Defining of policy is aim and direction of organization regarding quality. It shall to be appropriate to the purpose of the organization and to provide a framework for establishing and reviewing its objective.

Base on individual experiences, I find there are these insufficiencies, such as the policy of the organization has no feature, policy’s contents is almost same in many organizations, in other words, it is not appropriate to the purpose of the organization and the vision of the top management. In additional, the quality policy does not provide a good framework for establishing and reviewing quality objective, the objective divorced from policy.

You know a good vision has a great power, it is the same that a good policy would lead to a great motivation effects to the employee.:bigwave::(:bigwave:

Defining of policy is aim and direction of organization regard quality. It shall to be appropriate to the purpose of the organization and to provide a framework for establishing and reviewing its objective.

Base on individual experiences, I find there are these insufficiencies, such as the policy of the organization has no feature, policy’s contents is almost same in many organizations, in other words, it is not appropriate to the purpose of the organization and the vision of the top management. In additional, the quality policy does not provide a good framework for establishing and reviewing quality objective, the objective divorced from policy.

You know a good vision has a great power, it is the same that a good policy would lead to a great motivation effects to the employee.:bigwave::(:bigwave:

I suggest that you solicit inputs/comments/suggestions for improvement on the present Vision and Quality Policy from organization staffs who are affected them. Then review them with top management in one of your Management Review meeting. Management must be convinced that revision of the Vision and Quality Policy will enhance their relevancy to the Quality Management System, better understanding by all employees so that meaningful Quality Objectives can be set by various departments and individuals.

Please refer to the Quality System Documentation discussion forum where lots of valuable information are readily available.

Eric

Hi Zerodefect,

It is hard to make quality relevant to the average employee, and that is why so many quality policies are so similar. What are you trying to get your policy to do? Is it to reinforce existing behaviours, or is it to stimulate a change of behaviour?

This decision will influence the type of document that you want to write. If it is intended to maintain the status quo then you do not need a visionary document. However if you wish to affect a change in behaviour as a result then the document needs to be more of a vision, and less of a policy document - you have to show people why the change is needed, what it looks like, what is in it for them, and importantly, what will happen if they do not change.

I believe that putting quality metrics and specific deliverables in a quality policy is dangerous, especially in heavily regulated industries, as auditors like to dig into why you want to improve these metrics and that way lies danger............ :blowup:

Hi Zerodefect,

It is hard to make quality relevant to the average employee, and that is why so many quality policies are so similar. What are you trying to get your policy to do? Is it to reinforce existing behaviours, or is it to stimulate a change of behaviour?

This decision will influence the type of document that you want to write. If it is intended to maintain the status quo then you do not need a visionary document. However if you wish to affect a change in behaviour as a result then the document needs to be more of a vision, and less of a policy document - you have to show people why the change is needed, what it looks like, what is in it for them, and importantly, what will happen if they do not change.

I believe that putting quality metrics and specific deliverables in a quality policy is dangerous, especially in heavily regulated industries, as auditors like to dig into why you want to improve these metrics and that way lies danger............ :blowup:

Well, no, the metrics don't belong in the policy, since I have always felt that the policy should be something you could carve in granite over the door. It should not change unless the organization itself is undergoing significant change. However, Just below the policy in the hierarchy are the quality objectives. These should contain metrics, and if the auditors ask, you should be able to defend why you want to improve the metrics. Personal example. My current organization's vision includes the phrase "We are committed to our clients' success." Our quality policy speaks of organizational procedures and processes being directed to client success. And our quality objectives state how we define and measure client success, and our contribution to it.

Geoff Withnell

I agree there are two kinds of organization specially need a good vision and quality policy, one is the new company for it will face cruel compitition and insufficient resource,the other is the old company with moss-grown awareness and culture and management for it specially need innovation.
I think Woshinton must had a good vision when he had been creating The United States. :lol::(

By the way, we can always use Hoshin Planning to develop from vision to action.

Most of the case we have very good vision and policy but lack of communication and deployment through out the company wide. We are still at the current position and do not move forward to meet the mission of company.

Hi Zerodefect,

What are you trying to get your policy to do? Is it to reinforce existing behaviours, or is it to stimulate a change of behaviour?

blowup:

the above three items are very deep questions. I think it shall reinforce behaviours for a new organization, and to stimulate a change of behaviour for a old organization.:truce::agree1:

...I think Washinton must had a good vision when he had been creating The United States.

I assume you are referring to George Washington, and to an extent, I will agree with you. He had other things going for him. First, he had an oppressive, taxing government many miles away. Second, a group of people with dreams and visions were willing to join the cause, a cause vastly different than the government. These dreams and visions had ramifications that far exceeded normal day-to-day business decisions. But in the end, his brilliance as a General could only possibly be overshadowed by his passion for a new, democratic government.

How many organizations really have a vision? Do they know where they want to go, and how to get there? I submit they don't. If they did, their quality policy would be a proud compliment to that vision, instead of the pitiful, "put something up for the auditors" treatment that it so often gets.

1. Develop a vision to take the organization down the path, creating separation from the competition.

2. Given the reality of current resources, create a strategy to fulfill that vision.

3. Develop a quality policy to guide the fulfillment of the strategy. The quality program needs to be designed to fulfill management's goals.

IMHO, if upper managemend did nothing but develop sound vision, effective strategy and realistic quality policy, they would still be worth their paychecks.

IMHO, if upper managemend did nothing but develop sound vision, effective strategy and realistic quality policy, they would still be worth their paychecks.

Amen to that, Brad! :applause:

...but lack of communication and deployment through out the company wide....

You are right!
A organization has a good vision and policy, and it also needs to doing a good advertising throught the organization with a original way. The quesion is how to make a good vision and policy into employee's hearts. So the way shall likes a good advertising, it shall be original and simple and visual and attractive, such as to make videos and vivid slogans, to develop a great activities.:bigwave:

You are right!
A organization has a good vision and policy, and it also needs to doing a good advertising throught the organization with a original way. The quesion is how to make a good vision and policy into employee's hearts. So the way shall likes a good advertising, it shall be original and simple and visual and attractive, such as to make videos and vivid slogans, to develop a great activities.:bigwave:

I have used two excellent sources for creating visionary documents in the past, which I would recommend as a place to start:

Kotter, John (1996) Leading Change. Harvard Business School Press, MA, US
Nadler, David & Tushman, Michael (1989) “Organizational Frame Bending: Principles for Managing Reorientation.” The Academy of Management Executive, vol III, no 3, pp 194-204Both are recognised texts for managing culture change, and both have sections on writing effective visions. Well worth a read.

Good luck!

JtB

I assume you are referring to George Washington, and to an extent, I will agree with you. He had other things going for him. First, he had an oppressive, taxing government many miles away. I agreed with everything but this bit, of course. :lol:

you have to show people why the change is needed, what it looks like, what is in it for them, and importantly, what will happen if they do not change.

I believe that putting quality metrics and specific deliverables in a quality policy is dangerous, especially in heavily regulated industries, as auditors like to dig into why you want to improve these metrics and that way lies danger............ :blowup:

you have to show people why the change is needed, what it looks like, what is in it for them, and importantly, what will happen if they do not change.

Hi Jimmy, your these question are very intresting and meaningful!!:applause:

I believe that putting quality metrics and specific deliverables in a quality policy is dangerous, especially in heavily regulated industries, .... lies danger

But for your this idea, I only agree that it is right in heavily regulated industries or organization with moss-grown awareness and culture.:(

Change management is the hard part in the deployment.

People fear to change, worry to change, no confidence to change,.........

The management MUST have the open communication to all of the employees to deploy what to change, why to change, how to change, when to change, where to change, which to change clearly and ask for the feedback to have the alternative to avoid any conflict in an organization.

The whole process is very tough and difference people has their own culture, background and experience.

The top management must support and lead the whole process so that the process can be effective and meet the objective at the end.

Change management is the hard part in the deployment.

People fear to change, worry to change, no confidence to change,.........


The whole process is very tough and difference people has their own culture, background and experience.


Your ideas are very nice.
It is especially in a organization with bureaucratism thatPeople fear to change, worry to change, no confidence to change,.........

The whole process is very tough and difference people has their own culture, background and experience.
Yes. in additional, the change process will change some folks' benefits, possibly it is the most important adn difficult.

So it is very significant for to change a moss-grown organization that organization has a specific vision and policy including quality policy.:

Both are recognised texts for managing culture change, and both have sections on writing effective visions. Well worth a read.

Good luck!

JtB

.....for managing culture change...

Hi Jimmy: CULTURE you said is a important concept in a management system, and the concept have been forgotten by folks usually.In fact , culture or atmosphere would affects behaviour of very body every time, and no see :D

Your ideas are very nice.
It is especially in a organization with bureaucratism thatPeople fear to change, worry to change, no confidence to change,.........

The whole process is very tough and difference people has their own culture, background and experience.
Yes. in additional, the change process will change some folks' benefits, possibly it is the most important adn difficult.

So it is very significant for to change a moss-grown organization that organization has a specific vision and policy including quality policy.:
As much as I like elegant language (to read, hear, and speak), I do not agree that an organization's quality policy needs the majesty and reverence which would qualify it to be inscribed in stone for future generations to stand and stare in awe and wonderment at the fantastic intelligence and insight of the authors.

There is a poem (actually, a sonnet) which has had a great impact on my thinking for 50 years or more
Ozymandias
By
Percy Bysshe Shelley

I met a traveller from an antique land
Who said: "Two vast and trunkless legs of stone
Stand in the desert. Near them on the sand,
Half sunk, a shattered visage lies, whose frown
And wrinkled lip and sneer of cold command
Tell that its sculptor well those passions read
Which yet survive, stamped on these lifeless things,
The hand that mocked them and the heart that fed.
And on the pedestal these words appear:
`My name is Ozymandias, King of Kings:
Look on my works, ye mighty, and despair!'
Nothing beside remains. Round the decay
Of that colossal wreck, boundless and bare,
The lone and level sands stretch far away."
It was another ten years before I learned the background of how the poet came to write the sonnet and his models and you can certainly learn that in a lot less time than it took me fifty years ago now that you have the internet to speed the lesson.

The point to me in my youth was that "a brag looks pretty stupid if you can't back it up when someone calls your bluff."

Over the years, I've seen more than my share of folks with brags in both plain language and elegant language, but the ones who get my respect are the folks who do things without bragging or boasting about what they WILL do or what they ALREADY do.

Surely you all know or admire some humble craftsman, not for his bragging and boasting, but for the elegance of his work and the obvious care and attention he pays to the slightest detail.

When such a craftsman takes on an apprentice, the apprentice learns there are few shortcuts to quality work, but there are tricks to the trade so excellence is repeatable. Over time, the craftsman imbues the apprentice with his work ethic and helps him learn to make excellence simply a "routine" way of doing business.

My grandfather is the one who first taught me the aphorism, "A workman worthy of hire is worthy of pay." The folks who recognize the quality of work of the craftsman and his apprentice WILL hire them and pay them. Those who can't recognize quality have no need of it and certainly have no need to pay the price true quality demands and deserves.

In the case of the craftsman, he teaches the principles of quality to his apprentice by example. The craftsman "educates" his clients to help them understand the value of quality and how to recognize it.

The craftsman learned his version of quality when he was an apprentice and recognizes the value in passing that knowledge on to succeeding generations.

Transferring this long-winded exposition to a small, medium, or large organization seems rather simple to me. The owners and investors first need their own concept of quality. They pass that on in how they select, hire, and compensate the managers who will operate the business. Those managers in turn pass the concept on to the employees (apprentices) whom they will hire, train, and compensate using gramps's credo or guideline: "A workman worthy of hire is worthy of pay."

Do these owners, investors, and managers need a lofty, elegant sentence or paragraph to describe all this? If they don't have the ethic within them, bragging that they do may only lead customers and prospects to view the empty brag in the same derisive way modern travelers view the ruins of
"Ozymandias, King of Kings."

The motivation to the employee is NOT the lofty language of the policy, but the example set by the owners and managers in the way they deal with employees, suppliers, customers, prospects, regulators, competitors, and neighbors every day. Actions ALWAYS speak louder than words!

As much as I like elegant language (to read, hear, and speak), I do not agree that an organization's quality policy needs the majesty and reverence which would qualify it to be inscribed in stone for future generations to stand and stare in awe and wonderment at the fantastic intelligence and insight of the authors.

There is a poem (actually, a sonnet) which has had a great impact on my thinking for 50 years or more
It was another ten years before I learned the background of how the poet came to write the sonnet and his models and you can certainly learn that in a lot less time than it took me fifty years ago now that you have the internet to speed the lesson.

The point to me in my youth was that "a brag looks pretty stupid if you can't back it up when someone calls your bluff."

Over the years, I've seen more than my share of folks with brags in both plain language and elegant language, but the ones who get my respect are the folks who do things without bragging or boasting about what they WILL do or what they ALREADY do.

Surely you all know or admire some humble craftsman, not for his bragging and boasting, but for the elegance of his work and the obvious care and attention he pays to the slightest detail.

When such a craftsman takes on an apprentice, the apprentice learns there are few shortcuts to quality work, but there are tricks to the trade so excellence is repeatable. Over time, the craftsman imbues the apprentice with his work ethic and helps him learn to make excellence simply a "routine" way of doing business.

My grandfather is the one who first taught me the aphorism, "A workman worthy of hire is worthy of pay." The folks who recognize the quality of work of the craftsman and his apprentice WILL hire them and pay them. Those who can't recognize quality have no need of it and certainly have no need to pay the price true quality demands and deserves.

In the case of the craftsman, he teaches the principles of quality to his apprentice by example. The craftsman "educates" his clients to help them understand the value of quality and how to recognize it.

The craftsman learned his version of quality when he was an apprentice and recognizes the value in passing that knowledge on to succeeding generations.

Transferring this long-winded exposition to a small, medium, or large organization seems rather simple to me. The owners and investors first need their own concept of quality. They pass that on in how they select, hire, and compensate the managers who will operate the business. Those managers in turn pass the concept on to the employees (apprentices) whom they will hire, train, and compensate using gramps's credo or guideline: "A workman worthy of hire is worthy of pay."

Do these owners, investors, and managers need a lofty, elegant sentence or paragraph to describe all this? If they don't have the ethic within them, bragging that they do may only lead customers and prospects to view the empty brag in the same derisive way modern travelers view the ruins of
"Ozymandias, King of Kings."

The motivation to the employee is NOT the lofty language of the policy, but the example set by the owners and managers in the way they deal with employees, suppliers, customers, prospects, regulators, competitors, and neighbors every day. Actions ALWAYS speak louder than words!

Dear Wes Bucey:
Your words is difficult to understand for me. but I have read it carefully with my most power and confitence. Thank you very much!

...I do not agree that an organization's quality policy needs the majesty and reverence which would qualify it to be inscribed in stone ...
Right! not for all organization, but I think it is appropriate to a part of organization.

...the ones who get my respect are the folks who do things without bragging or boasting about what they WILL do or what they ALREADY do...
I am the same as you, I also will give my respect for the ones do things without bragging or boasting.
But for the other ones work very hard every day with their thinking and mouths, I would give my the same respects also, such as a great teacher or proffessor.

"a brag looks pretty stupid if you can't back it up when someone calls your bluff."
this sentence you said is difficult to understand for me. I feel you have sneered some ones, is it right?

What a great conversation so far. Brad I think you really nailed things down in a nice concise manner as usual.

As for myself, I enjoy analogies when it comes to things like this, and when it comes to quality policy I like to put things into terms management can understand. So...I would say the Quality Policy is rather like your golf stance and the swing is your actions. If your stance is off your swing is going to slice you into the rough!

Truly a quality policy would be wonderful if it was inspirational to all the employees and eloquent...but lets face it we are not looking for poetry here, we are looking for a policy from our leadership. An effective slogan system or "advertising system" to your employees would be great as well, but I think the more important portion is to be sure your quality policy is echoed in your procedures and processes. Say your policy is to provide error free testing at the fastest response times in the industry. An employee who is commited to this policy of providing error free testing at consistently fast response times is great, however, a process which is written to achieve that goal is even better. Having both would be ideal!

This leads into what I would say next...you can't re-write your policy without expecting to revisit your procedures and processes. Essentially in a policy statement you are saying "this is our goal" and in your actions (processes and procedures) you are saying "this is how we are going to achieve that goal", so the two go hand in hand, change policy and the rest needs to adapt.

I've seen companies whose policy says they are going to provide best pricing to their customers, and yet their quality systems do not take advantage of systems that cut costs and improve efficiency (lean six sigma) in order to achieve that goal. Often the policy is stated but not truly followed.

Thanks for the invite to the thread, wishing you luck on your rewrite and hope my bit helps, everyone has given you some good input on this topic.

....

...we are looking for a policy from our leadership.

... but I think the more important portion is to be sure your quality policy is echoed in your procedures and processes...

.... "this is our goal" and in your actions (processes and procedures) you are saying "this is how we are going to achieve that goal", so the two go hand in hand, change policy and the rest needs to adapt.



Thanks for your kind reply Benjamin28.
Your above ideas are very good, let me understand this thread more clear.
Yes,"this is our goal" in policy," how to achieve the goal" in processes and procedures.
Thank you very much!:D