QMS has not been maintained. How do we stay certified to ISO 9001?

[drgnrider]

Could this not create rivalry between sites for performance? I only say this because I have experienced a competitive effect when we published key metrics in a format the operators understood. Led to one group trying to improve and beat another group in a good, friendly way. It did drive standards up quickly and effectively.

This reinforces ISO with the individual workers, where it should be. Then management shouldn't have to constantly watch over ISO as the workers will maintain a large portion of it.

I wish our workers would by-in like this, my ISO systems would be better! Most of management only does what they need to to get by... thus so does the floor.

 

[Frankie11]

Thanks Andy. That will definitely cover a lot of them!


There is already rivalry but not the helpful kind. It's just creating resentment and 'creative' reporting of KPIs. Hopefully I can turn that around into positive motivation..

 

[hogheavenfarm]

Andy is correct, lack of management commitment, maybe because they perceive no value in it. Or maybe the management has changed now, (for better or worse).
This is common, I see many ads for a QM, and invariably what goes with it is that a recert is now looming, and they need someone to get them past it. I always look for this when I see a job posting, and sometimes it is hidden between the lines, other times they state it flat out.

It generally means that management is unwilling to back the system, so be warned.
Good responses to the OP by all, might as well get on with it.

 

[JulieChisholm]

To the OP:

Another option you may have is to write up a formal quality plan for getting the place back into compliance. One line items would be developing the internal audit schedule and getting those started. Doesn't mean you have to get it all done. With this sort of plan, they understand that YOU understand the systems are broken but you have a plan in place, with management buy-in (signatures) approving the time and effort involved.

Sometimes you have to remind your management what the cost will be to lose the certification.

Let me know how it goes.

-Julie

 

[Mallya]

To be frank you are in a mess but a good thing is management is aware of the mess that's why they told you upfront. If your CB will find out they will come to to unscrew certificate.
My advice don't hide conduct audit and present the report with way forward to management, get their support and start to work with departments to close CA.
I believe CB would be happy to see concrete plan with timelines to deal with CA

 

[Frankie11]

Since this thread has become active again I thought I might post an update.

NCR/CARs were sent out as well as action plans for each branch. I now also have a trained auditor in each branch.

All bar one have been doing really well to turn things around. (luckily that one is not being audited so we have extra time to sort them out.)

Our external audits are slowly being booked, looks like it will be March/ April. I'll be doing my own audits between now and then on the areas that were of biggest concern.

Two things really helped get us back on track:

1. We have a new CEO who is on board with ISO and has been very supportive and involved.
2. At the very beginning, I sat down with management (individually) and asked about their concerns with the management system and why they felt it wasn't working. Many of these concerns were valid and I made sure to address a lot of them early on in the process. This really helped dispel a management vs. quality dept. vibe that was hanging around.

I'm now feeling a lot more confident about keeping our certificate. There is still some work to be done between now and then but we're on track and it's looking manageable.

Thanks again to everyone who has commented here.

 

[Ajit Basrur]

Thanks for the update, Frankie11 ... looks like your organization is on track to build a healthy QMS.

All the very best

 

[John Broomfield]

I have a follow up question.

How do you determine root cause when most of the responsible people no longer work for the company?

When we look in to these non-conformances, most people say they were unaware of the procedure. (I had a customer service rep who had never seen our customer feedback form before I showed it to her) The process owners are not around so I can't follow up with them.

Can we put down inadequate training and communication (for example) as an educated guess or should we just leave it as 'unknown'?

Frankie,

Ask the CEO (for the office of the CEO) to take the blame for allowing his or her organizational management system to fall apart - this is a solid root cause.

Then help the CEO to spell out for everyone how to stop recurrence.

Seriously,

John