Has an Implementation by a Consultant EVER Failed?

We used (or I am) a consultant and at the registration audit:

  • Company - Passed 1st time - Registrar was our choice.

    Votes: 6 20.0%
  • Company - Passed 1st time - Registrar was chosen by our consultant.

    Votes: 1 3.3%
  • Company - Passed 1st time - Did not use a consultant.

    Votes: 10 33.3%
  • Company - Failed 1st time - Registrar was our choice.

    Votes: 0 0.0%
  • Company - Failed 1st time - Registrar was chosen by our consultant.

    Votes: 0 0.0%
  • Company - Failed 1st time - Did not use a consultant.

    Votes: 0 0.0%
  • Consultant - Have never had a client fail - I choose registrar.

    Votes: 0 0.0%
  • Consultant - Have never had a client fail - I do NOT choose registrar.

    Votes: 5 16.7%
  • Consultant - Have had a client fail - I choose registrar.

    Votes: 0 0.0%
  • Consultant - Have had a client fail - I do NOT choose registrar.

    Votes: 1 3.3%
  • Doesn't apply to me.

    Votes: 7 23.3%

  • Total voters
    30
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ScottK

Not out of the crisis
Staff member
Super Moderator
#52
1st company worked for out of college hired a full time "consultant" - his only job was coordinating ISO9001:1994 between corporate and three facilities.
All passed first try.
So - would that be considered a consultant or employee?

Current job - I used no consultant (aside from free advice from the denizens of the Cove, thank you all :D ) and we passed first time.
 

harry

Super Moderator
#53
We had progressed and matured. Passing the initial audit or meeting the minimum requirements should not be a problem for most (if not all). The challenge is really in the implementation side - to have an effective system (it goes without saying that audit and all other continuous improvements activities contribute to this).
 

bobdoering

Stop X-bar/R Madness!!
Trusted Information Resource
#54
I have seen where consultants were a significant benefit to a company with no personnel experienced in implementation. I have seen unmitigated disasters by consultants who knew one industry trying to implement in another, or simply did not know as much as they thought. That's not good. But the saddest use of consultants is when upper management chooses to not trust the knowledge of their own employees, who may very well have been able to implement (or could with a little training), for the badge of expertise of a consultant. It demoralizes the employees and lessens the depth of implementation. :cool:
 

Ajit Basrur

Staff member
Admin
#55
Friends,

This is an older thread.

Any new insights, experiences that can be shared?

Stijloor.
Thanks for reviving this old thread that is very apt :)

We are doing without Consultants and got certified to different system like ISO 9001, ISO 13485, ISO 14001 and TS 16949.
 
J

JaneB

#56
I've seen evidence of some previous attempts at implementation by some consultants that failed.

There's no 'certification' or qualifications for consultants, so caveat emptor (buyer aware) definitely applies.

I advise anyone who plans to use a consultant to pay a lot of attention to the process, & particularly checking out the experience of a few past (& relatively recent) clients. As a consultant, I'm more than happy when any prospective client chooses to do this, and respect them more for it.

I look on any selection of a consultant as having something in common with recruitment - and anyone hiring on 'gut instinct' isn't following one of the underlying principles of quality management: Decision-making based on fact.
 
J

joshua_sx1

#57
…just only a thought, this is very rampant scenario in the Middle East…

…Department A of Consultant XYZ will be the one to develop the entire QMS of Company DEF including implementation… then during certification audit, Company DEF will be audited by Department B of (the same) Consultant XYZ …

…I guess, this scenario has been already discussed in another forum…

…my only point is, how the Consultant XYZ will fail if they will be also the one to conduct certification (and/or surveillance) audit… (even in the event of involving 2 or more different departments but under the same organization)…

… it’s like “cooking” with your own “cooking oil”… :magic:
 

atitheya

Quite Involved in Discussions
#58
As a consultant I have never had a client fail - I do NOT choose registrar.

There seems to be a mistake on my part while voting. I intended to vote for the above option and think I did, but when the poll results came in view (after voting) my vote (shown in italics to me) was reflected as 'Consultant - Have had a client fail - I do NOT choose registrar. ' If it is so, is it possible to change my vote?

Thanks
 
B

blinggblingg

#59
Can i just ask this question and need ya guidance !

EXPLAIN THE CAUSES OF MANAGEMENT RESISTANCE TOWARDS EMPLOYEE EMPOWERMENT WITH THE REFERENCE OF IMPLEMENTATION OF TQM.

WHAT SHOULD I ACTUALLY STATE DOWN ?
NEED HELP URGENT ! GOSH !
 
C

Craig H.

#60
Can i just ask this question and need ya guidance !

EXPLAIN THE CAUSES OF MANAGEMENT RESISTANCE TOWARDS EMPLOYEE EMPOWERMENT WITH THE REFERENCE OF IMPLEMENTATION OF TQM.

WHAT SHOULD I ACTUALLY STATE DOWN ?
NEED HELP URGENT ! GOSH !
Not knowing the people involved, this is just a guess, but...

Often "old style" managers do not want to give up any of their power, and any allowance of independent thought or action by their underlings is thought of as a reduction of influence. Even when shown that they can become more powerful by empowering their people, their reaction to this is so deeply ingrained that it is a,most impossible for them to change.
 
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