posted 01 June 1999 04:01 PM            

WIIFM - Find the one area that they can't seem to get organized or nailed down. Describe how the documentation writing process can get this accomplished for them.
Zealot - Find one person within the manager's organization that can convert from within.
Attrition - How high is the attrition rate? The higher the rate the more important the documentation is.

Hope this helps!

Brenda

posted 01 June 1999 07:03 PM               

I hope he's not a 6%er. No time tonight, but I will visit here again tomorrow with some thoughts.

Regards,

posted 02 June 1999 02:08 PM               

I was wondering about this manager's performance. Has he been effective or ineffective in getting results? Has he done this through leadership or fear tactics?

I think that I would need to determine a few things about this manager to determine if he could be saved. You may find that your efforts will not yield very good results otherwise. But make a convert.....I agree, would sell throughout the organization.

Regards,

posted 02 June 1999 02:10 PM               

I like the way your thinking. Flow chart the process, let the candidate take the next step. Good stuff!

Regards,

posted 02 June 1999 02:49 PM               

quote:

---

So every time an issue came up (and there were many) I never missed an opportunity·

---

I used a similar approach in the past. During meetings or discussions, when issues arose, I would ask questions such as 'What does the procedure say' or 'Can I see the records?' or something to that effect, varying with the particular issue. When they would indicate there were no procedures (or whatever), I would, through a series of leading questions, point out potential solutions. Normally (if I asked the right questions and could 'lead' them to a potential solution), it would appear that the manager himself would 'have' the idea, and as a result, they would feel as if they were actually a part of the process. They were developing the system themselves rather than having someone thrust the system upon them (a sure 'kiss of death'). I also like the idea of flow diagrams (teach them as if you taught them not).

Most believe that documentation is a "Loada rubbish" until its value is demonstrated through real world examples. Use every opportunity where adequate documentation could have better improved the system in their particular area. Whenever possible, lead them towards the improvement rather than pushing a solution upon them, as barb correctly points out.

Oh, one more thing. If you really want him to convert, remember this: Run, with patience.

Regards,
Don

------------------
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posted 19 June 1999 11:46 AM               

Though we didn't ultimately take his approach, his advice to me as to the nature of "getting people on board" was as follows:

(He said) "...there is only one way to do this and expect success. You tell them that everybody is on board. If somebody decides that they are not going to be on board or is otherwise difficult during the road to certification, fire them. That is how we did it and we were successful on the first try. Needless to say, EVERYBODY has been on board since then."

I laughed, but he insisted that was his company's approach and he wouldn't change a thing.

Of course, this requires that your Top Management be on board and take this acheivement and maintenance very seriously, too.

posted 22 June 1999 02:38 PM               

I am certain that you are already aware of this, but... if Top Management isn't on board, and if they do not provide "objective evidence" of personal involvement and commitment to the initiative >>> you will not pass the scrutiny of an audit.

My only advice to you is that if you are "on the hook" for the ultimate success or failure of the system, it leaves you with one of two options:

Option 1: Prepare a report for top management explaining why this initiative is not in the company's future (i.e, Management Reponsibility.) It isn't the first element by accident. Your recommendation will save "X" amount of dollars in preparation and registration costs, etc. It seems he will most certainly buy into that and you may even get a raise, t'boot!

Option 2: Obviously, Top Management isn't prepared to operate an effective Quality Management System. I would have to question your Management's ability to run a business, clean up my resume, and start looking for a new job. I wouldn't want to work at a place where Management wasn't committed to continuous improvement to the Quality Management System. Let me change that a little... Management's indecisiveness with regard to going-for or not going-for certification is a symptom of what is probably a bigger "company cancer."

If Top Management cannot demonstrate commitment, it will spread through the ranks (if it hasn't already). Why stay?

posted 22 June 1999 02:49 PM               

What a conundrum. Still, many folks find themselves in this position. I have even had clients who have stated "I don't believe in this stuff, but I have to have it anyway (Customer driven)!" So how do you deliver the goods with such an obstacle?

IMHO, all parties need to agree to disagree on the benefits of ISO. The objective, while for the right reasons or not, is to register to ISO. So parties need to agree upon the approach and the responsibility they will need to assume. You can work from a middle level in an organization and lead it to a successful registration. Hopefully as the process goes along, others will learn more about the process and the essence of ISO and adopt it for their own. Still others will remain unconvinced. For those folks, they will need to say the right things when pressed for comment (there will always be the doubters). This situation worsens as you find it in higher levels. It also generally takes more effort in "coaching" folks to say the right things. They will if it is in their best interest. I would suggest that you review 4.1 and 4.2 with the doubters in senior level positions, as they will likely have to face the Registrar. If they fall, you may also so try to paint a good picture.

Regards,

posted 23 June 1999 09:41 AM               

Good luck on your consultancy endeavor. I hope you find great satisfaction (and a measure of success) with helping folks to improve their organization and increase the quality of life for yourself, your client, and the folks who buy and use their product.

Regards,