Strategic Consulting That Prepares You for the Future
Analiz Formu
Her soruyu Evet, Belki veya Hayır olarak cevaplayın.
1. Are the core business processes in your organization (sales, purchasing, production/services, human resources, etc.) clearly defined?
2. Are the individuals responsible for the execution and outcomes of each process clearly identified?
3. Are the starting and ending points of processes, as well as their interconnections, clearly understood?
4. Are there up-to-date documents or workflows explaining how critical business processes should be carried out?
5. Do employees understand how their responsibilities affect other processes and departments?
6. Is the transfer of work and information between departments carried out through a defined system?
7. Are measurable indicators used to evaluate process performance?
8. Are process performance results regularly monitored by management?
9. When target results are not achieved, are the causes investigated and necessary actions taken?
10. Are inefficiencies such as delays, errors, repeated work, or unnecessary activities in business processes regularly identified?
11. Are the results of process changes and improvements monitored to assess whether the expected benefits have been achieved?
12. Are customer complaints and feedback used to improve the relevant processes?
13. Is there a method for employees to communicate process-related issues or improvement suggestions to management?
14. Are there handover, backup, or documentation practices in place to prevent work from becoming dependent on specific individuals?
15. Are potential operational risks within processes identified, and are measures taken to address these risks?
16. Are control and approval steps within processes designed to reduce risks without creating unnecessary workload?
17. Do the software and digital tools in use facilitate business processes and reduce manual tasks?
18. Can data stored across different systems or departments be accessed easily and reliably when needed?
19. Are business processes regularly reviewed in line with company growth, organizational changes, or new requirements?
20. Is process management actively used not only for documentation purposes but also to improve efficiency and overall company performance?
1. Does your organization have a documented and up-to-date strategic plan?
2. Are your strategic objectives monitored using measurable indicators (KPIs)?
3. Are your core business processes defined and documented?
4. Is process performance regularly measured and evaluated?
5. Are financial and operational risks systematically identified and monitored?
6. Is customer satisfaction regularly measured, and are actions taken based on the results?
7. Is employee performance evaluated against predefined objectives or criteria?
8. Does your company have sustainability-related goals or practices in place?
9. Is the flow of information and work between departments managed within a defined system?
10. Are the causes of errors and problems analyzed and corrective actions taken to prevent recurrence?
11. Are roles, authorities, and responsibilities clearly understood by employees within your organization?
12. Does management regularly evaluate company performance using financial and operational indicators?
13. Are budgeted and actual results regularly compared and variances analyzed?
14. Are employees’ training and development needs regularly identified, and are relevant development activities carried out?
15. Are backup or handover plans in place for critical positions and responsibilities to support business continuity?
16. Are important decisions in your organization made based on reliable and up-to-date data?
17. Are digital tools and technologies used effectively to improve the efficiency of business processes?
18. Is supplier performance regularly evaluated based on defined criteria such as quality, delivery, cost, or similar factors?
19. Are the results of improvement and development initiatives monitored and the benefits achieved evaluated?
20. Are the human resources, financing, and operational capacity required to achieve your organization’s growth and development goals planned in advance?
1. Does your organization have a written sustainability policy or strategy?
2. Are roles and responsibilities related to sustainability issues clearly defined within your organization?
3. Is your energy consumption regularly measured, and are initiatives carried out to improve energy efficiency?
4. Is your water consumption measured, and do you have targets or initiatives in place to reduce water use?
5. Are social issues such as occupational health and safety, employee development, and working conditions regularly monitored?
6. Are environmental, social, and economic sustainability criteria taken into account in procurement processes?
7. Are your suppliers evaluated based on environmental and social criteria?
8. Is progress toward sustainability targets regularly evaluated, and are necessary improvement actions taken?
9. Does your organization systematically identify and monitor the environmental impacts arising from its activities?
10. Are your sustainability targets monitored using measurable indicators (KPIs)?
11. Does your organization calculate or regularly monitor its greenhouse gas (GHG) emissions (carbon footprint)?
12. Are systematic practices in place to reduce, reuse, or recycle waste?
13. Are sustainability-related legal requirements and regulatory changes that may affect your organization regularly monitored?
14. Does your organization assess the risks and opportunities arising from climate change and other sustainability-related issues?
15. Are environmental and social impacts taken into account in sustainability-related investment and project decisions?
16. Are the sustainability-related expectations of customers, employees, suppliers, and other key stakeholders regularly assessed?
17. Are the environmental and social impacts that your organization’s products or services may generate throughout their life cycle assessed?
18. Is sustainability performance data regularly recorded and reviewed by management?
19. Are training or awareness initiatives carried out to increase employees’ awareness and competence in sustainability?
20. Does your organization regularly communicate its sustainability performance to customers, employees, investors, or other stakeholders?
1. Has your organization systematically reviewed the changes between ISO 9001:2026 and ISO 9001:2015 and identified their impact on the existing quality management system?
2. Has your organization systematically reviewed the changes between ISO 9001:2026 and ISO 9001:2015 and identified their impact on the existing quality management system?
3. Have the necessary actions, responsible parties, and timeline for the transition to ISO 9001:2026 been defined?
4. Is top management aware of its roles and responsibilities in the transition to ISO 9001:2026 and actively involved in the process?
5. Have management’s role and practices in developing and sustaining a quality culture within your organization been evaluated?
6. Has the role of ethical behaviour within the quality management system and organizational culture been evaluated, and have the necessary practices been defined?
7. Has the alignment of your quality policy with your organization’s context and strategic direction been reassessed in line with ISO 9001:2026?
8. Does management evaluate whether your quality management system supports your organization’s strategic objectives?
9. Are the risks and opportunities that need to be addressed within the quality management system clearly distinguished and evaluated separately?
10. In addition to actions addressing identified risks, are actions planned to actively pursue and realize opportunities?
11. Have the necessary awareness activities, communication, or practices been planned to enhance employees’ awareness of quality culture?
12. Are the necessary measures being taken to ensure that employees are aware of the importance of ethical behaviour within the quality management system?
13. Is it assessed whether climate change is a relevant issue in relation to your organization’s purpose, strategic direction, and ability to achieve the intended results of its quality management system?
14. Is it assessed whether interested parties have requirements or expectations related to climate change?
15. Have the processes and documented information that need to be updated due to the ISO 9001:2026 transition been identified?
16. Have the impacts of the changes to be made under ISO 9001:2026 on existing processes and other management systems been evaluated?
17. Is the ability of your quality management system to remain effective in the face of digitalization, changing business conditions, and organizational knowledge needs being evaluated?
18. Has your internal audit program been planned or updated to cover the ISO 9001:2026 requirements?
19. Has it been planned to evaluate the changes related to ISO 9001:2026 during management review processes and monitor the necessary actions?
20. Have you contacted your certification body regarding the ISO 9001:2026 transition timeline and how the transition of your certification will be managed?
1. Are the sources from which your organization obtains water and the activities in which it is used clearly identified?
2. Is total water use regularly measured and recorded, and are changes over time monitored?
3. Are processes, equipment, or activities with high water use separately identified and monitored?
4. Are the risks associated with water stress or water scarcity at the locations where your organization operates assessed?
5. Has the potential impact of water supply disruptions, drought, or restricted access to water on your critical operations been assessed?
6. Have the amount of water required to maintain critical operations and the level of dependence on water been identified?
7. Are measurable targets established to reduce water use, and is progress toward achieving these targets regularly monitored?
8. Are water consumption data regularly analyzed to identify the causes of unexpected increases in water use?
9. Are regular inspections conducted to detect and prevent leaks, water losses, or unnecessary consumption in the water supply system?
10. Are water efficiency criteria considered when investing in new equipment, systems, or processes?
11. Are water efficiency criteria considered when investing in new equipment, systems, or processes?
12. Are initiatives being carried out to improve processes, working methods, or equipment in order to reduce water consumption?
13. Where appropriate, is the potential use of rainwater, reclaimed water, or other alternative water sources evaluated?
14. Are wastewater volumes and the characteristics of discharged water monitored and controlled in accordance with the requirements applicable to your organization?
15. Are the significant impacts of water use and discharges on the environment, local water resources, and relevant stakeholders assessed?
16. Are applicable legal and other requirements related to water management identified, and are changes to these requirements regularly monitored?
17. Are employees provided with the necessary information or training on efficient water use, preventing water losses, and water management practices relevant to their roles?
18. Are water-related risks arising from significant suppliers, raw materials, or outsourced activities assessed?
19. Are the results of initiatives implemented to reduce water use or improve water efficiency measured and their effectiveness evaluated?
20. Are water-related risks, performance results, and improvement needs regularly reviewed by management, and are the necessary actions taken?
1. Are your company’s environmental and sustainability claims supported by up-to-date and reliable evidence?
2. Do the environmental claims used clearly specify which product, service, activity, or environmental impact they cover?
3. Are general environmental claims such as “environmentally friendly,” “green,” or similar terms supported by clear and verifiable information to avoid misleading consumers?
4. Are the sources, calculation methods, and scope of the data used in environmental claims documented so that they can be explained when necessary?
5. Is an environmental benefit related to only a specific feature of a product or service communicated in a way that does not create the impression that the entire product or service is environmentally superior?
6. Is care taken to ensure that significant negative environmental impacts of a product or service are not overlooked or concealed in environmental claims?
7. 1. mu? When making claims about the environmental attributes of products or services, are relevant life cycle stages and significant environmental impacts considered in a manner appropriate to the nature of the claim?
8. When making claims about improvements in environmental performance, are the baseline, comparison period, and scope of measurement clearly defined?
9. Are environmental comparisons with competing products, services, or past performance made under the same or equivalent conditions and based on clearly defined comparison criteria?
10. 1. sunulması önleniyor mu? Is care taken to ensure that a feature or practice already required by law is not presented as a unique environmental advantage of the company?
11. Is care taken to ensure that environmental symbols, logos, visuals, or statements used by the company do not create the impression of a certification, verification, or third-party endorsement that the company does not actually have?
12. Are the criteria underlying the sustainability or environmental labels used by the company and what those labels represent clearly defined?
13. Can specific environmental claims such as “recyclable,” “recycled content,” or “reusable” be verified based on the conditions and scope under which the claim applies?
14. Are quantitative climate-related claims, such as carbon footprint or emissions reductions, supported by reliable data and appropriate calculation methods?
15. When publicly communicating future environmental commitments, does your company establish clear plans, measurable targets, and monitoring mechanisms to support those commitments?
16. Are environmental claims used across the company’s website, social media, advertisements, product packaging, and sustainability reports consistent with one another?
17. Are environmental claims prepared for marketing or communication purposes reviewed for accuracy, verifiability, and the risk of being misleading before publication?
18. Are the information, data, and documents supporting environmental claims retained in a way that demonstrates the validity of the claims and remains accessible when needed?
19. When the data, methodology, product attributes, or conditions underlying an environmental claim change, is the claim reassessed to ensure it remains up to date, and is the related communication revised when necessary?
20. Does your company regularly review its environmental and sustainability claims to identify and correct statements that are misleading, unverifiable, outdated, or taken out of context?
1. Do your employees apply the management system requirements relevant to their roles in their daily work, rather than only following what is documented?
2. Are the policies and objectives within the scope of the management system understood by employees and linked to their daily activities?
3. Does top management actively monitor the management system throughout the year, rather than only during audit periods?
4. Do process owners clearly understand their roles, authorities, and responsibilities related to their processes?
5. Do the processes defined within the management system accurately reflect your organization’s actual operations and the interactions between departments?
6. Are procedures, instructions, forms, and other documented information kept up to date and aligned with the methods actually followed by employees?
7. Are management system objectives defined in measurable terms, and is progress toward achieving them regularly monitored?
8. Are the indicators established to evaluate process performance regularly measured, and are the results used in decision-making processes?
9. Are risks and opportunities that may affect the organization’s management system identified and assessed, and are the necessary actions monitored?
10. Are the competencies required for employees to perform their roles effectively identified, and are training or development activities provided when needed?
11. Are internal audits conducted not merely to meet certification requirements, but to identify actual system issues and opportunities for improvement?
12. After findings and nonconformities identified during internal audits are closed, is the effectiveness of the actions taken evaluated?
13. For recurring errors and nonconformities, are the root causes analyzed to prevent recurrence rather than simply resolving the immediate issue
14. Are customer feedback, complaints, and information received from other relevant interested parties used to improve the management system?
15. During management review meetings, are decisions made by evaluating the system’s performance, issues, changing conditions, and improvement needs rather than simply following a standard agenda?
16. Are decisions and actions resulting from management reviews, audits, or performance evaluations monitored to ensure their implementation?
17. Are significant changes within your organization (such as new processes, technologies, organizational changes, or new products/services) planned with consideration of their impact on the management system?
18. Are performance data collected within the management system analyzed not merely for record-keeping, but to identify trends and support improvement decisions?
19. When an audit is approaching, is there no need for intensive last-minute efforts outside normal operations to complete documentation, create records, or close outstanding gaps?
20. Is the management system viewed by employees and managers not merely as “tasks required to maintain certification,” but as a management tool for improving processes and organizational performance?
1. Does your company have a defined process for preparing, reviewing, and approving policies, procedures, instructions, forms, and similar documents?
2. Are document owners and approval authorities clearly defined?
3. Are employees provided with easy access to the up-to-date documents and information they need to perform their duties?
4. Is there a control mechanism in place to ensure that current versions of documents are used and to prevent the accidental use of obsolete or invalid versions?
5. Can it be tracked when, why, and by whom changes to documents were made?
6. Are documents reviewed for currency and suitability at defined intervals or following significant changes?
7. Is there a process in place to ensure that changes in legislation, standards, customer requirements, or internal company practices are reflected in relevant documents in a timely manner?
8. Are external documents required for the company’s operations, such as legislation, standards, technical documents, or customer documents, controlled to ensure they are up to date and properly distributed?
9. Is access to confidential, sensitive, or critical documents and information restricted based on roles and authorization levels?
10. Are controls implemented to prevent unauthorized modification, deletion, or sharing of documents and information?
11. Have retention periods and storage conditions been defined for company records and critical information?
12. Are there established rules for securely disposing of or removing documents and records from archives once their retention periods have expired?
13. Are backup and recovery mechanisms in place to protect against the loss or inaccessibility of critical documents and information, and is their effectiveness regularly tested?
14. Is a systematic handover process in place to ensure that critical information and documents held by employees are transferred to the organization when they change roles or leave the company?
15. Is important organizational knowledge documented to prevent critical business processes from becoming dependent solely on the personal knowledge and experience of specific employees?
16. Is there a method in place to capture important knowledge and experience gained from projects, audits, issues, or improvement initiatives and make them available for future use?
17. Are there defined methods in place to ensure that information and documents needed by different departments are shared with the appropriate people in a timely manner?
18. Are employees provided with the necessary information or training on their responsibilities regarding access, use, sharing, retention, and confidentiality within document and information management?
19. Is the effectiveness of document and information management practices regularly evaluated through internal audits, controls, performance indicators, or similar methods?
20. Are corrective or improvement actions defined for identified document and information management issues, and is the completion of these actions monitored?
1. Do you regularly analyze your costs and profitability by product, service, customer, or activity?
2. Are variances between budgeted and actual costs regularly analyzed to identify their underlying causes?
3. Are regular assessments conducted to identify unnecessary approvals, waiting times, rework, or process steps in your business processes?
4. Is there a system in place to prevent the same data from being entered repeatedly by multiple employees or departments?
5. Is the potential for automating time-consuming manual processes regularly assessed?
6. Are activities that consume a significant amount of employees’ time but provide little meaningful value to the customer or the organization identified?
7. Are the costs of quality-related losses, such as errors, rework, returns, and corrections, monitored?
8. Are the root causes of recurring errors and inefficiencies analyzed, and are corrective actions taken to achieve lasting improvements?
9. Are waiting times and delays that occur during handoffs between departments measured or monitored?
10. Are capacity, workforce, and other resource utilization levels regularly assessed to identify underutilized or overutilized resources?
11. In businesses that hold inventory, are slow-moving, excess, or obsolete inventory items regularly monitored?
12. In purchasing decisions, are factors beyond the purchase price—such as quality, delivery, usage, and total cost—also taken into account?
13. Are the operational and financial impacts of supplier-related delays, errors, or quality issues on the business monitored?
14. Are unused or underutilized resources, such as software, subscriptions, and equipment, regularly reviewed?
15. Are overtime, workforce requirements, and workload distribution analyzed to identify inefficiencies or capacity issues?
16. Are measurable indicators used to monitor process performance in terms of cost, time, quality, and efficiency?
17. Are management reports sufficiently detailed to identify which processes or activities are causing cost and efficiency issues?
18. Are the underlying process issues behind customer complaints, returns, and service failures analyzed?
19. Are the cost savings and performance improvements resulting from process or cost improvement initiatives measured afterward?
20. Does management regularly focus not only on increasing sales to improve profitability, but also on reducing operational inefficiencies and avoidable costs?
