6 Resource management

6.1 General recommendations

6.1.1 Introduction

Top management should ensure the identification and availability of resources required to implement the strategy and achieve organizational goals. These include resources for the operation and improvement of the quality management system, as well as satisfying customers and other interested parties. The resources may include personnel, infrastructure, work environment, information, suppliers and partners, natural and financial resources.

6.1.2 Issues to be taken into account

To improve an organization's need to pay attention to resources such as:
- Effectiveness, efficiency and timely provision of resources, taking into account the capabilities and limitations;
- Material resources, such as advanced manufacturing and ancillary equipment;
- Intangible assets such as intellectual property;
- The resources and mechanisms to facilitate innovative permanent improvements;
- Organizational structure, including services that meet the needs of project management and matrix approach;
- Information management and technology;
- Improving competence through targeted training, education and training;
- Developing skills and leadership profiles for future managers of the organization;
- The use of natural resources and their impact on the environment;
- Planning resource requirements for the future.

6.2 Employees

6.2.1 Involvement of people

Management should improve the efficiency and effectiveness of the organization, including quality management system through the involvement of workers and their support. To assist in achieving the goals of improving their organization's activities to encourage the involvement and development of its employees through:
- Planning to ensure ongoing training and career;
- Determining the responsibility and authority of personnel;
- Develop personal and group goals, management and execution of a process evaluation of the results;
- Promote the involvement of employees in goal setting and decision making;
- Recognition and reward;
- To promote an open, two-way exchange of information;
- Ongoing review of the needs of their employees;
- Creating conditions that encourage innovation;
- Ensuring effective teamwork;
- Information about the proposals and opinions;
- The use of measurements of the degree of satisfaction of employees;
- Determine the reasons for joining the organization and employees in their dismissal.

6.2.2 Competence, awareness and preparation

6.2.2.1 Competence

Management should ensure you have the competencies required for effective and efficient operation of the organization. This is achieved based on analysis of actual and expected demand for competence in comparison with the existing competence of employees of the organization.
The basis of considerations about the need for competency are:
- Future requirements associated with strategic and operational plans and objectives;
- The expected management and the need for consistent application of the labor force;
- Changes in the processes of the organization, tools and equipment;
- Assessment of the competence of individual employees to perform certain activities;
- Legislative and regulatory requirements and standards affecting the organization and its stakeholders.

6.2.2.2 Awareness and training

When planning for the needs of the education and training should take into account changes due to the nature of the organization's processes, the degree of preparedness of personnel and organizational culture.
Armament employees knowledge, acquisition of skills and experience aims to improve their competence.
In the course of education and training emphasizes the importance of meeting the requirements, needs and expectations of customers and other stakeholders. Preparation also includes an awareness of the consequences for the organization and its employees failure to comply.
To support the objectives of the organization and development of its employees in planning education and training are taken into account:
- The experience of workers;
- Implicit and explicit knowledge;
- The skills of leadership and management;
- A tool for planning and improvement;
- Group work;
- Problem solving;
- Communication skills;
- Culture and social behavior;
- Knowledge of the markets, needs and expectations of customers and other stakeholders;
- Creativity and innovation.
To facilitate the involvement of workers education and training also include:
- Forecast the future of the organization;
- Policies and objectives of the organization;
- Organizational change and development;
- Initiating and implementing improvement processes;
- Benefits from creativity and innovation;
- The impact of organizations on society;
- An introductory course for new employees;
- Periodic training programs for employees already trained.
Plans for training should include:
- End;
- Programs and methods;
- The necessary resources;
- Determination of the necessary domestic support;
- Assessment of competency of employees;
- Measuring the effectiveness and impact on the organization.
Ongoing education and training should be evaluated in terms of expectations and the impact on the effectiveness and efficiency of the organization as a means of improving the training plans for the future.

6.3 Infrastructure

Management should define the infrastructure necessary for product realization, given at the same time the needs and expectations of stakeholders. The infrastructure includes resources such as the production area, office space, work equipment and the equipment, support services, information and communication technologies, as well as vehicles.
The process of determining the infrastructure necessary to achieve effective and efficient product life cycle includes the following:
a) the provision of infrastructure defined in terms of purpose, functionality, performance, availability, cost, security, privacy and renewal;
b) Development and implementation of methods of maintenance and repair to ensure that the infrastructure continues to meet the needs of the organization, and these methods must take into account the type and frequency of maintenance and repair, as well as verification of operation of each element of the infrastructure, depending on its importance and scope of use;
c) assessment of the infrastructure based on the needs and expectations of stakeholders;
d) consideration of environmental issues related to infrastructure, such as conservation, pollution, waste and recycling.
Natural phenomena that can not be controlled, can impact on infrastructure. In terms of infrastructure should take into account the identification and reduction of the risks and reflect a strategy to protect the interests of stakeholders.

6.4 Work environment

Management should ensure a positive impact on the motivation of the work environment, job satisfaction and staff to improve the organization. Creating a suitable working environment - a combination of human and physical factors - includes considerations for:
- The methods of creative work and opportunities for better engagement with a view to realizing the potential of people in the organization;
- Safety rules and guidelines, including how to use protection;
- Ergonomics;
- Placement of jobs;
- Social interaction;
- Means of maintenance personnel in the organization;
- Heat, humidity, light, air extract;
- Sanitation, cleanliness, noise, vibration and pollution.

6.5 Information

Management needs to treat the data as a fundamental source of information for conversion to and continued development of knowledge organization, which is important when making decisions based on facts, and can stimulate innovation.
For information management organizations, should:
- To identify their information needs;
- Identify and access internal and external information sources;
- Convert information into knowledge used in the organization;
- Use data, information and knowledge for the formulation and implementation of goals and strategies;
- Provide appropriate security and confidentiality;
- Assess the benefits derived from using the information to improve management information and knowledge.

6.6 Suppliers and partnerships

Management should establish communication with suppliers and partners to support and facilitate the exchange of information with a view to mutual improvement of the efficiency and effectiveness of the processes that create value.
The organization, there are various opportunities to add value by working with suppliers and partners, such as:
- Optimization of the number of suppliers and partners;
- Establishing two-way communication at the appropriate levels of both organizations to facilitate the rapid solution of problems and eliminate costly delays or disputes;
- Collaboration with suppliers in the validation capabilities of their processes;
- Monitoring the ability of suppliers to deliver relevant products to eliminate the unnecessary verifications;
- Encouraging providers to implement programs of continuous improvement activities and to take part in other joint initiatives to improve;
- The involvement of suppliers in the organization design and development in order to exchange knowledge, efficient and effective process improvement life cycle and supply the relevant products;
- The involvement of partners in the definition of requirements for procurement and joint development strategy;
- Assessment, recognition and reward efforts and achievements by suppliers and partners.

6.7 Natural Resources

Attention should be paid to the presence of natural resources, which may affect the organization's activities. Despite the fact that such resources are often beyond the direct control of the organization, they can have a significant positive or negative impact on its results. The organization must have a plan or plans of action for unforeseen circumstances to ensure the availability or renewal of these resources to avoid or minimize negative impacts on the organization.

6.8 Financial Resources

Resource management includes activities to establish funding needs and sources. Control over financial resources involves comparing the actual use of a planned and necessary action.
Management includes planning, ensuring the availability and control of financial resources necessary to implement and maintain effective and efficient quality management system and achieve organizational goals. Management also involves the development of innovative financial techniques to support and promote the improvement of the organization.
Improving the efficiency and effectiveness of quality management system can have a positive impact on financial performance organizations, such as:
a) internally, by reducing failures of processes and products or waste of materials and time;
b) externally, by reducing the failure of products, reduce costs to compensate for the warranties and guarantees, as well as reduce the price of loss of customers and markets.
Information on such matters may also provide a means of establishing ineffective or inefficient activities and initiate suitable action for improvement.
Financial statements for activities related to the operation of the quality management system and related products should be used in the analysis by management.