QMP 6 – Evidence-Based Decision Making & QMP 7 – Relationship Management

QMP 6 – Evidence-Based Decision Making

Statement

Basing decisions on the outcomes of data analysis and evaluation guarantee improved capacities to arrive at the desired results.

Rationale

Decision making is a complex process that often involves a lot of uncertainties. This may involve multiple sources of inputs, some of which may have subjective interpretations. Therefore, it is important to understand cause-and-effect relationships and the potential unintended consequences of decision making. Ultimately, facts, evidence and data analysis are the necessary ingredients for achieving greater objectivity as well as develop the confidence needed in decision making.

Key Benefits

• Improved decision-making processes
• Improved assessment of performance processes as well as the required ability to achieve objectives
• Help improve operational efficiency and effectiveness
• People’s Increased ability to review, question and change opinions and decisions
• Increase the ability to measure the effectiveness of past decisions

Expected Actions

• Ascertain, measure, and monitor the organization’s key performance
• Allow suitable methods for the analysis and evaluation of relevant data and information.
• Enable competent employees to analyse and evaluate data as needed.
• Make decisions and take action based on available evidence, supported with experience and a certain level of understanding.
• Ensure all necessary data and information is available and accessible to all the relevant people.
• Be certain that all data and information is accurate, reliable and secure.

QMP 7 – Relationship management

Statement

Every organisation must learn to manage its relationships with interested parties – including suppliers, partners, customers, and distributors if they plan to have sustained success.

Rationale

Interested parties often influence the performance of an organization. Sustained success is more likely to be achieved when the organization manages relationships with all of its interested parties to optimize their impact on its performance. Relationship management with an organisation’s suppliers and partner networks is of great importance. 

Key Benefits

• The organisation’s improved performance through positive responses to opportunities
• Collective understanding of goals and values among interested parties
• Better capability to build increased value for interested parties through resource sharing as well as increasing competence and management of quality-related risks
• Properly managed supply chain that guarantees a stable flow of goods and services for the organisation

Expected Actions

• Identify all relevant and interested parties (such as suppliers, partners, distributors, customers, investors, employees, and the society as a whole) and how their relationships affect the organization.
• Measure performance and offer feedback to interested parties so as to enhance improvement initiatives.
• Identify and prioritize interested party’s relationships that need better attention.
• Create relationships that support short-term gains with long-term considerations.
• Appreciate improvements and achievements by suppliers and partners.
• Share information, expertise and resources with relevant interested parties.
• Create collaborative development and improvement activities with suppliers, partners and other relevant interested parties.