ISO 9001 – OCFR–Gemba Matrix
Over time, as each risk is closed through the preventive controls defined in 6.2.2, drift decreases, OCFR increases, and the organization moves steadily toward the Gemba destination—validated through trend data (9.1) and Management Review (9.3), and achieved through Continual Improvement (10.3).
ISO 9001 – OCFR–Gemba Matrix
| ISO Clause | What the Auditor Looks For | What It Prevents | OCFR / Drift / Gemba Interpretation |
|---|---|---|---|
| 4 – Context | Internal/external issues, market, stakeholders | Surprises & instability | Identifies external forces affecting drift, revenue, and the journey to Gemba |
| 5 – Leadership | Policy, direction, alignment | Confusion & misalignment | Leadership sets Gemba as the strategic destination and OCFR as the financial compass |
| 6.1 – Risks & Opportunities | Risk register, actions, changes | Unmanaged drift | Defines the objective: reach the Gemba destination (zero drift + optimized OCFR) |
| 6.2.1 – Objectives | Measurable goals, KPIs | Unfocused improvement | Gemba is defined as the primary organizational objective |
| 6.2.2 – Planning (Preventive Controls) | Plans, actions, owners, timelines | Repeated failures & slow progress | Defines the preventive controls required to reach Gemba; the pathway for drift reduction |
| 7.1 – Resources | People, tools, environment, knowledge | Capacity gaps | Ensures capability to move toward and maintain Gemba |
| 7.2 – Competence | Skills, qualification, training | Errors & inconsistency | Competence prevents drift and accelerates movement toward Gemba |
| 7.5 – Documented Information | Controlled procedures & records | Variation & instability | Documentation stabilizes processes, reduces drift, and supports Gemba alignment |
| 8.1 – Operational Planning & Control | Process criteria & workflows | Chaos in execution | Applies preventive controls in daily operations to stay on a Gemba trajectory |
| 8.2 – Requirements / Contract Review | Confirmation of obligations & terms | Overcommitment | Revenue enters here; OCFR denominator begins at contract review; financial drivers defined |
| 8.4 – Suppliers | Supplier approval & monitoring | Bad inputs | Stable inputs protect throughput, revenue, and drift reduction |
| 8.5 – Production & Service Provision | Execution, controls, release | Failed delivery | Revenue is earned here; execution quality determines OCFR movement |
| 8.7 – Nonconformities | NCs, corrections, corrective actions | Repeated cost & waste | Each NC resolved reduces drift and moves the system closer to Gemba |
| 9.1 – Monitoring, Measurement & Trends | KPI trends, analysis | Blind leadership decisions | Trends measure distance to Gemba; OCFR trend shows trajectory toward the destination |
| 9.2 – Internal Audit | Audit plan, findings, closure | Hidden weaknesses | Validates preventive controls and confirms movement toward Gemba |
| 9.3 – Management Review | Inputs, trends, actions, outputs | Missed strategic signals | Evaluates whether the journey toward Gemba is on track using OCFR and risk trends |
| 10.2 – Corrective Action | Root cause analysis & effectiveness | Recurring drift sources | Eliminates drift that blocks progress toward Gemba |
| 10.3 – Continual Improvement | Evidence of improvement | Stagnation | Reaching the Gemba destination: zero drift, optimized OCFR, stable alignment |