Management commitment - Lipservice - Delegation

G

Garry

#1
Folks

I am the Quality representative of a QS9000 accredited company. I have approached the MD for initiatives (strategic and tactical) leading to a cultular change within the organisation.


His reply was:

"You have Management who is very commited to quality and best practise and lean manufacturing principles.

Top Management - provides facilities, equipment and staff of a very high standard suitable to serve our industry and provide top KPI's including DIFOT and PPM targets. Top Management has achieved its targets, however, Top Management will need to ensure that middle management is commited and up to its task."

Middle Management - To establish suitable systems to achieve KPI's. To communicate culture and train/foster staff. This is still in its development stage and I (the MD) would like top see a lot more action and commitment on this.

Staff - Need to know KPI's, need to follow procedurtes and to operate within the culture and requirements of QS9000."



Note: we are just an SME with a workforce of less than 100.
I am so confused with this "direction" and for me it looks very much like he doesn't want to be involved in a change at all, eventhough this is required and recognised by all. I have reason to believe, he is passing the bucket as he clearly defines that I have to define the culture and drive it completely.

I am tempted to reply/discuss to his comments, however, I have no idea where to start.

What are your experiences? How would you deal with this?

Your valuable help is much appreciated. Thanks

Garry
 
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T

Teknow

#2
I must admit that I'm confused by this as well - if I read it correctly, he is saying that top management has set the goals & direction for the company but that the emphasis needs to on middle management to drive the change through.

IMHO middle management will only drive change through if
a) they can clearly see the benefits
or
b) they are measured against the results

I would argue that top managment need to provide visible leadership & to be totally involved in pushing forward & cannot delegate this down to the "Quality Representative" - again IMHO the QR just wouldn't have the clout to make things happen. :bonk:
 
N

noboxwine

#3
Top Mgrs are flakes

Quick thoughts here as I could go on for days. At least this "top mgmt team" doesnt give lip service---they tell ya they are not committed to the change from the start ! Well done gang !

The only times (and often) I have seen QMS's fail is due to a blatant lack of committment from the top. QMS's only become important when the heat gets turned up and then it's soon again a memory. Old school, stubborn, lazy, chicken--whatever the reason----When it is not embraced by the people in "charge" then saddle up for a bumpy ride----oh, and lots of fabricated C/A to ticked off customers. Can you say hi ppm's ? What a hapless bunch of cowards. JMHO. Have a day ! :frust:
 

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Mike S.

Happy to be Alive
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#4
Nobox,

Your atatched graph is one of the simplest, but most information-filled (and correct) that I have seen in a long while. I may just use that one in the future! :bigwave:
 
N

noboxwine

#5
Thanks Mike S. In order for us Quality types to implement solutions, the fundamental defect must be identified. My data proves top mgmt is the overwhelming root cause of QMS failures. Why do we (we, as in business) make it so difficult ? Have a day !:cool:
 
G

Garry

#7
Root cause = poor Management support

Agree completely...however, how do you guys approach your bosses and how do you convert them, especially if they believe they have done everything to demonstrate commitment. I don't want to rest on an established root cause. I want to move forward and get them to acknowledge that they can not pass the bucket. How would you describe "visible leadership" :bonk:
 
#8
Re: Root cause = poor Management support

Originally posted by Garry
---X---
I want to move forward and get them to acknowledge that they can not pass the bucket. How would you describe "visible leadership" :bonk:
Good input.

First of all we have to display good leadership ourselves.

We need to get them interested. In order to do that we need to show them where the money is. I know of no better way. Provide them with good data... Just facts, absolutley no whining... and always edge the money aspect in whenever possible.

Easier said than done, I know, but I've seen it work.

/Claes
 
G

Garry

#10
show them where the money is
That's easy said, yes. Since we are an organisation managed by results, you might understand that figures are fudged. Because people or departments lose status if they fail to reach the targets, they make it look like they are conforming. They are encouraged by the "system" to fudge, alter and/or just play the game and cut corners where ever possible. Guess who is also cutting corners?

It is very hard to collect data in such environment. Cost of Quality is one of the measurements, however, it all looks too good. Financial problems are apparent but this is expressed as a result of the current economy not as the result of the cost of non-quality elements.

The pinciples of Quality are not understood. Quality is seen as the term used for the end product as it gets shipped to the customer.

Noboxwine is right,

lots of fabricated C/A to ticked off customers
(I like this phrase)

I am still looking for the cookbook...
 
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