Do not ever, ever, do anything just to please an auditor. This is quickly becoming one of my new favorite mantras. For many individuals, this statement would seem to be self-evident, and yet there are instances when an organization has felt compelled to change a process or implement a new practice in response to an auditor finding or upon the recommendation of a consultant. They end up crippling their quality management system with layers of bureaucracy that add no value. They often do so grudgingly, unconvinced that the action is right or necessary. "Why," they grumble, "should we throw away valuable resources on unfunded mandates handed down by an organization that has no idea what our business is really about?" Even more detrimental than the waste of resources is the damaging effect it has on top executives’ commitment to the entire quality management system.

This is not to accuse consultants and auditors of malice or incompetence. The reality is that these errors of excess are usually rooted in their desire to ensure that the organization’s system is robust, compliant and responsive to customer expectations.

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