I am seeking answers of effects of local culture on implementing quality management system what are these effects ,how to overcome them are there any research on this topics

I am seeking answers of effects of local culture on implementing quality management system what are these effects ,how to overcome them are there any research on this topicsGood subject. :agree1: For starters I suggest a look in the following threads, where similar (but not quite the same) subjects were discussed:

Changing Existing Quality Culture/Program - Where to Begin? (http://elsmar.com/Forums/showthread.php?t=14206)
The Elusive Culture Change (http://elsmar.com/Forums/showthread.php?t=4422)
Cultural influence and "lineage" of Quality Systems (http://elsmar.com/Forums/showthread.php?t=17502)
Changing the Culture of an organisation where quality is a dirty word (http://elsmar.com/Forums/showthread.php?t=3965)
Understanding Business Organizations - Organizational styles (http://elsmar.com/Forums/showthread.php?t=4515)

As fahadhmmad indicates there are differences. The effort multinational companies need to put in to keep their branches in different cultures (not necessarily in different countries) makes that plain to see. In fact you can see vastly different cultures in two companies just across the street from each other...

How to adress them? First priority must be to know them, so let's have examples...

/Claes

Mr. Fahad,

Excuse me, but i feel you're asking the wrong question, culture shouldn't influence the QMS as much as the QMS should influence culture.

Please let me elaborate:

The QMS isn't just a set of papers to be sent to your customers to boast your management's achievements and project a false picture of a hollow system, I believe that wouldn't and shouldn't be called a QMS in the first place! because its primary purpose (its real purpose) isn't related to quality and customer satisfaction, just related to personal gain or gratification.

The QMS is the final state of your business system after following specific requirements inspired by quality concepts layed out by professionals from all over the world.

SO...back to the point.... if culture (as in the antion's culture) influences the QMS negatively thus twisting the purpose of its existance then its no longer a QMS, just as when a car accident twists and bends a car thus mutilating it into becoming a WRECK!

If you're refering to the various obstacles that may face the implementation of a QMS due to cultural differences or the people's culture as it is: they're plenty in various forms and shapes, but if that culture is so damaging, then there wouldn't have been a business in the first place.

I get faced with cultural walls that affect implementation, especially when a company decides to deal customers from different cultures, with different standards and qualifications of personnel.

To my knowledge and belief i don't think that the culture of a country should twist the requirements of ISO9001:2000 in its implementation, but the solutions relating to applying it should naturally address the audience to whom it is intended.

Excuse me, but i feel you're asking the wrong question, culture shouldn't influence the QMS as much as the QMS should influence culture.Speaking of cultural differences, I will have to disagree with that (misunderstanding?). I definitely think culture should influence the QMS. Maybe the proper word should be different, and different does not necessarily mean bad. We should accept that those differences exist and adapt our systems to fit the needs of our respective organizations. The standard allows us to do that without affecting it's intent. It is just a question of achieving the same thing in different ways.

One size does not fit all.

but the solutions relating to applying it should naturally address the audience to whom it is intended.Exactly :agree1: and I believe that was the essence of fahadhmmad's question (Was it?).

/Claes

Claes is correct as usual. ISO 9001 is generic so that it can be shaped to fit the needs of each organization (culture) while still having its requirements met.

I often think about and counsel with companies struggling to implement new policies (business, quality, personnel, etc.) on an entrenched culture resistant to change.

Situations which trigger the crisis perceived by top management include, but are not limited to:

mergers & acquisitions
expansion or contraction of business
opening new locations in different political or economic surroundings than orginal location
pressure by customers in the marketplace to alter existng practices or lose business (child labor, safety issues, bias in gender or age, or race or religion, registration to international Standards, etc.)Almost always, success in implementing the new policy depends on convincing the target population there is MORE BENEFIT in adopting the new policy than in maintaining status quo.

This means more effort on the part of the change manager and top managers than merely saying, "Because I said so!"

Some clues in being a successful change manager abound on the internet. Google "Change Management."

Almost always, success in implementing the new policy depends on convincing the target population there is MORE BENEFIT in adopting the new policy than in maintaining status quo.

This means more effort on the part of the change manager and top managers than merely saying, "Because I said so!"
Yes, there it is...:agree1: The basic question is: "What is in it for me? A manager failing to provide a satisfactory answer is in for a hard time, and if there is no satisfactory answer... then it's time to seriously rethink the concept.

/Claes

Yes, there it is...:agree1: The basic question is: "What is in it for me? A manager failing to provide a satisfactory answer is in for a hard time, and if there is no satisfactory answer... then it's time to seriously rethink the concept.

/ClaesFurther rumination on "change management:"
Frequently, autocratic owners and managers operate with FEAR as the prime motivation. In the short term, this may seem to accomplish the change in record time, but history has shown that populations ruled by fear invariably are less innovative and "work to the book" while subtly sabotaging production. Sometimes there is a revolt, but most often, the best workers merely leave for other employment with a better work atmosphere and the production rate falls with the remaining timid workers, increasing training costs for new hires who do not have the benefit of on-the-job trainng from the best workers.

The change manager faced with such a situation [of FEAR imposed by owners and top managers] must find a way to educate the fear mongers of the self-defeating result of using fear to control a work population.

Yes, there it is...:agree1: The basic question is: "What is in it for me? A manager failing to provide a satisfactory answer is in for a hard time, and if there is no satisfactory answer... then it's time to seriously rethink the concept.

/ClaesClaes, this is the perspective from the developed world. In the developing world (being PC), a significant percentage of the workforce is illiterate and expected NOT to think when working in their assembly lines. I have audited many organizations in Latin America where work instructions had to be visual aids only, such as pictures or sketches, because, as mentioned before, workers are not able to read textual instructions. In maquiladoras, when you have a workforce turnover rate of 30% or higher, managers tend not to care much about what the workers think. In organizations such as this, the ISO 9000 principle of "people involvement" is totally ignored. On the other hand, employee adherence to instructions is done religiously. Because the employees know that, if they screw up, they will not have a second chance.

I do believe that the OP was referring to "cultural differences" along these lines. The absolute "command and control" approach, predominantly used in developing economies, has a military discipline expectation. Don't deviate from the process, don't ask questions, don't worry about improving anything, and most importantly, don't think.

Claes, this is the perspective from the developed world. In the developing world (being PC), a significant percentage of the workforce is illiterate and expected NOT to think when working in their assembly lines. I have audited many organizations in Latin America where work instructions had to be visual aids only, such as pictures or sketches, because, as mentioned before, workers are not able to read textual instructions. In maquiladoras, when you have a workforce turnover rate of 30% or higher, managers tend not to care much about what the workers think. In organizations such as this, the ISO 9000 principle of "people involvement" is totally ignored. On the other hand, employee adherence to instructions is done religiously. Because the employees know that, if they screw up, they will not have a second chance.

I do believe that the OP was referring to "cultural differences" along these lines. The absolute "command and control" approach, predominantly used in developing economies, has a military discipline expectation. Don't deviate from the process, don't ask questions, don't worry about improving anything, and most importantly, don't think.I agree that may have been "part" of the O.P. The true change manager (as Deming often said) has to show how a short-sighted policy like that is counter-productive over the long run. As I never tire of repeating, Deming's Red Beads consistently shows "blind obedience to a plan" does not necessarily result in consistent production. Where is it written an organization cannot engage in "developing" its work force? Many tyrannical employers want to keep employees ignorant so they may be exploited. Do we, as Quality professionals, want to go on record as saying that's OK?

Claes, this is the perspective from the developed world. In the developing world (being PC)



Developing world? Oh yeah, those places that have had a culture and civilization predating ours by 2,000 - 5,000 years

Sorry, I lost my PC just now

:topic: Egypt is a developing country that had a 7000 years old civilization, but that's not the issue now

i think the original question means to ask about how habits, belief systems, priorities,....etc. that may appear as dominant in a certain group of people affect how they address the QMS

and i do not believe that they could affect a QMS, because the QMS isn't a rigid external thing, i think their habits, behaviour, belief systems and concepts shall be part of the QMS, as long as they continue to possess them, and that is if you're talking about a Quality Management System not just your average Business Management System

I'm lost here. What is PC in this context?

I'm lost here. What is PC in this context?PC=Politically Correct.

/Claes

Thanks for the interpretation :) I thought that Randy was always one to consider the impact and meaning of his statements in order to be polite and correct ;)

Thank you all .Iam happy that the thread catches these numbers of replies.
I am from a region which had an ancient civilianization that is Merotic civilianization (4th c. B.C. to 325 A.D.), but this as it was said before is not the case.
I am facing everyday difficulties on dealing with QMS Implementation on my company which is most due to cultural differences. Getting solutions form these difficulties is the QUESTION.

I am facing everyday difficulties on dealing with QMS Implementation on my company which is most due to cultural differences. You will have to be more SPECIFIC if you expect help here.

I am facing everyday difficulties on dealing with QMS Implementation on my company which is most due to cultural differences. Getting solutions form these difficulties is the QUESTION.


Yes, fahadhmmad, please give us specific examples. As far as the number of replies goes, if you can give us some specifics to "dig our teeth into", what you have seen so far will be dwarfed by the response.

Interesting topic...

I am facing everyday difficulties on dealing with QMS Implementation on my company which is most due to cultural differences. Getting solutions form these difficulties is the QUESTION.

If someone could provide you the answer to that then he/she would be able to solve 99% of the worlds problems.

Your issue with cultural differences for your QMS are no different than anyone elses. Cultural conflict can be boiled down simply to the following:

The refusal to accept, understand, respect and appreciate

The refusal to communicate on an equal plane

Until you are able to defeat the above your quest will continue to be frustrating.

You've got to get communication open, honest, and freely flowing. Once you are communicating then tackle the other items

In the developing world (being PC), a significant percentage of the workforce is illiterate and expected NOT to think when working in their assembly lines. I have audited many organizations in Latin America where work instructions had to be visual aids only, such as pictures or sketches, because, as mentioned before, workers are not able to read textual instructions. In maquiladoras, when you have a workforce turnover rate of 30% or higher, managers tend not to care much about what the workers think. In organizations such as this, the ISO 9000 principle of "people involvement" is totally ignored. On the other hand, employee adherence to instructions is done religiously. Because the employees know that, if they screw up, they will not have a second chance.

.

I concur with Sidney's 'developing world' comments, having also audited a number of maquiladoras in the past 5 years. I would also say that some companies in developing countries are using their QMS to create a new culture -- one that has less command and control mentality. I saw this first-hand in Tijuana a few years ago. The company's quality policy clearly stated that all employees were involved in the continual improvement process. When asked to 'prove' that involvement, the quality manager showed evidence of employee suggestions that had been received, reviewed and implemented in the CAPA process. It was very exciting to see it happen. So, the QMS does influence culture! :2cents:

I am facing everyday difficulties on dealing with QMS Implementation on my company which is most due to cultural differences. Getting solutions form these difficulties is the QUESTION.

Cultural issues within an organization and the difficulties that they can create when attempting to establish or improve a management system is not uncommon. You are not alone in this, Fahadhmmad.

If you would like Cove members to share their own successes and failures in this area, though, it would be greatly appreciated if you could provide some of the situations you are encountering.

I have a strong feeling that you are not alone in your feelings. Many (if not all) of us have been in the same position as you. We would love to help out.

I'm not aware of any formal studies, but I can't believe there isn't something out there. The first thing I thought of when I read your post was the movement of the Japanese auto companies to put production plants in the US and implement the japanese manufacturing model in them. We've had some posts here that dealt with getting the US manufacturing employee to work within the japanese model/mindset.

I would think each region of the globe will have its own unique difficulties in enacting a qms within a local culture. Success depends on how flexible the qms implementation is and how flexible the local culture is.

I'm not aware of any formal studies, but I can't believe there isn't something out there. The first thing I thought of when I read your post was the movement of the Japanese auto companies to put production plants in the US and implement the japanese manufacturing model in them. We've had some posts here that dealt with getting the US manufacturing employee to work within the japanese model/mindset.

I would think each region of the globe will have its own unique difficulties in enacting a qms within a local culture. Success depends on how flexible the qms implementation is and how flexible the local culture is.


Ah yes...the movie "Gung Ho" with Michael Keaton comes to mind. There was some real truth mixed in with the comedy..been there and done that