In your facility, is ISO 9001 a tool or a weapon (by majority)?

[Marc]

Maybe, once upon a time, we did it because of ISO, but now we do it because it makes sense.

Precisely. This is what I try to emphasize. "Because it makes sense" to me = "Basic good business practices".

 

[RoxaneB]

Precisely. This is what I try to emphasize. "Because it makes sense" to me = "Basic good business practices".

And that's what I was trying to communicate to a recent visitor to the Cove who seemed more inclined to disrespecting ISO than listening to those of us who consider ourselves to be 'success stories.'

I still smile at my recent inner revelations regarding my evolution from a because-of-ISO-kinda-girl to an advocate of systems and processes and improvement.

For our new teammates, I'm the tourguide who introduces them to our Management Technology. For our existing teammates, I'm the information desk. But for all, I'm the champion of the system (to paraphrase a somewhat well-known North American commerical..."I'm not just a user, I'm the Champion"). Every one of our locations has someone in my capacity and we're called Change Agents. We're in one of the most high-profile positions within the organization. When a new process is about to incorporated or modified, odds are you'll find us guiding the way (not always leading...more like facilitating).

In the end, it's great to see how involved our people get when actions need to be taken. This morning, I had a visitor from a sister plant who shipped us, in our opinion, bad material. Sales disagreed and sided with the sister plant. Customer complained and our plant was hit with it. My visitor is in a position to do something about this. During the tour today, a couple of the workers in that area came up and started offerring possible (and professional) solutions. No finger pointing. No blame laying. Just wanting to work together to resolve the situation...how's that for giving you a warm and fuzzy?

We're not perfect...I don't think we ever will be...but we do try to raise the bar when it comes to meeting requirements, ensuring security and profitability, and allowing our Family to grow (both personally and professionally).

 

[RoxaneB]

July looks good to me Roxane. Ok with you?

For now, yes, but I do know we have MS shutdown in July for two weeks and RM shutdown in August for one week. Shall we move this conversation to the Coffee Break forum to discuss there, rather than clutter up this thread?

 

[Marc]

Shall we move this conversation to the Coffee Break forum to discuss there, rather than clutter up this thread?

Different topic - New or related thread, please.

 

[gpainter]

There is no doubt about it that ISO is a BMS from the get-go. But many companies get the attitude that it is a hammer and to a hammer everything looks like a nail.

It is documented and if it is not done this way your out or you get a warning. Two places tried this and it had to be stopped. The question should be is there something wrong with the System? A lawyer friend of mine once said "Once you document it, someone will have you!" I am surprised that more did not say weapon. Which it should not be.

 

[mshell]

I started with this company a little over 1 year ago and ISO was used as a weapon in the past. People were terrified when I mentioned the word audit. I eventually prepared a powerpoint presentation which outlined what would and would not occur during the course of the audit and made it a mandatory training for all employees. It seemed to ease fears a little but everyone did not relax and embrace the process until they saw that my goal was to help improve the organization not point fingers or place blame. Now ISO is becoming the tool that it was meant to be. Employee involvement is improving and the lines of communication are open. It is far from perfect but things are changing for the better.

 

[RoxaneB]

Now ISO is becoming the tool that it was meant to be. Employee involvement is improving and the lines of communication are open. It is far from perfect but things are changing for the better.

Great success story! Always nice to hear when things go well!

 

[John Nabors - 2009]

The first time I participated in an ISO (actually QS9000) implementation, one of the trainers described the '20-60-20' rule where 20% of the workforce will embrace it and work hard for it, 20% will fight it tooth and nail, and the remaining 60% will sit on the fence with one moistened finger in the air testing the wind. My experiences since then have completely validated that statement. The 20% who favor it will view it as a tool. the 20% opposed will fear it as a weapon. The other 60% will sit there with a blank stare until they get a sense that one faction or the other will prevail and then adopt the viewpoint of the winning side. The overwhelming factor that will determine who that will be IMHO is whether top management fully supports the implementation and maintenence of a robust QMS. I have seen two such efforts completely founder, wither, and die due to the lack of that support.

 

[ScottK]

The first time I participated in an ISO (actually QS9000) implementation, one of the trainers described the '20-60-20' rule where 20% of the workforce will embrace it and work hard for it, 20% will fight it tooth and nail, and the remaining 60% will sit on the fence with one moistened finger in the air testing the wind. My experiences since then have completely validated that statement. The 20% who favor it will view it as a tool. the 20% opposed will fear it as a weapon. The other 60% will sit there with a blank stare until they get a sense that one faction or the other will prevail and then adopt the viewpoint of the winning side. The overwhelming factor that will determine who that will be IMHO is whether top management fully supports the implementation and maintenence of a robust QMS. I have seen two such efforts completely founder, wither, and die due to the lack of that support.

I have heard this rule.

Personally I think it's nonsense with most training and it's just an instructor's excuse when management feels not enough people bought into a program, or it's a management passing off the blame on to the people for their poor committment.

Culture change ain't easy but with the proper support and good instructors my experience shows far better that 20-60-20.
20-60-20 may be valid after the introductory session, but I see more along the lines of 50-40-10 after a few more informative sessions and setting up teams for acitve participation at all levels. And then that 40 will move over to the 50 side, with the typical negative personality types staying below the 10% mark.

 

[harry]

one of the trainers described the '20-60-20' rule where 20% of the workforce will embrace it and work hard for it, 20% will fight it tooth and nail, and the remaining 60% will sit on the fence with one moistened finger in the air testing the wind.

This must have its origin from Pareto's principle, the 80-20 rule. Yes, there are always the 20% laggards or whatever you called them and they often choose to look at things the negative way. Only culture change and time (taken for the system to prove itself) can change these people. What ever it is, internally, ISO is a management tool. Negative perceptions can be managed and changed over time.

Externally, ISO is a weapon - A weapon of competition. Of the many organizations certified, how many had a working system, how many had systems that enhance their business/output? It's the job of management to deploy and make good use of all their weapons (management tools) to ensure survival or leadership positions in their respective business sector.