posted 23 April 2001 08:07 PM               

0. Is a 9001:2000 registration necessary? If so, proceed.
1. Fire the consultant.
2. You draw up what needs to be done to shift to 9001:2000.
3. Break it up into bite size chunks (even small bites will do).
4. Allocate a repsonsible person.
5. Draft up a schedule of implementation.
6. Send out the draft to all concerned.
7. Deal with comments.
8. Get commitment from the CEO/MD or whoever the hell is running the place. Remind them of why THEY need this (refer step '0').
9. Explain it to those who have responsibilities.
10. You DRIVE it.

From my experience, most people in quality were unpopular before they were involved in quality - that's why they got the job, so don't lose sleep if you have to use your seal club and Marc's cattle prod.

posted 24 April 2001 06:20 AM               

quote:

---

Originally posted by David Mullins:

1. Fire the consultant.

---

Numerous times I have gone to the plant manager or other 'principle' about this type of problem.

->Nobody said a word while the consultant was here regarding
->time frame and manpower. In fact, the amount of people and
->time were agreed on during session one. Heads were nodding
->in the affirmative.

This is very, very normal. I do much the same way. I sorta give assignments. What I do is look at each implementation as a project. I start out with a project schedule - usually in MS Project because most larger companies have it, but you can use, and I have used, Excel.

From this point is will soon become clear whether management gives a damn or not. I recommend establishing a weekly status meeting and pulling out the project plan. Everyone gets to go through their status and 'roadblocks'.

The key is whether or not upper mangement is involved in this. I have seen project schedules completely rejected 6 weeks into the program. I have literally quit several companies - it was obvious no one gave a damn and their failure would be blamed on (who else) the consultant.

->After discussing with the consultant, via telecon, the
->need to acquire more business and the other excuses, he
->expressed the sentiment that I may be intimidated by the
->decision makers.

In my opinion (print this out and give to your consultant - or hire me{!}) it is now time for your consultant to do his/her job - by going to top management and explaining the roadblock and the effects on the projected schedule. Your consultant should be ready to explain the expectations, how they were not met and what she/he believes is the root cause of the failure to keep up with the 'homework' (schedule).

You should be able to use your project schedule to track progress and to detail who is behind. See https://elsmar.com/Imp/sld096.htm and https://elsmar.com/Imp/sld103.htm

I must say it has been the rare implementation where this was not at least somewhat of a problem. It's a pretty 'natural' thing. But what will happen depends upon the company personality (which is set by upper management).

I try to make a big deal out of the fact that it will take a lot of time from people, typically, from 20% minimum to 75% of each week to address ISO issues. I also make a big deal out of the possibility that there may be a need for contract help. A client of mine last fall found they had boxes of legacy documents to control. I went, with my contact, to the CEO and explained they could not do what they had to do in the time they had to do it without outside help. The CEO got the help needed.

->"Everybody is too busy and we don't have enough people".

They always say this.

->In fact, the amount of people and time were agreed on
->during session one. Heads were nodding in the affirmative.

Again, this is almost inevitable at many companies. Everyone nods OK but as soon as the meeting is over - nothing happens except for people saying they don't have time for it.

Best of luck! It's not always fun.

posted 24 April 2001 01:07 PM               

Don't change everything just to address a new standard. Take the best you already have and build from it. Incorporate those existing successes into the plan and management will be happier that they only have to complete half rather than all! It also shows them what they already have invested. If nothing is already invested, they probably don't care too much about quality as a systemic approach, anyway, and they need to get that religion before they go any further. Otherwise, you're left with the responsibility of implementing something they don't understand, embrace, or support.

Just my humble opinion...

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See you down life's highway!