful input regarding impact on the other departments.

I'm not sure it is too far off topic, Wes, and you are correct. I discuss with clients the prospect of having personal goals auditable. My performance objectives need to be consistent with the quality policy, and really are no different than other quality objectives. All of this does fit into the communication plan. The more open the organization (from a communication standpoint), the better the communication will flow. Communication processes need to extend organization-wide, but also organization deep, and must flow freely both ways.

 

[Graeme]

good or bad, and in whatever manner

I would stop and ask yourself why you want a "communications process". I would look at all your processes (ie how you set strategy, produce goods and deliver services, what you do to enable that to happen), and define: (a) what has to be communicated to others at each step, and (b) what information has to be obtained from someone else to allow the person responsible for that step to carry it out. That is communication - and it happens all through normal operations. [It is easier to define when you use a deployment flowchart approach, since you can show who is involved in each task, including customers and suppliers] I don't believe that "communication" has to be a separate process.

Excellent!

Also: After the the organization has defined what needs to be communicated for every core and supporting process to function, an honest gap analysis will reveal what is actually communicated (and how) and the net result - does it help or hinder the process? (For instance, db's example of purchasing having possibly incompatible goals of cost reduction and on-time delivery.)