posted 08 March 2001 09:27 AM               

Most often, the CEO has already reserched this in their own way well in advance of implementing the introductory training.

I do think it would be good if he takes the time to introduce the session and makes a strong statement of support. This often is sufficient.

posted 18 April 2001 05:48 PM               

What were the circumstances that led the auditor to issue a C/A, was there a lack of management review evidence?

I'd like to know how management is handling the corrective action!

Are you the management rep. that has to review their corrective action and submit it to the lead auditor? (hopefully you are not the scapegoat)

Luckily (?) for you they will have to back up their C/A with evidence.

posted 23 April 2001 02:54 PM               

You ask what are they going to do to address this problem, well I said they need to get their training records upto date and keep them they way to start. I suggested they also start with a letter to the company stating their support for the system, and I said why not report to the employees on a monthly basis on the performance of the Quality System. They liked the first two ideas but the last idea they didn't "what good would that do", geez guys it wouldnt show your continuing support of Quality, it wouldn't put it in front of everyone saying he guys this is important lets get on the ball, it wouldnt keep the Executives themselves informed on how things are going and where things are lacking.

No I am not the Mgmt. Rep. but I may as well be, I give our Mgmt. rep. all the answers and they take credit for it.

posted 23 April 2001 08:18 PM               

Look on the bright side - you could be stuck with Energy's consultant!!!!!!!!!

posted 24 April 2001 12:48 PM               

quote:

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Originally posted by David Mullins:
Sympathies ISO GUY,

Look on the bright side - you could be stuck with Energy's consultant!!!!!!!!!

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David,

posted 25 April 2001 08:28 PM               

Your first post re your consultant was that s/he insisted the CEO attend all the training and meetings (there abouts), only to later change his/her mind.

Then they provided ineffective training and a kick-off that was a waste of everyone's time - they didn't get Key Stakeholder commitment before proceeding - and, thus far, neither have you. GO BACK 3 SPACES.

posted 26 April 2001 09:16 AM               

quote:

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Originally posted by Laura M:

ISO GUY - so what was the evidence that led to the N/C? And, was it a major?

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What was the evidence, no training records, or very poor evidence of training for our Executive Management, not following up on actions as a result of the ISC meetings, people not responding to internal audits, or corrective actions, our other facilities had poor training records, Executive Mgmt. was informed numerous times that we had problems in these areas and they did nothing about it. Was it a major N/C, well our Registrar doesnt give major or minors just N/C's, but in my opinion I would consider it a Major. Considering we are on a yearly cyclye for Surv. audits and they are coming back in 6 months and if things are not better bye bye to our Cert., I would also say that would make it a major, along with the fact that we had 6 other N/C's.
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Edited to separate the quote from the response.

posted 26 April 2001 08:31 PM               

As individuals we either change our environment to suit our picture of how things should be, or we conform to our environment and modify our picture of what is OK.

This is a case for changing the culture of the organisation. If you can't do it on your own, enlist the support of like-minded managers. Then pick off other managers one at a time to get them committed to executing their responsibilities. When you have the majority of managers on-side, the remainder should be easy to convert (except for the usual few who are long on talk and short on action).

You either conform or convert - your choice.

Energy - who engaged the consultant?

posted 27 April 2001 09:08 AM               

When you read this, you will find it very hard to believe. Believe me, I lived it. As I continued to get quotations from various consultants, we wanted a local consultant to reduce mileage/expenses (orders from on high), it appeared no one was seriously interested. Out of the blue, ãon highä says to call this particular consultant. This is when it starts to get interesting. This consultant was utilized in the past when we were all together in a previous company. We never did our assignments, put all the responsibility on one person, did all the wrong things and never even got close for a gap assessment. Our company closed operations in our area and we all went on our merry ways. Now, we are back together again in a new ãstart upä company doing pretty much the same work that the old company did.
When I contacted this particular consultant, he finally made the connection between us and that other company who never gave a s÷t. This was after I reminded him that we were a previous client under another name. We paid him in full in 4 months and continued to attend sessions for another 4 months, and someone pulled the plug. It didnât matter because nobody contributed to the cause anyway. The main thing to remember is that the Executive decision maker is the same person, then, as we have now.
The consultant, in my opinion, did it right. Knowing our history, he emphasized teamwork, management commitment, etc. He got the CEO, not the decision maker here, to verbally commit and say those things to the troops that brings everyone together for a noble cause. The fact remains, he trusts the decision maker to call the shots, with full confidence.
No itâs not the consultant. This collection of personnel would challenge any consultantâs ability to get the job done. If the consultant did it all, his or herself, we would have a better chance. We went dirt cheap, hence the amount of homework assignments, and you get what you pay for.
The question is: Why didnât they learn from the last time? The answer: They never had a clue the first time.
Now, you be nice to me. Iâm a Project Manager, with no measurable authority, (Mgt. Rep, too) charged with managing a project that will probably go about 18 months-2 years, or never, due to lack of interest. Donât weep for me. I find my solace here in the forum engaging charming personalities such as your self. Hey, does anybody know who the dude is in the photo that greets us when we enter the forum. Boy, he looks familiar!