Why do 'we' and ?our? QMS?s stop working? What are the Failure Modes?

Mike S.

Happy to be Alive
Trusted Information Resource
#31
Energy,

Of course employees are important -- I'd NEVER suggest otherwise and it grates me when HR and Mgt. folks say "employees are our most important asset" but their actions say something else entirely.

However, I think you proved my point. I'd say you in fact DO NOT have TRUE management committment to the ISO effort and that is why you face the resistance and delays you do from down the line. You said "All excuses are accepted for not completing ISO related tasks in exchange for increased sales and on-time delivery". Last I checked, accepting all excuses for not getting something done was not a sure sign of management committment! The words and deeds of the Top Dog are not jiving. It is clear to the folks who are delaying you that their REAL top priorities are sales and OTD. They must realize if they let sales and OTD slip it is more damaging to them than to let ISO slip. Following basic human nature, they ignore the words and do what actually gets rewarded most. I have no problem with management saying that priorities are sales, OTD, and ISO in that order if that is what they want to do and the company is better for it. That's fine. I just get pissed when the words and deeds do not match and I get caught in the middle and left to explain alone why I "didn't get the (ISO) job done". Been there, didn't like it. I have tons of respect for the few managers I've met in my life who have had the guts and decency to have their words and actions jive.
 
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E

energy

#32
Partiallly

Mike S. said:

Energy,

Of course employees are important -- I'd NEVER suggest otherwise and it grates me when HR and Mgt. folks say "employees are our most important asset" but their actions say something else entirely.

However, I think you proved my point. I'd say you in fact DO NOT have TRUE management committment to the ISO effort and that is why you face the resistance and delays you do from down the line.
And what I'm saying is that the employees are exhibiting guile to thwart the intentions of the CEO. They are the ones with the ability to meet the CEO's intentions. After all, the CEO's input come from his reportees. And they are full of **it. They know what they can get away with and the CEO feels that they are doing the best they can because he cannot possibly be everywhere at all times and trusts their input. I'm smart enough to know I cannot compete in the guile department. So, every time I'm asked how we are doing with ISO, I answer that I'm still owed stuff from so and so. That's it for a week or so. Then we start all over again. Is the CEO ineffective? Who am I to judge? I report to him and I can see what he is up against. Be a rat? When the times comes, break out the cheese.:vfunny:
:ko: :smokin:
 
J

JodiB

#33
I'm not 100% sure that our two top dogs have any idea of what they are supposed to do to provide "commitment". It's all well and good for my boss to complain to them that they aren't providing it, but how can they if they aren't given some tangible examples?

Maybe that could be the same problem in other organizations. They simply don't know what they are supposed to do beyond saying that they are committed and hiring a quality staff to "get on with it".

So now I know the task ahead of me.....

Mike and energy, there is a wonderful quote that sums up that lack of priority problem:

"It is surprising what a man can do when he has to, and how little most men will do when they don't have to."___ - Walter Lin
 
E

energy

#35
Makes sense

Lucinda said:

Mike and energy, there is a wonderful quote that sums up that lack of priority problem:

"It is surprising what a man can do when he has to, and how little most men will do when they don't have to."___ - Walter Lin
I think he also said "Man with one chopstick go hungry".:smokin:
 
R

RosieA

#36
Well, it may not be Monday anymore, but I hope there's room for more frustration on this thread.

My company has a history of producing high quality products. Everytime we have a management brainstorming session, this comes out high on our "strengths" list. Our QMS is well established (ISO certified for almost 10 years) and effective.

We began an outsourcing project 2 years ago. By the end of this year there will be no manufacturing here, although we will continue to repair our products here (a 50 person operation). A month ago, in a downsizing process, top management decided that it was no longer necessary to have a quality department. Nor do we need supplier engineers anymore. Apparently we have no need for quality in our repair operations, design engineering, or sub contractor management. Oh, and since outsourcing, our final inspection ppm rate has gone up 10x. But we don't care...it's a sub-contractor productivity issue, not our problem.

So I have been reassigned to a different area, but am still expected to keep our QMS ISO compliant. I am certain that within 18 months we will be dealing with catastrophic field quality issues and it's all attributable to top management moving away from our traditional core competency: quality.

I guess the real question is: WHY is quality considered to be a necessary evil or no value added in so many companies? Do the Business schools ignore this in their curriculums?

I need vacation.
 
D

David Mullins

#37
I can't start a topic or quote anyone these days, so here's the low tech approach-

Mike S said:
"Also, in my experience there is rarely a significant lack of worker committment IF there is adequate top management committment. "

Get yourself into a really militant work environment, and see what impact management committment has then - virtually zero.
 

Mike S.

Happy to be Alive
Trusted Information Resource
#38
Aussie Bloke,

I have to admit I have not experienced that combination -- a committed top management and "militant" workers. I'm not saying they don't exist, but I want to learn (seriously). I'm curious as to why you think the workers have such a poor attitude despite committed management?

Maybe it is a definitional thing? I should say that by "committed management" I don't mean management that is just "committed" to maximum profit or quality (or whatever) at any cost and with little/no consideration for employees. To me "committed management" is by definition committed to creating and maintaining a good work environment (do unto others...), and paying and treating employees fairly as well as making profits, growing market share, improving quality, etc. They should not be mutually exclusive concepts, IMO, despite what some managers seem to practice.
 
E

energy

#39
Indifferent?

Mike S. said:

Aussie Bloke,

I have to admit I have not experienced that combination -- a committed top management and "militant" workers. I'm not saying they don't exist, but I want to learn (seriously). I'm curious as to why you think the workers have such a poor attitude despite committed management?
The employees can also be indifferent, rather than militant, to the effort. No amount of training can make them believe that ISO is a good thing, for the company and them. All they know is that Management is off spending money again on what they consider "fluff" and it isn't going in their pockets. You can't beat it into them. They will make your life miserable. Don't forget, highly skilled professionals can be indifferent to anything that they don't believe helps them in a meaningful way. All we can do is keep singing the song and hope that some of them will hum along!:rolleyes: :ko: :smokin:
 
J

JodiB

#40
They can be militant if they think that the "extra reports" that they may now be required to do have no benefit to them, even if it is extremely beneficial information to the company.

There is an individual here whose first response to any new initiative is "who's going to do that?". And every step along the way of development, says it over and over again. He's not being consciencious about establishing responsibilities and authorities. All he's concerned about is whether he's being expected to do anything extra in his day.

Since we lack some of the most basic of business management programs, establishing this QMS is without a doubt going to be adding more things to do. There is resistance from the workforce to do more. Why do more work when you are comfortable earning your paycheck now without the extra work?
 
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