How to convert an unbeliever - Dinged for insufficient documentation by our registrar

#11
Steph -

I am certain that you are already aware of this, but... if Top Management isn't on board, and if they do not provide "objective evidence" of personal involvement and commitment to the initiative >>> you will not pass the scrutiny of an audit.

My only advice to you is that if you are "on the hook" for the ultimate success or failure of the system, it leaves you with one of two options:

Option 1: Prepare a report for top management explaining why this initiative is not in the company's future (i.e, Management Reponsibility.) It isn't the first element by accident. Your recommendation will save "X" amount of dollars in preparation and registration costs, etc. It seems he will most certainly buy into that and you may even get a raise, t'boot!

Option 2: Obviously, Top Management isn't prepared to operate an effective Quality Management System. I would have to question your Management's ability to run a business, clean up my resume, and start looking for a new job. I wouldn't want to work at a place where Management wasn't committed to continuous improvement to the Quality Management System. Let me change that a little... Management's indecisiveness with regard to going-for or not going-for certification is a symptom of what is probably a bigger "company cancer."

If Top Management cannot demonstrate commitment, it will spread through the ranks (if it hasn't already). Why stay?

ALM
 
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Kevin Mader

One of THE Original Covers!
Staff member
Admin
#12
Steph,

What a conundrum. Still, many folks find themselves in this position. I have even had clients who have stated "I don't believe in this stuff, but I have to have it anyway (Customer driven)!" So how do you deliver the goods with such an obstacle?

IMHO, all parties need to agree to disagree on the benefits of ISO. The objective, while for the right reasons or not, is to register to ISO. So parties need to agree upon the approach and the responsibility they will need to assume. You can work from a middle level in an organization and lead it to a successful registration. Hopefully as the process goes along, others will learn more about the process and the essence of ISO and adopt it for their own. Still others will remain unconvinced. For those folks, they will need to say the right things when pressed for comment (there will always be the doubters). This situation worsens as you find it in higher levels. It also generally takes more effort in "coaching" folks to say the right things. They will if it is in their best interest. I would suggest that you review 4.1 and 4.2 with the doubters in senior level positions, as they will likely have to face the Registrar. If they fall, you may also so try to paint a good picture.

Regards,

Kevin
 
J

John C

#13
I want to thank everyone for their contributions. Please carry on, but I have to bow out. I'm leaving next Monday to take a few weeks leave and then I'll give the consultancy a go. I'll have to kick the 'Cayman habit' for a while, - it's very addictive and great fun - no doubt I'll be back on as soon as I run into trouble. So thanks to all, especially those who have responded to my queries on this and other discussions. Thanks to Marc once again.
Re the problem top exec; I would support Alm's first suggestion, but not his second. This is 'the' challenge of our work. It's the most difficult obstacle but it is also the key to really making a difference. We shouldn't walk away from it. Better to plan and ponder, try this, try that and build a campaign that is eventually going to have a relevant level of success. Appeals to logic or common sense often fail. Fear of the registrar is great the day of the audit but sinks into the background on the other 360 days. Appeals on humanitarian grounds or promises of riches cut no ice.
Why is it so difficult?
Very simple at the superficial level; The CEO's background and training is at odds with the Systems person's approach. As I've heard it said about the post of President; The guy who has the credentials to get the job is unsuitable to do it. That's the reason; The guy needs retraining, which is difficult enough in itself. But there are many different reasons why the guy is not prepared/ not able to make the shift and, unless you can find the specific reason, you are unlikely to crack the problem. And, to make it more difficult, the Systems person usually needs retraining first.
and regards, John C

[This message has been edited by John C (edited 23 June 1999).]
 

barb butrym

Quite Involved in Discussions
#14
well john, lets hope you mastered the art of getting people motivated to the project at hand, as you will need that in your new role as consultant.... more than ever. All the best to you

barb
 

Kevin Mader

One of THE Original Covers!
Staff member
Admin
#15
JC,

Good luck on your consultancy endeavor. I hope you find great satisfaction (and a measure of success) with helping folks to improve their organization and increase the quality of life for yourself, your client, and the folks who buy and use their product.

Regards,

Kevin
 

Marc

Hunkered Down for the Duration with a Mask on...
Staff member
Admin
#17
Just to remind us all how things are changing! John C 'finally' kicked the 'Cayman habit' (post 13). Too bad... :(
 
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