Strategic management
Strategy and day-to-day work in the same system.
Annual planning, objectives, indicators with targets, SWOT, change management and process map.
Available on these plans
- Freenot included
- Starternot included
- Professionalnot included
- Businessincluded
- Enterpriseincluded
Why connect strategy and operations
An objective without an indicator doesn’t get tracked, and an indicator nobody measures is just decoration. Having planning, objectives, indicators and changes in the same system as the operation shows whether day-to-day work is taking the company where it wants to go.
ISO 9001, clauses 4.1, 5.2 and 6.2: context of the organization, quality policy and objectives.
From planning to measurement
Planning
Mission, vision, values and quality policy.
Objectives
Objectives linked to the year’s plan.
Indicators
Targets and measurements, with a reminder when a measurement is missing.
Changes
Change management with a plan and follow-up.
Day to day
Leadership
Defines the mission, vision, quality policy and objectives for the year.
Who leads
Measures the indicators and gets a reminder when a measurement is missing.
Who audits
Checks the process map, the SWOT and change management.
What comes with it
SWOT
Strengths, weaknesses, opportunities and threats.
Process map
Processes described in SIPOC format.
Indicators with targets
See which ones are below target.
Works together withManagement reviewsRisksAI Connect
- Which indicators are below target?
- Suggest an action plan for this indicator.
Explore the other modules
- Documents: Procedures, manuals and forms with drafting, consensus and approval, mandatory reading and a reminder before they expire.
- Incidents: Record the incident with evidence, follow the supervisor review and the Quality analysis, and see what it cost and how much can be recovered.
- Nonconformities: Handle nonconformities with 5 whys or Ishikawa, a 5W2H action plan and an effectiveness check. If it didn’t work, the NC goes back to root cause.
- Audits: Plan internal, external, customer and supplier audits, record findings with evidence and create an NC or improvement opportunity straight from the finding.
- Risks: 5×5 probability and impact matrix, inherent and residual risk, treatment with actions and deadlines, and alerts when a department piles up NCs.
- Suppliers: Weighted questionnaire, Gold, Silver, Bronze or Rejected rating and re-evaluation on time. Suppliers answer through a link, no login needed.
- Disputes: When an incident has a dispute, it gets its own handling, with technical justification, BL number and carrier fee.
- Recovered value: Financial control of incidents shows the amount involved, what was recovered and what is still open.
- TAPI: TAPI adds up each employee’s losses over 12 months and suggests an action and a deadline for each band.
- Management reviews: ISO 9001 9.3 input topics created automatically, participants, decisions that become an NC or OM, and minutes in PDF.
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