During a recent "calibration audit" for ISO9001:2000 certification, a question was asked of a Level I inspector who does Visual Inspection for product that must go out without scratches, nicks, etc., what method is employed to calibrate her eyes (or otherwise ensure that they are good).
This was written up as a "minor" nonconformance by the auditor.
Any suggestions?
dickurquhart 10/3/2001
You have an impossible task. If the person(s) you report directly to know nothing/don't wish to be bothered by ISO 9000, you are destined to fail. Even if you were to succeed by 'working around' your management (and if they aren't in support, top mgt. can't be)and schedule an initial assessment, the registrar will soon determine the weakness in management support by the inability to demonstrate the required top management support. If it is at all possible to get the top corporate types, already registered, to 'convince' the domestic management that it is in their best interest to support you in your quest, it may work. With releuctant buy-in, it'll have to be proven with business stats that it is the right move.
dld 9/13/2001
Because you are not allowed to use outside consultants, you have your hands tied. Even though your company has registered non U.S. locations, you seem to indicate there is a major obstacle to getting help from them. However, it seems to me that is where the expertise is centered and y ou should tap into it. The fact is, they have done it! Let them share the credit of registering the U.S. locations. Ultimately, you want success. Because they have done a successful registration at their location, they can guide your registration to a successful conclusion as well. Publicize the fact that they are supplementing your efforts. Their reputations will be on the line as much as yours. It would be folly for them to let you down. It seems that to continue on the present stalemate would be extremely damaging to your career.
wieagle 9/13/2001
Since I do not know exactly why Senior Mgmt. is not supporting this program, I hopeyou gain use my experience. I had a similar problem with implementation. I found that if I had a tight timeline and tighter guidelines for implementation it was easier to show management what I needed to accomplish. I also told them there is a difference between 'putting a flag in the yard' (ISO registration) and a world class quality system. I challenged Sr. Management to list all reasons why they were not all for it. We did this through a brainstorming session. I then took that information and prepared a report of pros and cons of each point and hsowed them how overall it would benefit the business to develop a world class system.
I'll give you it was not an easy proposal and I met with terrible emotional issues. however, data does not lie and armed with numerous success stories and a definite plan it was a success.
Took alot longer than it had to but it was still a success. I welcome the opportunity to speak withyou in the future regarding quality or any issues you would like to share.
tetris 10/2/2001
It was possible to become registered to the 1994 version of the ISO 9000 series of standards without senior management commitment. The resulting quality system was not of much value for improving organizational performance since the items in Management Responsibility were somewhat of a hoax. The quality policy was not supported by senior management. The necessary resources to implement and maintain the quality system were not provided by senior management. The management review was not conducted by senior management. Most likely the customers did not notice any improvement in performance.
This has now all changed with the release of the new standard. ISO 9001:2000 requires in clause 5.1 specified senior management commitment. If evidence of this commitment is not provided the organization will not achieve registration.
Fundamentally, if you are charged with having to achieve registration at nine locations and senior management is not committed, you will not achieve your goal.
raju_jayaraman 10/6/2001
It is a common problem among the Business-focused Management Teams of every Organization. These are the organizations who aspire to move up to the top but lack the will power and persistence. As a matter of routine the process of ISO registration is carried out.
In such cases, the management participation, encouragement is either lukewarm or lacking in content.
This situation calls for "Change Management" in respect of the Mindsets of the Management members concerned. Since it is not possible to draw support from all the members, we have to identify the most vulnerable among the group. Mostly, it is from the younger lot, who has the thrust and desire to prove out something. They should be talked to in private. The opening question should be one of the points raised by him/her at the board meetings which he/she feels important for the organization to forge ahead. The member will definitely open up and participate in the conversation. Link the failure of the Management team to appreciate the significance of his/her stand, to non-standard approach being adopted by the Management. Draw the member's attention to the various areas where things need to be refurbished/rearranged. The member will fall to the bait. Then rope in another member who happens a close acquaintance of the earlier member.
Slowly break the resistance and bring the team for a discussion. Now you will find that, the resistance would have mellowed, and the important ideas would be sold out successfully to the members. The primary factor for successful implementation of QMS i.e. Management Participation would be achieved.
Raju Jayaraman, CQA #4702.