Do organizations have plans in place to improve efficiency and effectiveness?
This issue has always generated considerable confusion. However, let us adopt the popular meanings of efficiency as doing things right and effectiveness as doing the right things. If processes have been designed to deliver conforming product, fixing problems when it fails to do so can hardly be called an improvement in effectiveness – it is process control. Restoring the status quo after process variation beyond specified limits is corrective action but for many organizations, it is deemed an improvement action. It is only when the specification is changed as a result of determining it is no longer the right specification that an improvement in effectiveness can be claimed. Many organizations had, in effect corrective action plans to bring about process control rather than plans for improving process efficiency and effectiveness. There is little evidence to indicate that they checked that their objectives remained relevant to stakeholder needs even though ISO 9001 clause 5.3 requires t
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