Just thought I'd share with you the excellent result a client of mine had recently on their external audit. Sailed through it with many very positive comments from their external auditor. This is a company who had many very good things already in place, particularly around very sound financial management and IT systems, but quite a lot of other holes, not least in documentation (virtually none) and records (many of the mandatory requirements missing).

I've worked with, and watched, over a period of months as the MD has done his job to firstly understand what was required (what all those weird terms actually meant), secondly as we jointly worked out the optimal method for his company and its unique context and situation, and thirdly as he gradually, almost inexorably worked his way through the internal resistance to bring processes, practices and people up to what the Standard required, to educate them, to chivvy them, to coach them and to bring them on board. To the extent that even some of the long-standing 'not worth it, what's the point' anti brigade have become converts to the system! So yes, it can be done.

I think it's damned hard work running a business - and even more so over the last 9 months or so of the GFC and the general economic doom & gloom that affected business very badly.

Just wanted to let some of you who despair of that elusive 'management commitment' that it really is there. Because this whole project would have died a thousand deaths without it, or without his leadership and drive.

Just thought I'd share with you the excellent result a client of mine had recently on their external audit. Sailed through it with many very positive comments from their external auditor. This is a company who had many very good things already in place, particularly around very sound financial management and IT systems, but quite a lot of other holes, not least in documentation (virtually none) and records (many of the mandatory requirements missing).

I've worked with, and watched, over a period of months as the MD has done his job to firstly understand what was required (what all those weird terms actually meant), secondly as we jointly worked out the optimal method for his company and its unique context and situation, and thirdly as he gradually, almost inexorably worked his way through the internal resistance to bring processes, practices and people up to what the Standard required, to educate them, to chivvy them, to coach them and to bring them on board. To the extent that even some of the long-standing 'not worth it, what's the point' anti brigade have become converts to the system! So yes, it can be done.

I think it's damned hard work running a business - and even more so over the last 9 months or so of the GFC and the general economic doom & gloom that affected business very badly.

Just wanted to let some of you who despair of that elusive 'management commitment' that it really is there. Because this whole project would have died a thousand deaths without it, or without his leadership and drive.

Thanks for sharing Jan. I am in total agrrement with you, just falling short of saying "Only Top management commitment works", because every thing percolates from the TOP. I have witnessed cases, where there is a good and committed team at middle level, but the top brass is indifferent. The end result is, they have the system on paper alone period. These examples are a dime a dozen, and commonplace. Contrarily, the example provided by you here is rare. I believe you were able to motivate the MD enough to achieve this rarity. You must have put a great effort in continually motivating the MD. Here I remember an old line I like: "People say MOTIVATION does'nt last. True.............but neither does BATHING.! That is why I recommend it everyday.!! - Zig Ziglar"

Hats off to your achievement, not an easy feat. :applause:

Umang :D

Nice one Jane, and congratulations to the organisation. It obviously had an impact on you where many of the other organisations you will have helped didn't. By that, I mean the humdrum 'tell me what I have to say/do at the right times' type of approach.

I audited a little company just the other week where the owner was absolutely committed to the whole QMS, he was like an expectant father during the audit, pacing around and fretting. No surprise, they passed with just a couple of Obs - as you said, 'it works'.

I believe you were able to motivate the MD enough to achieve this rarity. You must have put a great effort in continually motivating the MD.

It's really kind of you to say so, but actually I don't think I did motivate him. I think I certainly helped the MD and team understand how sensible and practical the 9001 model can and should be, and definitely helped them interpret it in a way that improved the way the business was managed and run. But the motivation, in my opinion, can't be implanted by someone else, and wasn't.

It was with the MD already, partly as a market driver, and partly as a desire to get the company on a more disciplined footing. It's one of the factors I look for in a client - that they already have that motivation, because without it, it's often just an exercise in frustration.

And (misbeliefs about consultants to the contrary), I'm really not interested in taking on a job where it's just not there, as it thus becomes solely about the money. I imagine auditing such companies is about as uninspiring as consulting to them. In myh experience, they either fail or never get the possible benefits available. Garbage in... garbage out. Lack of top management commitment in? Impossible to expect any real value coming out.

I audited a little company just the other week where the owner was absolutely committed to the whole QMS, he was like an expectant father during the audit, pacing around and fretting. No surprise, they passed with just a couple of Obs - as you said, 'it works'.

And isn't it lovely to see the ones who really 'get it'? And use it to improve? And really see how it can be applied intelligently, practically and with great results?

I find it an enormous pleasure - almost a privilege - to help those, and yes, this was one of those. :D

I audited a little company just the other week where the owner was absolutely committed to the whole QMS, he was like an expectant father during the audit, pacing around and fretting. No surprise, they passed with just a couple of Obs - as you said, 'it works'.

I'm reminded of a similar situation, from a long time ago. Too long ago. Isn't it just the best thing when it happens as it's supposed to.....?

On one hand it's really reassuring to hear of examples such as these and congratulations to Jane and Colin on playing a part in the success of these organisations. On the other, it makes me want to search for a genie in a lamp...

Wish No.1? Replace the top management from the department I currently work in with the top management from the organisation Jane mentions in her initial post here... :frust:

Wish No.1? Replace the top management from the department I currently work in with the top management from the organisation Jane mentions in her initial post here... :frust:

Funnily enough, possibly a few of the people there would wish for yours instead, so they could just 'go on doing it the way we always have'! :tg:

I certainly don't mean to give the mistaken impression that all is now just a bed of roses there, - it isn't. But yes, it IS great to see someone really 'get it' and become practically a raving fan of ISO 9001. (He is a great fan of the NCF Log, for example, because now he can see what the issues are, has a structured method of addressing them, and make sure they get handled properly so they don't pop up again in a different form, and 'bite them on the bottom' again.) It's going to take a while longer to get some of his people to understand how to 'do' CA and PA well - but now he has a good model that's part of their system.

This one I liked particularly because it was a big journey, and it's been a very successful one for them, and I do enjoy being part of that. One of the really good bits about the consultant thing.

I'm reminded of a similar situation, from a long time ago. Too long ago. Isn't it just the best thing when it happens as it's supposed to.....?

AndyN -- 2002 wasn't that long ago? :tg:

And to add... it's also the best thing when you have a consultant that not only helps you out at the time, but teaches you some things that will help you lead positive change throughout the rest of your career. :)