posted 16 February 2000 05:48 PM               

2-Once you get management support, make sure ownership is clear- AND IT BETTER NOT BE YOU! There is no way your going to succeed if this is an Engineering project. Its a little tough to divy out the responsibility, but its important. We used element leaders. No matter what method you use, make sure the ownership eventually rests with a manager. If an area isnt compliant, someones butt is on the line and its at a high level.

My only suggestion on how to divy up is by element and department. Note that production ends up with much of the standard.

Anyone else?

posted 16 February 2000 05:55 PM               

quote:

---

Originally posted by Steven Sulkin:

I would agree with Laura-
1-Get a full assessment and make sure the results dont get filtered on its way to management. I would HIGHLY recommend that you bring in a consultant that knows what they are talking about. I can recommend someone if you like.

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posted 18 February 2000 06:01 AM               

The programme doesnt seem to be;
1. Wanted
2. Supported by management
3. Clearly led

An external party can possibly supply a clearer picture on the strengths and weaknesses of the programme, be seen as a 'neutral' party, and best of all act as a safe 'Whipping Boy' if the programme brings no benefits. (Marc - there has to be some perks with the job).

I should also mention that i have noticed a phenomena in some companies whereby the listening attention of the management is proportional to the salary of the person talking, ie were giving this guy a lot of money, we better listen to him.

posted 18 February 2000 10:37 AM               

To be honest, taken in context, a consultant would probably not do your company much good at this point. Your complaint is that you cannot get anyone interested and motivated (or few people). That is common and my experience is that a consultant cannot help unless the company is ready. The old saying of "...You can lead a horse to water, but you can't make it drink..." comes to mind. I have had clients which simply weren't ready. No one does anything and as consultant you typically have only the power of informing the client that they're wasting time and money. A consultant typically does not have any authority to do anything.

I had a major client a couple of years ago where no one did anything. A couple of months went by without significant progress. I finally bypassed my contact (the Manager of Quality and Reliability) and spend 15 minutes with the Plant Manager. I went through my "I'm quitting" speech (no progress - we're both wasting our time and when you fail you'll blame me). That afternoon a major management meeting was help. The Plant Mgr made it very clear that the program was a priority. He told the group in no uncertain terms that this was their main priority. He also said: "I know it will be difficult - but - I will take the hit on product quality and on any production short fall during the project." Quite a speech. We set up special weekly meetings (on Thursday 11AM to 12.30PM) in our 'war room'. Chairs were removed for the meeting. Everyone had to stand, explain their progress on their systems and such and each person had 10 minutes to do so.

They and I worked quite hard for the next couple of months. The plant manger supplied food and drink around the clock in the 'war room' at no cost. Many of us were there late at night many times. The registration ended up successful and the facility came through the registration audit with only 1 (one) minor nonconformance. We were all very happy. They took me out that night and we had a rousing evening. They presented me with 'trophy' and really made me feel I was part of their 'family'. I still have very, very warm feelings for them.

Yes - consultants do cost a lot of money. However quite often I hear the refrain that "... a consultant came in and when s/he left there was almost nothing done..." The first question in my mind is 'Did management and the facility in general support the program and do what THEY were supposed to do?' We get blamed quite often for not accomplishing anything. Well, there are good consultants and bad consultants. The same goes for doctors, lawyers, plumbers - any profession. But even a 'good' consultant cannot help a company which is not interested. A doctor can't help a patient who will not take the prescribed medicine.

Time is your friend only if you don't have a 'required' date to register by. Some of my clients have the time and some don't. It sounds as if you have plenty of time. If your major customer came to you and said "You have 6 months to register and if you do not register in 6 months all of our business will be transferred to XYZ Company" a different priority would be placed on the program. Harley-Davidson only registered to ISO9000 after the German government sent them a letter with a cut-off date after which they would not allow the import of Harley-Davidson motor bikes. For several years upper management at Harley laughed at the ISO9000 'thing'. After the letter things became serious. Other countries were threatening as well. Kicking and screaming, they finally did succeed (by a hair's width - they were really not ready).

Good luck in your effort! Given enough time, any company should be able to reach a point where they can pass a registration audit.

posted 18 February 2000 11:00 AM               

quote:

---

Originally posted by Laura M:

Sam, I think the problem is she is not the management representative - but is responsible.

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posted 18 February 2000 11:03 AM               

quote:

---

Originally posted by Andy Bassett:

I should also mention that i have noticed a phenomena in some companies whereby the listening attention of the management is proportional to the salary of the person talking, ie were giving this guy a lot of money, we better listen to him.

---

posted 18 February 2000 01:54 PM               

--> Subject: Results?
--> Date: Thu, 24 Jun 1999 16:29:21 -0500
--> From: XXXX
--> To: Marc
-->
--> Well, as you anticipated, we "passed" with relatively few problems.
--> We had only 7 isolated non-conformities across 5 elements. Details
--> are in the attached file. The auditor said that this was a very
--> good result when compared to other registration audits he has
--> performed. All I can say is I am glad it was successful and Marty
--> said that she was happy to finally win! Once again, thanks for the
--> help. You're advice was extremely important. Especially important,
--> at least in my opinion, was your help in determining where we did
--> not need to document every last thing (by using training, etc.). I
--> think that without this input, we would have spent a lot more time
--> writing things that we did not need and wasted a lot of peoples'
--> time. We were able to get the audit done in a year while we are
--> achieving record sales and profits. Who can argue with that?

and

--> Subject: It's over!
--> Date: Fri., 23 Apr 1999 6:38:03 -0500
--> From: XXXX
--> To: Marc
-->
--> The audit just finished and everything went reasonably well. They
--> found several minor non-conformities and had several comments but there
--> was nothing that was really a major problem. There were no problems with
--> the cal lab itself (they did find some equipment in the machine shop
--> overdue for cal by three years) and went so far to say that he was
--> very impressed with the cal lab. He did not ask anything about
--> linearity or any of that sort of stuff. I think the biggest
--> challenge between now and the registration audit will be to maintain
--> momentum.
-->
--> Your assessment of us as being ready was on the mark. As I discussed
--> various items with the auditor, I made mention where your input was
--> used to develop our procedures. In all cases, he agreed with your
--> interpretations and made the comment that he felt that the money we
--> paid for you appeared to be well spent. Thanks!

I do not utilize a single implementation approach. Each client has different needs, expectations and resources. Many companies have concurrent improvement programs in-progress which tend to compete for time and resources. Some companies have a mandated completion date. While one company wants someone on-site throughout the implementation, another prefers a slower pace and prefers to do more of the work in-house. Some companies prefer that I provide Level I and Level II documentation while others prefer to do all documentation in house. Some companies need significant training whilst some companies need little or none. Because of the differences in companies, implementation project plans are tailored for each individual company. Plans are established and followed in Microsoft Project.

Sometimes a client needs a lot of help, sometimes very little. Problem is often a company hires a consultant, doesn't listen to him/her then complains when things donm't go well.

posted 22 February 2000 12:14 PM               

I have had those "near death" experiences implementing ISO and QS, and just when it seems like management has turned the corner and embraced QS you tell them Dock audit are required and the naysayers come out again. Therefore quality professionals have to be thick skinned, be prepared for objections, and know how to overcome them while being patient. To lead the certification effort you have to be in Sales, constatly selling people the benefits of registration. Some tactics that I have used over the years:

1) NEVER talk bad about ISO or QS certification (either internalize it or go to the cove!), if you dont belive in it no one else will.
2) Tell all management (middle/upper)not to put ISo or QS down in front of employees. If the management does not believe in it the people will never follow. This isn't easy so I gave management a way out, I told them "If you dont belive in the QS requirements, please do not vocalize it in front of the employees. Come into my office shut the door and voice your concerns, and hopefully we can come to an understanding" This is not only good professionalism but it worked!
3) Use the internet to find your competitors that are/have implemented QS-9000, this is powerful and always gets peoples attention.
4) Quote statistics in regard to the number of QS registrations, it will give people a sense that they have to do it sooner or later. ISO and QS have become a "liscence to do business" in some industries.
5) hang this quote in your office it speaks volumes about change dynamics:

"It must be remembered that there is nothing more difficult to plan, more doubtful of success, nor more dangerous to manage, than the creation of a new system. For the initiator has the enmity of all would profit by the presevation of the old institution and merely lukewarm defenders in those who would gain by the new one" - Machiavelli

posted 29 February 2000 06:19 PM               

The Caretaker Syndrom. Just awful!! If an organization can not adapt, they will eventually end up disappearing. It is disappointing to hear of older firms that can not adapt, closing the doors, putting faithful employees in the streets looking for work. Is there a greater sin?

Regards,

posted 01 March 2000 11:42 AM               

Isn't it funny that the same managers who snubbed your efforts considered you their best friend on 'Audit Day'? Hopefully you took solace in that.