Leadership

This category is mentioned by all models except the ISO Six Sigma (ISO/CD 13053-1, 2009). According to the ISO 9001 (2008) framework, one requirement is management responsibility. This is also mentioned in ISO 14001 (2004), OHSAS 18001 (2007) and NP 4457 (2007). According to SP (2010), leaders must have a philosophical and cultural commitment to organization, must be able to lead others with integrity and must define a strategic direction that provides a unifying vision, assuring a safe environment. MBNQA (2011) states that leaders must assure their personal actions guide and sustain the organization, to meet its legal, ethical and societal responsibilities. In addition, EFQM (2011a) mentions that leaders act upon future requirements, acting has role models for organizational values and ethics and inspiring trust at all times. Leaders must share the values of the vision and must establish business strategies (JUSE, 2011). As it is possible to analyze in Annex 1, the standards mentioned that leaders or top management must demonstrate their commitment in their communications and their actions. SCOR point out that supply chain leaders are responsible for align the skills of their people and organizational structure with strategic objectives (SCC, 2010).

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61 The leader must develop the vision, mission, goals and values of the organization, promoting a business culture that takes into consideration practices that improve operations and, according to ISO 9001 (2008) establish a quality policy, according to ISO 14001 (2004) and EMAS (2009) an environment policy such as pollution prevention and waste minimization, and according to OHSAS 18001 (2007) a health and safety policy in the workplace. The management of knowledge, ideas and creativeness mentioned by NP 4457 (2007) and by the award EFQM (2009); and the social and ethical behavior towards the local community and society are establish by the standard ISO 26000 (2010), the tool GRI (2011) and the award SP (2010). All awards mention that leadership must be engage with the organization and its supply chain.

3.2.2. People

People are an organization`s key asset, because they are an essential part of every value stream, process and system (SP, 2010). SCOR (SCC, 2010) mention that, "talented people are at the heart of supply chains that effectively respond to and exploit the opportunities." For MBNQA (2011), people are actively involved in accomplishing the work of any organization. People development, empowerment, creativeness and learning are among the important issues mentioned and it is possible to evaluate in Annex 1. SP (2010) states that the organization`s culture must be dictated by respect for each individual. Respect for every individual supports the development of employees and creates an environment for empowerment, associated with the improvement of processes. This principle includes education, training and coaching.

The model ISO/CD 13053-1 (2009) specifies a system, which ensures that every employee has an identified key role and can respond to the requirements of six sigma. According to EMAS (2011b) and SP (2010), the employees that take training get new skills which make it possible for them to recognize their roles and understand why their actions matter. EMAS (2011b) suggests that employees should respond to what the leader communicates and should work as a team.

In addition, the employee’s contribution must be recognized by the organization (ISO 9001, 2008) through communication and rewards. These are ways to motivate employees (EFQM, 2011a). When employees feel that are treated with dignity, fairness and equity (EFQM, 2011a; ISO 26000, 2010; GRI, 2011) and feel that their work is a mean to solving major issues of concern to them, a powerful source of commitment and loyalty is developed (SP, 2010). MBNQA (2011) indicates that empowering employees to take action and give solutions to

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problems concerning their work increases employees’ commitment and involvement. These cause a deep engagement with the organization (GRI, 2011).

3.2.3. Strategic Planning

Strategy is a proactive customer-oriented business objective (JUSE, 2011; ISO 9001, 2008) with policies, plans, objectives, and processes which are developed and deployed in order to deliver the strategy (EFQM, 2011a). The MBNQA (2011) examines how to convert strategic objectives into action plans. The SCOR (SCC, 2010) mentioned the importance to define realistic targets that support strategic objectives. As it is possible to see in Annex 1, the strategic planning may be defined as quality objectives (ISO 9001, 2008), environment objectives (ISO 14001, 2004; EMAS, 2009) or health and safety objectives (OHSAS 18001, 2007) and also in innovation objectives (NP 4457, 2007). According to ISO/CD 13053-1 (2009), the six sigma project must be linked to an organization`s business strategy.

To the award EFQM (2011a), social responsibility is considered in developing strategy that promotes social and cultural activities. In addition, ISO 26000 (2010) mentions that social responsibility may be an integral part of the core organizational strategy, with assigned responsibilities to all appropriate levels of the organization. The models ISO 9001 (2008), ISO 14001 (2004), OHSAS 18001 (2007) and MBNQA (2011) mentioned that legal and others requirements must be taken into consideration.

Strategy and policy must be reviewed periodically to ensure that they remain relevant and appropriate to the organization (ISO 9001, 2008; ISO 14001, 2004; EFQM, 2011a).

3.2.4. Stakeholders

Stakeholder can be defined as a group or a person such as employees, customers, suppliers, shareholders, investors or beneficiaries, special interest group or community members (JUSE, 2011; SP, 2010; MBNQA, 2011).

The MBNQA (2011) mentions that an organization must take into account all stakeholders in the value chain, because stakeholders can place constraints on the organization`s business. The EFQM (2011a) model mentions that the relationship between an organization and its stakeholders must be planned and managed. SCOR (SCC, 2010) refers to the importance of an

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63 easier coordination with customers, suppliers and others stakeholders. According to SP (2010) and EFQM (2009), the leaders must define the organization`s responsibilities in protecting the environment, the health and safety of all the organization`s stakeholders, and also they should be personally involved with stakeholders.

The standards ISO 9001 (2008), ISO 14001 (2004), OHSAS 18001 (2007) and the NP 4457 (2007) refer to the communication of the procedures and requirements so as to allow for a better understanding of the value chain. GRI (2011) and SP (2010) mention that transparency can be defined as a complete revelation of information that allows stakeholders to make decisions. SP (2010) also mentions to the importance of nurturing a proactive and a long-term relationship. As indicate in Annex 1, GRI (2011) and ISO 26000 (2010) refer to the stakeholder engagement process as a tool for understanding the expectations and interests of stakeholders.

3.2.5. Processes

Processes are related with the creation of value for the customer (MBNQA, 2011; JUSE, 2011; SP, 2011; ISO 9001, 2008; SCC, 2010) and other stakeholders (EFQM, 2011a) through continuous improvement (SP, 2010). According to MBNQA (2011) a process refers to linked activities with the purpose of producing a product or service for a customer and involves combinations of people, machines, tools, techniques, materials and improvements in a defined series of steps or actions. It is important to manage the processes, doing the right things, as defined by customer (SSC, 2010).

According to the awards of the MBNQA (2011) and EFQM (2011a), organizations must design, manage and improve their processes. For these two awards, processes are one of the criteria. To the standards, each process should be documented (OHSAS 18001, 2007; ISO 14001, 2004; ISO 9001, 2008) and controlled (ISO/CD 13053-1, 2009). Another technique that must be used is the standardization of processes. Standardization represents control of the process, constructing the process as simply as possible (SP, 2010). According to the award of SP (2010), processes are related to continuous improvement. Continuous improvement is a principle underpinning most of the models under consideration (Annex 1).

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3.2.6. Results

Performance may influence the decisions to be made at different organizational levels, i.e., at the strategic, tactical, and operational levels. It is important to measure progress accurately, because good feedback of results makes it possible to adjust activities, practices, processes and plans.

Some management frameworks provide performance indicators, such as GRI in sustainable performance, SP in business performance or SCOR in supply chain performance. The award SP mentioned that the results must be represented by quality, cost/productivity, delivery, customer satisfaction and morale (SP, 2010). MBNQA (2011) asserts that the results are a composite of outcomes, including product and process, customer-focused, workforce-focused, leadership and governance, and financial and market performance. The award EFQM (2011a) refers to results as people, customers, society, and other key financial and non-financial results. SCOR (SCC, 2010) mentioned that performance is focused on reliability, responsiveness, agility, cost and asset. The others models do not specify which performance indicators to apply. They only refer to which information should be analyzed (ISO 9001, 2008; ISO 14001, 2004; OHSAS 18001, 2007; NP 4457, 2007). The MBNQA (2011) states that measuring, monitoring, and analysis of the progress on a regular basis are the prerequisites of evaluating the performance. This performance can be measured by a performance measurement system. This system can monitor all organization and its supply chains.

In this perspective, SP (2010) states that the balanced scorecard may be applied to evaluate all aspects of performance. MBNQA (2011) indicates the Balanced Scorecard as a tool to be used by the organizations. Moreover, the EFQM model uses the balanced scorecard as an approach to achieving balanced results (EFQM, 2011b). However, the balanced scorecard`s four standard perspectives are different from the four different result areas of the EFQM. Nevertheless, any measures can be included in the balanced scorecard perspective (EFQM, 2011b).