Please help !

Our company is about to update the QMS. Has anyone got any idea of how to convince employees that this new standard can improve the structure of the organization and what would they gain if we adpot iso 9001: 2000?

Regards
Cheers

Archer

Hi Archer,

Well, we all have to upgrade sooner or later, but that's a poor argument.

The trick is of course to make people understand why you should upgrade. In order to do that you'll have to be convinced yourself.

One question is what the current system looks like? If it's a good one you may need only small changes to adapt it to the new issue. If it's not, on the other hand, you'll have all the reasons you need to upgrade. Can you tell us more?

You could mention:

It's better adapted for use outside the manufacturing industry
More focus on improvement
More focus on the customer
The process focus
The new issue is has a better structure


I just pulled this from memory, there is more.

/Claes

We have several customers that say "No ISO,no business".

You have to upgrade because the 1994 standard expires in 2003 and I guess you still need to retain your ISO9001 certification.

The reasons for having an effective QMS dont change with the upgrade.

How about "Paychecks will decline at the same rate as business drops off due to our failure to implement the new QMS".

Originally posted by Archer

Our company is about to update the QMS. Has anyone got any idea of how to convince employees that this new standard can improve the structure of the organization and what would they gain if we adopt iso 9001:2000? Archer,

Is your company already certified to the 94 standard?

If so, why do your employees need to be convinced? Is your system not providing what the employees need? Are the employees not seeing a benefit by living a "quality culture"?

If not, then I guess it goes back to the same process we all go through when we decide to get ISO certification, namely customer requirements, streamlining operations, better control of processes, reduced costs from redundant systems, or whatever you identify as reasons to attain ISO certification.

In my experience, I've seldom had problems with buy-in from the average Joe. As long as I don't make his job any tougher, he usually sees the benefit of finding the "best" methods for performing his job. Especially if I can find something he is doing now and making it easier. It is amazing how making one little thing go away will earn you a staunch supporter.

Now, on the other hand, sometimes it is more difficult to get management (including supervisors) to see the benefits.

Also as pointed out, if you are ISO certified now, you have to upgrade to keep that certification, so might as well avoid the rush:bonk:

Good luck

Most standards bodies have handbooks which outline the changes from 1994 to 2000.
What you have to do is write down each new requirement in the 2000 standard, then explain how this requirement will be met in your company and why that change is an improvement.

I didn't say it was going to be easy, but if you're serious, that's the kind of insummountable evidence you need to be able to present - particularly to the key stakeholders.

SORRY

Got carried away again. For employees, you can go through the same process, but simplify it.

1. ID the changes ('94 to '00).
2. Now tick which changes will actually impact employees when implemented.
3. Write down what the improvement is for each ticked item.
4. Tell the employees.


IMPROVING THE STRUCTURE OF THE ORGANISATION
This is really difficult to answer without having all the details.
Do you need to change the structure.
do employees expect/want the structure to change.
What other influences are causing org structure changes (apart from quality).
Change is constant, if you stand still you're going backwards compared to the competition, etc. etc.

Anything specific you want to know????