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Why do so many ISO 9001 Implementation Programs Fail?
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Why do so many ISO 9001 Implementation Programs Fail?
Why do so many ISO 9001 Implementation Programs Fail?
Why do so many ISO 9001 Implementation Programs Fail?
Why do so many ISO 9001 Implementation Programs Fail?
Why do so many ISO 9001 Implementation Programs Fail?
Why do so many ISO 9001 Implementation Programs Fail?
Why do so many ISO 9001 Implementation Programs Fail?
Why do so many ISO 9001 Implementation Programs Fail?
Why do so many ISO 9001 Implementation Programs Fail?
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implementing a qms, implementing iso 9001, iso 9001 - quality management systems, implementation of a standard in a company
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  Post Number #137  
Old 24th September 2011, 09:30 AM
BridgeGap

 
 
Total Posts: 9
Re: Why do so many ISO 9001 implementation programs fail?

Quote:
In Reply to Parent Post by Jennifer Kirley View Post

That's what a QMS is supposed to be like. It's not supposed to be a bureaucratic wad of encyclopedic-looking procedures or an onerous set of rules.
Tragically, for so many that is exactly what it becomes. It all starts with leadership and how quality management is viewed. Unfortunately, I think the term QMS, and more specifically the "System" part, has some kind of hypnotic effect, altering good leadership sense. Or maybe I give too much credit. The directive is given, results are expected and the template is overlayed, forcing all kinds of change which becomes a chore in itself to manage. The resulting change that should have been profound, meaningful and lasting is, by nature of how it was forced into shape, superficial, a burden and short-lived... Oh I guess I could go on and on. Couldn't we all?

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  Post Number #138  
Old 24th September 2011, 01:59 PM
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Jen Kirley

 
 
Total Posts: 6,113
Re: Why do so many ISO 9001 implementation programs fail?

Quote:
In Reply to Parent Post by BridgeGap View Post

Tragically, for so many that is exactly what it becomes. It all starts with leadership and how quality management is viewed. Unfortunately, I think the term QMS, and more specifically the "System" part, has some kind of hypnotic effect, altering good leadership sense. Or maybe I give too much credit. The directive is given, results are expected and the template is overlayed, forcing all kinds of change which becomes a chore in itself to manage. The resulting change that should have been profound, meaningful and lasting is, by nature of how it was forced into shape, superficial, a burden and short-lived... Oh I guess I could go on and on. Couldn't we all?
I wear a pendant watch and you would not believe (then again, maybe you would) how many times I wanted to hold my own hypnotherapy session, swinging the little thing back and forth and intoning "You will dooooo the right thiiiiiinnngg"

Seriously, the biggest problem I've seen with implementation is having a dozen or more managers slogging through their processes using their individually created Excel as a table to hold their data. The data must be searched over and over, to identify things like "Has the FMEA update for process change #123 been done?" As a result of poorly designed and haphazardly used tools a new process is brought on line but several pieces of equipment never got their PMs set up; lines go down because materials forecasting is done based on how much was used last month versus how much will be needed next month; required actions for process changes don't get done.

And no one knows or can connect the dots because these things don't get reported to the quality manager except for when found in audits. You wouldn't believe how many times I asked different managers what tools we used to make sure everything in projects gets done (I had seen what they did use, those various spreadsheets), and they did look at me as though they were hypnotized. I kept saying "We really should have a standardized set of tools that make it easy to identify status of deliverables" and they just looked at me. Zombies?

It would help if the managers could learn to recognize the lost value due to consequences of these types of things. I presented my Global Performance Audit plan to the guy in charge of North America auditing but he didn't understand it and he won't be implementing it.

Instead, when a consequence occurs it's natural to deal with symptoms and deal with the emergency. In fact, being a problem solver is much more celebrated in management circles than a problem preventer. As long as this attitude prevails we in QA will have plenty to do.

Last edited by Jen Kirley; 24th September 2011 at 02:12 PM.
Thank You to Jen Kirley for your informative Post and/or Attachment!
  Post Number #139  
Old 2nd November 2011, 05:01 AM
Kwesifaiola

 
 
Total Posts: 4
Re: Why do so many ISO 9001 implementation programs fail?

Hello
Thanks for provide me information about Why do so many ISO 9001 implementation programs fail because this will help me.
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Kwesifaiola
  Post Number #140  
Old 21st November 2011, 02:05 AM
Raffy's Avatar
Raffy

 
 
Total Posts: 851
I Say... Re: Why do so many ISO 9001 implementation programs fail?

Hi,
IMHO, Many ISO9001 Implementation Program fails because of failure to receive commitment from management, i.e. commitment to support the system such as closure of Corrective Action Report (CAR) On Time, Several Open Action Items, Recurring CAR, Unreturned CAR and many more.
Best regards,
Raffy
  Post Number #141  
Old 21st November 2011, 08:20 AM
Big Jim

 
 
Total Posts: 2,902
Re: Why do so many ISO 9001 implementation programs fail?

In talking with a client who's program has stalled, he said that his customer, the one that pushed for it in the first place, is no longer pushing for his registration.

So a reason is simply that the customer no longer is applying pressure.
  Post Number #142  
Old 22nd November 2011, 10:39 AM
Hodgepodge's Avatar
Hodgepodge

 
 
Total Posts: 281
Re: Why do so many ISO 9001 implementation programs fail?

Quote:
In Reply to Parent Post by Big Jim View Post

In talking with a client who's program has stalled, he said that his customer, the one that pushed for it in the first place, is no longer pushing for his registration.

So a reason is simply that the customer no longer is applying pressure.
This makes it sound like your client doesn't see any real value in developing and implementing the program. Why? Answer this question and we will get a glimpse as to why so many implemenations fail.
Thank You to Hodgepodge for your informative Post and/or Attachment!
  Post Number #143  
Old 22nd November 2011, 12:08 PM
vincentkuipers

 
 
Total Posts: 1
Re: Why do so many ISO 9001 implementation programs fail?

Quote:
In Reply to Parent Post by Hodgepodge View Post

This makes it sound like your client doesn't see any real value in developing and implementing the program. Why? Answer this question and we will get a glimpse as to why so many implemenations fail.
In my opinion it has to do with the consultant involved in building the managementsystem. Make it small, make it usable and make it profitable and make the client believe in the use of it. If you can do that, you won't fail.

Vincent
  Post Number #144  
Old 13th January 2012, 08:52 PM
Big Jim

 
 
Total Posts: 2,902
Re: Why do so many ISO 9001 implementation programs fail?

Quote:
In Reply to Parent Post by Hodgepodge View Post

This makes it sound like your client doesn't see any real value in developing and implementing the program. Why? Answer this question and we will get a glimpse as to why so many implemenations fail.
In this case, he says that the system is active and fully functioning, although I wonder just how much without 3rd party auditing. What he did say clearly is that as long as his customer is not pushing for it, he won't spend the money to get registered.

And he certainly is using it, even if it is perhaps in a limited manner, beause he said that life is easier with it and he can't picture doing business without the structure it provides.
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