Wow! You and your organization have an extraordinary journey ahead of you.
Pancho , Andy, and Jane have all kind of nibbled around the edge of what you and your organization will ultimately have to go through in order to have a smooth-running, efficient, and effective quality system.
Sadly, there is no "one right way" for every organization to achieve such a goal. Depending on the size of your organization, the scope of operations, the intelligence and attitude of your top bosses, the budget of time and money, the task could be a snap, resolved in six months or less. Alternately, it could drag out to a years-long process, beset by money- and time-wasting traps along the way.
Trust me when I state it will be a much more difficult task if the top bosses are not involved and eager from the very onset.
When we talk about consultants, let's be clear most organizations require the OK of a top boss before a consultant can be hired. That doesn't mean, though, that consultants can't be interviewed, given an opportunity to look over the operation, and give an estimate of what they think it will cost in time and money and how well they will be able to leave the continued operation in your hands.
In most cases (some exceptions), it is best to steer clear of consultants or "systems" which promise to deliver a turn key quality system without any effort or learning on the part of bosses and employees. There are literally thousands of self-termed consultants who will come in and give you a generic quality manual and "procedures" exactly like some other organization, the only difference being a word processor "search and replace" to insert your organization's name in all the appropriate places. If your organization is exactly like thousands of others, then such a deal just might work. One such consultant I learned of actually stole the Motorola Quality Manual back in the early 90s and retyped the whole thing into a word processing program, then went out and sold it to unsuspecting organizations ranging in size from mom and pop to those with thousands of employees, changing only the organization name. It resulted in a three man machine shop having a quality manual that described five layers of hierarchy in the production department.
If I were a consultant asked to provide an estimate, I'd insist on meeting with the top bosses to gauge their attitude toward the project. Often, as many consultants who visit here in the Cove will tell you, the top boss is the biggest stumbling block, not because he is actively hostile, but because he doesn't attach much importance to the project, considering it a "nuisance" requirement of some fussy customer and not really necessary at all. Sometimes, the bosses will
say they are fully on board, but their actions tell an opposite tale.
As this thread progresses, some writers will ask you for details about the size and scope of your organization, even the field of business (some fields are more heavily regulated than others and require special considerations.)
The more information you are able to provide without compromising trade secrets or competitive data, the better you will enable Cove members to focus on your situation.
Hey! Good luck! It is better to take some time to think through your options at this point than to leap blindly ahead, perhaps up blind alleys.
In light of Jane's disclosure, I also disclose I am a consultant for hire (
Wes Bucey offers service as "Strategy Advisor" - Seeking Case Studies for Book), but I am not pitching for your business.