I am curious as to the different methods you may use to deploy new policies, methods and or procedures. For example we want to implement a global policy with business rules for FMEA and Control plans for multiple sites (global scale). We have prayed to the deities, however, we have yet to hear or see an omnipotent being come forth with a "THOU SHALT" do this! That would command direct obedience of the entire company to the sacred policy....All kidding aside, how do you effectively implement a global procedure that my touch many groups?
Currently we use the osmosis method - We deploy a policy or procedure in one area and then hope it spreads to others...not real effective or efficient...To make matters worse we have a concrete ceiling to deal with on getting such "trivial" matters driven by our top management. :frust:

As sad as that is..... I think that your company and mine use the same deployment method.:frust:

Hello, Jim, and a good question.

First, to me there would be some difference among policies, methods, and procedures. So each would be handled differently.

One thing that came to mind is from a training class I took one time. Basically, adults know everything:tg:. There is something in our brains on how to handle most all situations; whether it is accurate or not. This could be previous experience, misinterpretations, ignorance, education, etc. Whatever. This is our frame of reference when things happen. So... you have to unlearn (or clear that box in the brain out) stuff to make room for new stuff. You have to convince people many times there is a better way of doing things. Not saying that is the end-all Learning Theory to buy into; but it does give a perspective in how to present new things to old dogs.

I always approach situations that most people are basically good, and willing to listen for a little bit. Is your FMEA and control plans better than what is in place? Will it improve things, make people's jobs easier? How do you intend on training people? How much effort will managers have to expend with the new system?

Now... please... don't get me wrong. I am not attacking your new system. I'm suggesting to be a good salesperson. Know the questions in advance and prepare for them. If you have a better mousetrap, you have a chance of winning over a lot of people just through path of least resistance. It will take some selling, and making sure you support the groups on it with training, feedback, and improvements to what you currently have.

Now, be honest. If it is change for change sake, people will pick up on that and quickly lose interest.

Sorry for repeating the same mantra you have expressed.. but you do have much more of a challenge not having top management support. But why not?? Will this not save them money? Will it increase Market Share? Has it been presented in Management Speak? It just seems unusual they would allow a global change like this, but not give it support.

My company deploy new policies, methods and procedures as per WHO-GMP and FDA Guidelines and some time in house.

I am curious as to the different methods you may use to deploy new policies, methods and or procedures. For example we want to implement a global policy with business rules for FMEA and Control plans for multiple sites (global scale). We have prayed to the deities, however, we have yet to hear or see an omnipotent being come forth with a "THOU SHALT" do this! That would command direct obedience of the entire company to the sacred policy....All kidding aside, how do you effectively implement a global procedure that my touch many groups?
Currently we use the osmosis method - We deploy a policy or procedure in one area and then hope it spreads to others...not real effective or efficient...To make matters worse we have a concrete ceiling to deal with on getting such "trivial" matters driven by our top management. :frust:

In my experience, global procedures are best rolled out using a peer-to-peer network e.g. identify a key person in each global location, perhaps the quality manager that will be responsible for communicating and implementing new procedures etc. However if you do not have management support, you may run into difficulties if you get negative feedback from one location that does not want to implement a particular procedure.

I am curious, are you in a central group that has functional responsibilty across different operations or are you in an operational location that has other sister plants? Either way, the change process will work best if you involve people from all locations in the development and approval of the new procedure.

The best process I have seen has been when a key person (Quality Manager) in each location was part of the development, approval and deployment of new procedures. This will take longer and may involve compromise but is most likely to be effective.

In my system a process roll out is pretty much equal to training...

as part of our document control process the DCR (document change record that all people affected by the document must sign) has a space for required training.
This triggers the training subject be entered into the training database as a requirement for the position titles listed on the DCR.
The training coordinator (who is also the document control manager) then works with HR to set up training classes with the appropriate trainers and trainees.
Training is documented and completed training is logged in the training database.

Then every couple of weeks the training coordinator prints out a training gap report and distributes it to all managers.

As far as making sure any new or revised processes are followed - that is covered during internal audits.

so to follow an example:

I write a new policy as process owner.
I document on the DCR who is affected and who needs training
when the DCR is approved the Document Control Manager enters the required training subjects by job title into the training database.
The Document Control Manager coordinates between me (as trainer) and HR to set up training time(s)
I do the training and get the attendees to sign off on a training record
the Document Control Manager updates the training database to show who attended
I follow up on the implementation via internal audits


If anyone missed training the Document Control Manager keeps tabs on training gaps and coordinates make up classes with me and HR.

I am curious as to the different methods you may use to deploy new policies, methods and or procedures. For example we want to implement a global policy with business rules for FMEA and Control plans for multiple sites (global scale). We have prayed to the deities, however, we have yet to hear or see an omnipotent being come forth with a "THOU SHALT" do this! That would command direct obedience of the entire company to the sacred policy....All kidding aside, how do you effectively implement a global procedure that my touch many groups?
Currently we use the osmosis method - We deploy a policy or procedure in one area and then hope it spreads to others...not real effective or efficient...To make matters worse we have a concrete ceiling to deal with on getting such "trivial" matters driven by our top management. :frust:

When you're dealing with a multi-site operation, it's good to remember what Deming said about creating "constancy of purpose." In a situation like yours, it's the job of top management--those who are responsible for all of the sites--to make sure that everyone's singin' from the same hymnal. There is probably little or nothing you can do on your own to improve the situation. Those who establish the priorities have to do it.

When did osmosis suddenly become an improper means of transferring knowledge?!?! I'll have you know that my pillow is just as smart as I. :cool:

Sarcasm aside...

Deployment varies depending on the message and the audience.

One means that we have found to be effective is an Interoffice Memo - but it's called something catchy - on funky letter head. It screams "Read Me!" and like the good little Alices in Wonderland we are, we read it and are suddenly learned about the new policy. Uh, the policy may need to be summarized if this method is used. It doesn't get 100% review at first issue, so it's highlighted at various monthly meetings where attendance (and subject matter) are indicated.

The idea of a local champion or communicator is also used for items that require a more hands-on approach to conveying the message.

Department meetings are an effective tool for communicating information of relevance to the group. Please do not tell me about the new Engineering Numbering System if I'm in Human Resources.

If you are lucky enough to have computer kiosks with access to the company intranet, that is also a means to send stuff out for folks to read. Some of our more geekier...I mean, techno-savvy...employees prefer this method.

Hi,

I too am a QMS Manager of a facility that is part of a much larger global network. I am heavily involved in common system development/deployment throughout the global organization. This effort began approximately one year ago and has been gaining significant strength.

This effort is actually being driven by a corporate vice president. The QMS Managers of each facility and support process meet weekly via conference call for one hour. There is an agenda and minutes are published. We have also divided ourselves into sub-teams in order to be more effective and efficient. The QMS Managers group reports to the Quality Managers group who in turn report to the Vice President. :agree1:

When you're dealing with a multi-site operation, it's good to remember what Deming said about creating "constancy of purpose." In a situation like yours, it's the job of top management--those who are responsible for all of the sites--to make sure that everyone's singin' from the same hymnal. There is probably little or nothing you can do on your own to improve the situation. Those who establish the priorities have to do it.

I agree with Jim. Osmosis is great... when it works. It rarely does in these kinds of situations. In fact, I haven't come across/heard of an example (sorry!)

I think, unfortunately, the answer to your question is 'with great difficulty'.

As for trying to get all doing the same thing across a global organisation without top management firmly setting the direction and leading the way, and continuing to insist that that is how things are to be done ... well, there might be more quixotic things to attempt, but I sure as hell can't think of many right now. Stealth quality, getting some wins may help a little. But for me it's a bit like believing that a positive attitude and persistence are gonna overcome the laws of gravity. Not so far (though I remain hopeful at times). ;)

The more I work with 9001, the more I understand why the specific requirements start with those for management responsibility.

The more I work with 9001, the more I understand why the specific requirements start with those for management responsibility.

You're so right Jane! One has to experience the "pain" first a few times to appreciate the concept of "Management Commitment."

Stijloor.

You're so right Jane! One has to experience the "pain" first a few times to appreciate the concept of "Management Commitment."

Stijloor.

See Post #9 in this thread. It sounds like a success story. Notice that a VP is driving the effort.

We have cross functional responsibility but not authority (does that make sense). Thanks for all the answers I will admit my skills in persuasion and selling are lacking (otherwise I would be in sales) :D. I do have some key allies at the different sites but they work in quality and would actually not be filling out and applying the large part of the D and P FMEAs.

We have cross functional responsibility but not authority (does that make sense).
Unfortunately it does. Got the scars...
Thanks for all the answers I will admit my skills in persuasion and selling are lacking (otherwise I would be in sales) :D. I do have some key allies at the different sites but they work in quality and would actually not be filling out and applying the large part of the D and P FMEAs.Then you're going to have to recruit somebody with authority to actively champion your cause
OR
your new solution has to an obvious improvement that will benefit your audience.

Good luck!