J
Jase Eyre
Here's a good one for ya...
I have just commenced working with a Hong Kong company on their QA system. This company's got problems. They have been accredited to ISO 9001:1994 for the past six years, but they are on the verge of losing their accreditation. They have called in OUR company to see what can be done to fix the problem.
Here's a snapshot:
*SME engineering company with some consultancy work. Expanding in related areas. Approx 100 employees.
*There is no support for QA amongst senior management; the CEO likes the idea of accreditation, but that's about as far as it goes; only one third of the Board of Management supports QA beyond simply paying lipservice to the idea. The majority of senior management is more interested in maintaining a bulk turnover to maintain profitability rather than looking into productivity gains.
*There is no support for QA among middle management. They see it as an unnecessary imposition that adds no value to their work and eats into their time. Their attitude is validated by the words and actions of senior management.
*There is SOME support for QA (at least in principle) among the professional staff (approx 25%), but they are no fans of the current system, which they find somewhat burdensome to comply with.
*Morale is rock bottom. Staff turnover is running at about 30-40% over the past quarter.
*There is talk about introducing ISO 9001:2000 and ISO 14001, and some work done in both spheres. Supporters see this as a way of redesigning their QA system from the ground up - a 'fresh start', as it were. Detractors just see it as 'more damn QA'.
*Another consultancy tried to fix things up about six months ago (the source of most of our information thus far). Someone from that company (who gave up) told us they tried to get input from staff and management on the redesign, but drew a blank: Most weren't interested at all (particularly senior/middle management), the rest couldn't find the time (or weren't freed up /encouraged to participate by their line managers).
*The company as a whole are unwilling to engage in any IT solutions to solve problems of document control / ease of system use. There exists a half-developed but abandoned intranet project. Everything is currently paper-based.
*There are three months to go before the registrar walks through the door with a big red pen.
*There are, as yet, no documented records of processes or activities carried out by the company upon which to base any new system.
*Current system lacks a management review process due to the ambivalence of the majority of the board.
*The previous internal auditor has just left. There is no replacement as yet.
*There is a three week deadline (on us) to implement a 'revised system', and 2 months of 'test time' in addition.
How's them apples! Sound familiar to anyone? What would YOU do (we already have our own ideas...)?!?!
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JasE
I have just commenced working with a Hong Kong company on their QA system. This company's got problems. They have been accredited to ISO 9001:1994 for the past six years, but they are on the verge of losing their accreditation. They have called in OUR company to see what can be done to fix the problem.
Here's a snapshot:
*SME engineering company with some consultancy work. Expanding in related areas. Approx 100 employees.
*There is no support for QA amongst senior management; the CEO likes the idea of accreditation, but that's about as far as it goes; only one third of the Board of Management supports QA beyond simply paying lipservice to the idea. The majority of senior management is more interested in maintaining a bulk turnover to maintain profitability rather than looking into productivity gains.
*There is no support for QA among middle management. They see it as an unnecessary imposition that adds no value to their work and eats into their time. Their attitude is validated by the words and actions of senior management.
*There is SOME support for QA (at least in principle) among the professional staff (approx 25%), but they are no fans of the current system, which they find somewhat burdensome to comply with.
*Morale is rock bottom. Staff turnover is running at about 30-40% over the past quarter.
*There is talk about introducing ISO 9001:2000 and ISO 14001, and some work done in both spheres. Supporters see this as a way of redesigning their QA system from the ground up - a 'fresh start', as it were. Detractors just see it as 'more damn QA'.
*Another consultancy tried to fix things up about six months ago (the source of most of our information thus far). Someone from that company (who gave up) told us they tried to get input from staff and management on the redesign, but drew a blank: Most weren't interested at all (particularly senior/middle management), the rest couldn't find the time (or weren't freed up /encouraged to participate by their line managers).
*The company as a whole are unwilling to engage in any IT solutions to solve problems of document control / ease of system use. There exists a half-developed but abandoned intranet project. Everything is currently paper-based.
*There are three months to go before the registrar walks through the door with a big red pen.
*There are, as yet, no documented records of processes or activities carried out by the company upon which to base any new system.
*Current system lacks a management review process due to the ambivalence of the majority of the board.
*The previous internal auditor has just left. There is no replacement as yet.
*There is a three week deadline (on us) to implement a 'revised system', and 2 months of 'test time' in addition.
How's them apples! Sound familiar to anyone? What would YOU do (we already have our own ideas...)?!?!
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JasE