Hello, all:

Here's something kind of interesting called, "Step 1: Engage Top Management!" The title gives a pretty good indication of what the article is all about. This piece is interesting in that it's told as a fictional narrative. As always, your feedback and criticisms are welcomed and encouraged...

Warm regards,
Craig

As usual Craig: A well written piece that really gets the message across. :agree1: This new fictional narrative format makes the message very easy to understand, and the key points are well defined and fully in line with the story.

I am a wee bit intrigued by the President of he company, though: He obviously has some good instincts, so why on Earth would he let the ISO team steamroll him like that, and just fold? I'm sure it happens, but I would wager that it is the other way around at least as often: The president steamrolls the ISO team.

Besides: Someone must have hired the ISO team. Maybe there is a step before step 1? Someone must get the ball rolling, after all.

On the whole, this story reminds me of a very crucial question, often being asked after aviation incidents/accidents: Who was in command? With two pilots aboard, both of them may be waiting for the other one to take charge...

Now I'm looking forward to step 2...

/Claes

A great article, Craig. Thanks!

I liked the narrative, George, loved the various voices (oh so sadly true) and found it an interesting article.

But I found the overall structure a bit unclear. In particular, the introductory bit ("I have to clean up messes") left me a bit confused when I moved on to the article body: I wasn't sure if you were talking of the 'now' or the 'then'? ie, are these why they pulled the plug with the last consultant? Or is their reaction to you? Presumably not, as I'm guessing at the end it's your voice as consultant speaking.

Would you consider either removing the front & end pieces, or reworking them to make your point clearer?

Claes, Tupham, & Jane:

Thanks for your feedback. More than anything, this article illustrates why I haven't been successful as a fiction writer! The President character is a bit strange. I've written 11 other installments related to this fictional company, and the President character is in many ways the least believable. I may need to give him a re-tooling. I guess I'm trying to paint him as technically competent but organizationally naive, which is something I see often in small and medium sized companies. He will give a little, but finally say "Enough!"

The intro is completely goofy, now that I went back and looked at it. This article will eventually become a book chapter, and it will be appended with a section of 'what happened next' at the end. The consultant character will facilitate a series of solutions and the company will be a little bit better off. But without that part at the end, the intro doesn't make a lot of sense. I've got something already finished called 'The 7 Deadly Sins of Management,' and this article will eventually be a chapter in 'The 7 Deadly Sins of Quality.' They may never see the light of day, but your feedback and encouragement is greatly appreciated.

Warm regards,
Craig

Dear Craig,

In general a good starting point and well presented. Why not add the views of the "Quality Team" too? Probably the team has something important to say - more than what is quoted by the President, CFO, COO etc.

With best regards,

Ramakrishnan

Craig,

I think you're right on the money with 'the Pres' - I often see the same thing in SMEs, although I'd be more likely to refer to it as lacking in senior management skills. Classic Michael Gerber E-Myth territory - they're often excellent at the doing & working in the biz, but not so good at working on it.

I rather like the narrative & different voices, which I think portrary the various & varying points of view well. Had you considered perhaps having a 'top & tail' (or perhaps just a 'tail') for each section where you provide your viewpoint/commentary on the situation? Kind of a 'Voice of God' or the consultant-narrator if you like.

(And ok, I know as consultants we're not really theologically blessed, except mayhap in one's dreams, but pace as it's you creating the article/s.)
:lol:

Great piece !! :applause:

I agree with Claes, who hired the Quality team?? I look forward to the continuation !

Claes, Tupham, & Jane:

The President character is a bit strange. I've written 11 other installments related to this fictional company, and the President character is in many ways the least believable. I may need to give him a re-tooling. I guess I'm trying to paint him as technically competent but organizationally naive, which is something I see often in small and medium sized companies. He will give a little, but finally say "Enough!"

Warm regards,
Craig

Craig,

Maybe you need to be less fictional and just describe the President as you have seen them. To protect the guilty you may have to make the president character a composite of more than one person. There are enough stories in the Cove about personal experiences with executives that even they might provide some ideas.

One executive that I knew actually let a vp give a quality presentation and after the vp left freely admitted that what he had heard was bull. Later I asked the executive why he let the vp leave without challenging him and he said that everyone knew what he wanted so they should just do it or suffer the consequences. My thought was that apparently this vp did not know what was wanted and the executive did not take the time to inform him. Based on the executives comments, he felt that he had said enough on quality and that the rest was left to you.

Bill Pflanz

Nice, Craig. So you post a thread about Quality Objectives. here (http://elsmar.com/Forums/showthread.php?t=20011&page=10). Then a thread about a non confomity related to those objectives, then your article on 10 greatest mistakes and now a reading room article where you get the chance to lampoon those of us "in the dark ages" who don't share your view.

Reminds me of propagandists who believe the more they say the same things the truer they get.

Nice, Craig. So you post a thread about Quality Objectives. here (http://elsmar.com/Forums/showthread.php?t=20011&page=10). Then a thread about a non confomity related to those objectives, then your article on 10 greatest mistakes and now a reading room article where you get the chance to lampoon those of us "in the dark ages" who don't share your view.

Reminds me of propagndists who believe the more they say the same things the truer they get.

Actually, it sounds like Craig is getting ready to join us consultants...:D

hjilling: Yes, I joined the ranks of consultants...many years ago. Good to hear from you. Consultants aren't so bad, are we?

Paul: You sound a bit harsh, but I don't think you meant it that way...

Have a good weekend,
Craig

It is always the top management who gives the go ahead for ISO 9001, or for any other project for that sake. They obviously vetoed whatever objections the CFO may have put forward.

The point is that they were already engaged.

What we always like to say in systems management is 'create and maintain local ownership'. Here the ownership feeling of the management seems to be waning.

The step described would rather be titled - 'Maintain ownership by top management' or 'Keep top management interested'

Thanks Craig. Again you exposed some truthes that many people fear to face. Many of the Quality people I come in contact with have isolated themselves so far from the production personnel that they are clueless as to what will constitute a true improvement. I am lucky because our registrar is vitally interested in company profitability. From what I understand, this is rare. :thanx: