SO9004:2000E) Top management should also define methods for measurement of the organization's performance in order to determine whether planned objectives have been achieved Methods include measurement of process performance throughout the organization, external measurement, such as benchmarking and third-party evaluation assessment of the satisfaction of customers, people in the organization and other interested parties assessment of the perceptions o customers and other interested parties of performance of products provided, and measurement of other success factors identified by management derived from such measurements and assessments should also be management review in order to ensure that continual improvement of the quality management system is the driver for performance improvement of the organization 5.1.2 Issues to be considered When developing, implementing and managing the organizations quality management sy stem management should consider the quality management principles outlined in 4.3 On the basis of these principles, top management should demonstrate leadership in, and commitment to the following activities understanding current and future customer needs ad expectations, in addition to requirements promoting policies and objectives to increase awareness, motivation and involvement of people in the organization establishing continual improvement as an objective for processes of the organization planning for the future of the organization and managing change setting and communicating a framework for achieving the satisfaction of interested parties In addition to small-step or ongoing continual improvement, top management should also consider breakthrough changes to processes as a way to improve the organizations performance. During such changes, management should take steps to ensure that the resources and communication needed to maintain the functions of the quality management system are provided Top management should identify the organizations product realization processes, as these are directly related to the success of the organization. Top management should also identify those support processes that affect either the effectiveness and efficiency of the realization processes or the needs and expectations of interested parties Management should ensure that processes operate as an effective and efficient network. Management nould analyse and optimize the interaction of processes, including both realization processes and support Consideration should be given to nsuring that the sequence and interaction of processes are designed to achieve the desired results effectively and efficiently ensuring process inputs, activities and outputs are clearly defined and controlled, monitoring inputs ad outputs to verify that individual processes are linked and operate effectively ad efficiently. dentifying and managing risks, and exploiting performance improvement opportunities, conducting data analysis to facilitate continual improvement of processes identifying process owners and giving them full responsibility and authorityISO 9004:2000(E) 6 Top management should also define methods for measurement of the organization’s performance in order to determine whether planned objectives have been achieved. Methods include - financial measurement, - measurement of process performance throughout the organization, - external measurement, such as benchmarking and third-party evaluation, - assessment of the satisfaction of customers, people in the organization and other interested parties, - assessment of the perceptions o customers and other interested parties of performance of products provided, and - measurement of other success factors identified by management. Information derived from such measurements and assessments should also be considered as input to management review in order to ensure that continual improvement of the quality management system is the driver for performance improvement of the organization. 5.1.2 Issues to be considered When developing, implementing and managing the organization’s quality management system, management should consider the quality management principles outlined in 4.3. On the basis of these principles, top management should demonstrate leadership in, and commitment to, the following activities: - understanding current and future customer needs ad expectations, in addition to requirements; - promoting policies and objectives to increase awareness, motivation and involvement of people in the organization; - establishing continual improvement as an objective for processes of the organization; - planning for the future of the organization and managing change; - setting and communicating a framework for achieving the satisfaction of interested parties. In addition to small-step or ongoing continual improvement, top management should also consider breakthrough changes to processes as a way to improve the organization’s performance. During such changes, management should take steps to ensure that the resources and communication needed to maintain the functions of the quality management system are provided. Top management should identify the organization’s product realization processes, as these are directly related to the success of the organization. Top management should also identify those support processes that affect either the effectiveness and efficiency of the realization processes or the needs and expectations of interested parties. Management should ensure that processes operate as an effective and efficient network. Management should analyse and optimize the interaction of processes, including both realization processes and support processes. Consideration should be given to - ensuring that the sequence and interaction of processes are designed to achieve the desired results effectively and efficiently, - ensuring process inputs, activities and outputs are clearly defined and controlled, - monitoring inputs ad outputs to verify that individual processes are linked and operate effectively ad efficiently, - identifying and managing risks, and exploiting performance improvement opportunities, - conducting data analysis to facilitate continual improvement of processes, - identifying process owners and giving them full responsibility and authority