For example, an ISO introduction seminar and awareness training is also a good idea. But do you train everyone, including hourly? One client did just that. It was a 3 day course / rolling project. All shifts. With most of my clients I leave awareness training on that level to managers and to internal auditors during the first complete phase of internal auditing.
My only point here is that training is necessary but how this is done is variable. With Motorola Phoenix, I attended meetings regularly on a rolling basis visiting all the groups on the managers level. We also gave several large training ‘seminars’ and went into the fabs and other manufacturing areas. Some members of upper management were given one-on-one training. Line level personnel were trained by managers and internal auditors.
Many companies schedule a Kickoff Meeting to establish the project as official. While it is typical for ‘upper management’ (the ‘top dog’) to play a mostly invisible part in the project, the ‘top dog’ should be at this meeting as well as other ‘upper’ and middle management folks. The ‘top dog’ should (must?) voice his/her total support for the project.
This is where top management personally pledges support for the project.