I read this quote a while back (sorry, but I canīt remember who wrote it) and itīs always in the back of my mind... so I thought Iīd share it...
Quote:
If you want to know how much Upper Management/Owner of the company is commited and supports the QMS, ask him how many times per week/day he looks at the companies cash flow and how many times he checks the suggestion box, KPI and/or customer complaints
__________________ Ted
Nothing is difficult, you just didnīt understand it yet...
Last edited by Coury Ferguson; 19th August 2008 at 06:54 PM.
Reason: Added quote symbols
I disagree with those items as a means to measure commitment from management. I check my car's 'distance travelled' since its last oil change, but that doesn't make me a responsible car owner. Now, if I respond to the number of kilometres that have passed and actually have an oil change done when its due, that helps demonstrate my commitment towards my car's maintenance.
The same can be said for management.
If all they do is check numbers but not respond accordingly (both provide positive feedback and provide corrective actions as necessary), they are not committed. I look more towards accountability and provision of resources.
If management tells me "Implement a QMS within six months but we're not going to give you a budget or any additional help or resources", their level of commitment is non-existent.
Why track management's commitment, any way? I mean, it's obviously there if metrics which are outside of the control limits are responded to and projects are completed on time.
Or have just missed the point here?
__________________
~ Roxane ~
"There's a fine line between genius and insanity. I have erased this line." - Oscar Levant
What I think the quote refers to is UM/Owner tends to look more times at financial results than KPI related to the QMS... he might be worried why his billing is down, but wonīt look at the increase in customer complaints as a possible cause for this...
At least thatīs the way I see it...
__________________ Ted
Nothing is difficult, you just didnīt understand it yet...
What I think the quote refers to is UM/Owner tends to look more times at financial results than KPI related to the QMS... he might be worried why his billing is down, but wonīt look at the increase in customer complaints as a possible cause for this...
At least thatīs the way I see it...
That's the devil so many of us face in our competetive environment, isn't it?
I measure management commitment through a closed-loop flow of actions and results:
1. An opportunity to improve is identified from whatever source.
2. Management gets the news, hopefully with some measure of "goodness" that can be compared against later.
3. Management determines action is needed, or not, hopefully based on sound decision making methods.
4. Management assigns resources and clearly identifies reasonable expectations.
5. Management cooperates when the actions are cross-departmental.
6. Management receives and studies the data reporting progress or results.
7. Management compares the outcomes against the original problem and asks: is the result what we wanted? If not, why not?
8. If more work needs to be done, repeat 4 through 8.
9. Management tells the rest of the organization what has happened, what was learned and what it means to the organization.
10. Management appropriately recognizes crucial people and looks at the events for clues as to whose roles could be expanded in future efforts (resource building).
Okay, I live in a fairy tale world. Anyway, evidence of these items happening is how I measure upper management commitment.
The proof's in the pudding, or so the saying goes.
__________________
Stealth quality versus no quality
Does anyone know what these oblong symbols means on a drawing?
Welcome to the Cove, Artemis
When dealing with a new topic, you should start a new thread rather than posting your question to a thread on an unrelated subject. Have a look at this thread for guidance on posting.
As for your question, the symbols are nonstandard and used by your customer for their own particular purposes. You'll need to contact the customer to find out what they mean.
__________________
Some men are born mediocre, some men achieve mediocrity, and some men have mediocrity thrust upon them.-- Joseph Heller
When dealing with a new topic, you should start a new thread rather than posting your question to a thread on an unrelated subject. Have a look at this thread for guidance on posting.
As for your question, the symbols are nonstandard and used by your customer for their own particular purposes. You'll need to contact the customer to find out what they mean.
Phew! I thought I was missing a connection there for a moment. Thanks for helping out the newcomer, Jim!
__________________
~ Roxane ~
"There's a fine line between genius and insanity. I have erased this line." - Oscar Levant
Okay, I live in a fairy tale world. Anyway, evidence of these items happening is how I measure upper management commitment.
The proof's in the pudding, or so the saying goes.
Apparently we both live in the same fairy tale world then, Jennifer. Side note...which Cove members can be the wicked witch or evil step-mother?
But you've given some very simple steps to follow when looking for evidence of management commitment.
Quote:
Originally Posted by tedschmitt
What I think the quote refers to is UM/Owner tends to look more times at financial results than KPI related to the QMS... he might be worried why his billing is down, but wonīt look at the increase in customer complaints as a possible cause for this...
Personally, I think any Top Dog worth his or her salt knows to look for the connections between cause-and-effect...or is this my ideal world coming into play again?
Let's face facts, though...Top Dog is going to look at the financial numbers more. Why? Because we are in business to make money. Sorry, but that is the cold face of reality staring back at us. Now, a good manager would ask "Why are numbers not where I want them to be?"
Looking around the table of management, we see production, quality, purchasing, shipping...all of those departments that connect to one another to help get product out the door.
Each of them, can highlight areas for improvement (or problem areas) within their little world and decisions are made on where to focus energies and resources. And, if done properly (i.e., through Jennifer's nicely explained process), those results start to get back up to where they should be.
Looking at the title of this thread, I do find myself asking this question..."Is it necessary to measure management's commitment?" Personally, I say no, because I see it every day through application of those steps listed by Jennifer. But for those of you who feel that you're lacking committment from management, do you feel it important to measure their dedication? If yes, how do you do this?
__________________
~ Roxane ~
"There's a fine line between genius and insanity. I have erased this line." - Oscar Levant
How to measure Upper Management Commitment
Re: How to measure Upper Management Commitment
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