Siamak Noori - Assistant Professor –Faculty of Industrial Engineering, University of Science & Industry
Ali Reza Mahmoodi Gharaie - MS. In EMBA - Management Representative of Toklan Toos Co.

In this article, we will describe the proposed model of strategic & quality management approach to operation assessment of R&D organization. As we know, the quality management system (ISO 9001-2000 version) has dramatically been changed to the same version of 1994.The major change has been the Process Oriented Approach toward the Quality Management System. Whereas each process includes inputs, outputs, internal processing, objectives, and finally some plans to achieve the goals, so the direct/indirect relations with the department/organizational objectives are embedded in it and the system internal processes relation with organizational objectives starts from this point. If the processes of quality management system and the financial processes, which have lees been noticed, as well as the defined organizational projects can be corresponded to the main objectives (down to up/up to down relation), the relation between the strategic plan of organization and organizational processes & projects shall be occurred. In this step the processes and projects should exactly be defined and the people engaged in the processes (projects) should be arranged under a working group defining a person as the team head or manager. In the strategic plan of organization we achieve some strategic objectives from organizational vision and mission. These objectives can be described as R&D process and projects objectives. Each process or project can be divided in several sub-process or sub-projects. Each process (project) of R&D includes several strategic objectives and, in the next step, each individual strategic objective is corresponded to the indicators, which are the base of objective measurement, by balanced scorecards. In this step, the status of objective achievement is calculated and automatically entered in the information system as trend or comparative graphs, considering the defined indicators and intervals (monthly, annually…). Based on the status of the objectives realization (in processes), and the time schedule and the project progress or deviation (in projects), the function of the people engaged in the process (project) can be quantitatively judged.

Process oriented, vision, mission, strategy, critical success factors (CSF), strategic planning