I've just started a process improvement assignment in an organisation where 'Quality' is a word associated with bureaucracy. Although the sponsoring manager understands the benefits of ISO9001 and wants to eventually achieve certification, the senior management won't support ISO9001 but they do support Business Process Improvement. I feel that Business Process Improvement could be seen as consultant jargon by many of the staff esp. following a long process documentation excercise a couple of years ago which was carried out for an IT implementation but not seen to give much benefit in terms of improved working practices.

So - we can't call it Quality, nor Business Process Improvement. How have others dealt with this issue? Slogans I remember include 'Customer First', 'Speed, Simplicity and Self Confidence' - but any suggestions on what works well?

Interesting dilemma.

Why do you feel you need to have a title or slogan at all?

What exactly are you looking to do? Say, if you are wanting to imrove through-put time by 10%, then why not just call it that?

Just suggesting that people respond to specific measurable terminology. I might focus on what you are looking to do, and sell it in that light.:2cents:

I'm thinking that there's an underlying issue here. That has to be tackled first. What you call stuff etc. is purely a symptom, especially if people don't sign up for it, or an implementation fails and they constantly refer back to it, as some kind of reason why something new won't work!

Getting out my ouija board.................Leadership, or rather a lack thereof......is why this is all been 'smelly' in the past. I'd wager 'management' haven't actively participated and, hence, 'Quality' has become a bureacracy and the 'Improvement' failed........

Interesting dilemma.

Why do you feel you need to have a title or slogan at all?

What exactly are you looking to do? Say, if you are wanting to imrove through-put time by 10%, then why not just call it that?

Just suggesting that people respond to specific measurable terminology. I might focus on what you are looking to do, and sell it in that light.:2cents:

We need a name for the project - the organisation has several offices in the UK and uses a number of contractors. We need something that sales, operations, delivery and billing understand as a simple concept.

Thanks for the very quick response BradM!

I'm thinking that there's an underlying issue here. That has to be tackled first. What you call stuff etc. is purely a symptom, especially if people don't sign up for it, or an implementation fails and they constantly refer back to it, as some kind of reason why something new won't work!

Getting out my ouija board.................Leadership, or rather a lack thereof......is why this is all been 'smelly' in the past. I'd wager 'management' haven't actively participated and, hence, 'Quality' has become a bureacracy and the 'Improvement' failed........

Andy - that ouija board is working well today! Leadership and direction are weak - and we now need to communicate what we are doing, simply and memorably, to the whole organisation in the next 48 hours.

Our top management just calls it "good management" and "meeting the requirements".

Of course, we make medical devices, so it's not like we have any choice.

"Process Performance Pays"

How about that? It works for pretty much all parts of the organization. It came to me in a moment of inspiration (!)

what about "Opportunities"?

I'd like my quality slogan to be:
Fast, Cheap, Good. Pick any three.

My business card says "Productivity engineer."

Andy - that ouija board is working well today! Leadership and direction are weak - and we now need to communicate what we are doing, simply and memorably, to the whole organisation in the next 48 hours.

If management has left the building, you might as well have fun with it, Dilbertize a slogan out of random buzzwords

http://en.wikipedia.org/wiki/Buzzword

How about Seven Sigma, it would be better by one than everyone else!

Brian, what exactly do you have in mind here? Is this a Quality Management System, a process improvement, a long/medium/short term project? What is your scope here?

Brad

This is initially a small scale process improvement project - but it could become bigger and include ISO9001. Senior management need to be convinced that it 'won't get in the way business'. Hence the undercover approach.

Actually, it using the term Business Process Improvement may be to your benefit. IQS like to sell their quality database as a business system database. The benefit is that there is no "quality" without a full integration of the rest of the business system. Whenever someone throws an issue at you that ISO9001 nonconformance is just a "quality" issue and the quality manager or department has to deal with it, you can retort: "No, it is a business process problem, and it is the any portion of the business may need improvement."

Well, you can say it to them, it may not have an impact...hard to say...

Also, they were lucid enough to hear the "process" word. No, not sure if they understand the concept, but at least they heard the word.:cool: