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A retrospective study was conducted in KPJ Penang to see the performace of quality objectives for year 2012 compared to year 2013 for Pharmacy department, Radiology department, Physiotherapy department and Laboratory department.The four departments were selected because they are the revenue generating departments. The revenue generated by the four departments were also monitored for year 2012 and year 2013 to see whether there is an improvement in 2013 compared to 2012. The objective is to see whether the improvement in the revenue generated is in line with the improvement of the quality objective for the four departments. The overall statistics for outpatients, inpatients and total revenue of the hospital were also monitored for both 2012 and 2013. Based on the data collected the four departments had achieved the set quality objectives for 2012 and 2013 . However for the Pharmacy department the performance of the quality objective in 2013 was slightly lower compared to 2012 due to the increase number of outpatients. For the other three departments the performance of quality objectives in 2013 was better that 2012. In term of revenue generated, all the four departments had generated revenue which was better in 2013 compared to 2012. From this study we can see that the improvement of quality objectives of the four departments is related to the improvement of revenue generated by them. I. Introduction In the upcoming revision to ISO 9001, the most significant change is probably not what you'd expect it to be. It's not continual improvement, customer satisfaction, or even the process-model structure of the standard. The most significant change is that it requires the organization to establish quality objective at each relevant function and level within the organization .The manner in which quality objectives are established and managed will have an enormous impact on the organization's performance. Whether the quality objectives will drive strategic improvements throughout the organization, significantly elevating the importance of the quality management system, or become a meaningless exercise in data collection will depend on how the task is carried out. Quality objectives are selected by the managers who are directly responsible for the processes concerned. Process owners will require assistance from the management representative as the resource personel when selecting quality objectives. The role of the facilitator is to challenge the paradigms that process owners may be using to develop their metrics. Process owners are accustomed to measuring their own performance, but the measures may or may not have any obvious links to the organization's key measures. Quality objectives must also be cross-checked against objectives in other areas to ensure that suboptimization doesn't occur which may harms other functions. Objectives linked to output or machine utilization sometimes cause suboptimization, especially in departments responsible for storing and moving finished goods. Quality objectives may be set at various functional levels of the organization which may be useful to cover these levels as they add value and contribute to customeror organizational objectives. Employees at all levels must be made aware of the importance of and how they must contribute to the achievement of these objectives. Quality objectives must be measurable either quantitatively or qualitatively. Quantitative measures are generally more objective in determining whether conformity or effectiveness has been achieved where as the use of qualitative measurements may be appropriate. Also acceptable are objectives based on yes/no criteria, (e.g. - develop new product by March 2006). The quality objectives of the company are directly related with the company's quality policy and are formulated every year during the management review.The company's management is committed to formulate measurable quality objectives directly related to the quality policy, the customers' demands and its objective capabilities Quality objectives help to determine conformity to requirements such as customer and regulatory and facilitate the quality management system in term of effective deployment and improvement. Quality objectives

iosr journal of business and management

The Impact Of Quality Objectives Of Various Services On Revenue Enhancement And Increase In Volume Of Business For Kpj Penang Specialist Hospital, Malaysia