Welcome to June, 2016 edition of Carnival of Quality Management Articles and Blogs.
We have taken up familiarisation of different elements of new ISO 9001-
- December, 2015: the changes in the Revision of ISO 9001 (:2015)
- January, 2016: Process Approach in 9001:2015
- February, 2016: Risk-Based Thinking in 9001:2015
- March, 2016: Risk-Based Thinking – a general perspective
- April, 2016: Context of the Organization in ISO 9001: 2015
- May, 2016: The Relevant Interested Parties
In the present episode, we will take up one more key change in the 2015 version of ISO 9001 – Leadership and Commitment.
The article lists lot of actions, objectives and ‘ensuring’ for Top Management to do! Yes, such listing is just a superficial summary of the clauses from the ISO 9001 standard. For a detailed discussion on these specific requirements, their implementation or demonstrated effectiveness, a full-fledged article is called for.
In many ways, the leadership requirements in the (draft version of) the 2015 update to ISO 9001 are not new. ISO 9001 has always had the leadership importance of top management as one of the seven quality management principles that form the basis of the standard.
Here are some things that are important to show that top management has a commitment to the Quality Management System:
- QMS effectiveness is measured, and management is involved in assessing this.
- The Quality Policy and objectives are in place per management direction, communicated in the organization, and tracked for progress.
- The QMS is part of the business processes, not a side project.
- Resource needs are reviewed and addressed by management.
- Continual improvement is promoted and supported by management.
- There is a way to ensure customer, statutory, and regulatory requirements are understood and met, and people understand why this is important.
- There is a management focus on customer satisfaction.
- Organizational roles, responsibilities, and authorities are assigned, understood by the person who is assigned, and known to those employees who need to assess a person in a certain role.
Leadership impacts behaviour of individual whereas Management focuses on processes.
ISO 9001 Responsibilities of Top Management is initiated right from the design stage and spans through the implementation and maintenance of the QMS after registration stage:
- Define ‘quality’ in the form of objectives to help internal communication of what is to be achieved (product and service requirements, process effectiveness and efficiency, customer perception etc.)
- Show that the business is central to the system: use your normal business language, not ‘quality’ or ISO 9001 terms.
- Produce a simple top-level, “big picture” of your business processes to show how the system improves results by focusing on the improvement of processes.
- Demonstrate your commitment to continual improvement by focusing on the next improvement and by taking it seriously.
- Show that the ‘quality’ approach is becoming instituted by integrating reviews into normal management cycles.
- Ensure that records are turned visibly into management information so that people keeping them understand their importance.
“For increased leadership and commitment by top management to be successful, top management must not see quality management as an appendix in addition to the actual requirements of business processes”, explains Ulrich Wegner, Technical Head of TÜV SÜD Management Service GmbH. “Instead, quality management should be closely intermeshed with strategic planning and, where possible, the management control system, and thus with actual corporate management. To reach this goal, organisations must clearly define the roles and responsibilities of managers and executives in the field of quality management.”
Those rare organisations in which QMRs are still operating as ‘lone warriors’ will definitely need to undertake some adjustments to meet the requirements defined in the new ISO 9001.
- State Your Belief in Continual Improvement
- Explain Why Continual Improvement is Important
- Empower, but be a Servant Leader
- Participate in Continual Improvement Yourself
- Ask for Continual Improvement Ideas and Opportunities
- Don’t Require Every Improvement to be an Event or Project
- Emphasize Small Ideas
- Ask for More than Just Cost Savings
- Look at Processes Instead of Blaming People
- Keep Asking for Continual Improvement
A Management System is a tool for top management to enable successful business. Often this tool is managed by an Operational Development manager. Top management shall transform strategic directions, threats and opportunities together with stakeholder interests in to requirements on processes, organization structures and controls. Operational Development manager will design the details of the management system in close cooperation with operational management. Managers will drive and ensure utilization and performance will be monitored. Top management will then be involved in the evaluation of the Management System performance Review and additional or changed requirements will be given in order to improve the Management System.
These video clips also help in understanding the subject :
Understanding ISO 9001:2015: Top management – Peter van Nederpelt
ISO 9001:2015 Leadership and Top Management Commitment – Warren Alford
ISO 9001 2015 Clause 5 Leadership
The new version of the management system standards now requires the organization’s top management to be far more proactive and involved. We will expand the subject and take up the ‘Leadership’ in the Other ISO Management Standards in our July, 2016 episode.
We will now turn to our regular sections:
- ASQ World Conference on Quality and Improvement 2016: Day 1
- ASQ World Conference on Quality and Improvement 2016: Day 2
- ASQ World Conference on Quality and Improvement 2016: Day 3
Top 10 Books for Those New to Quality would prove to be a very handy reference to quality professionals of all hues:
- The Quality Toolbox, Second Edition by Nancy R. Tague
- The ASQ Quality Improvement Pocket Guide: Basic History, Concepts, Tools, and Relationships edited by Grace L. Duffy
- The ASQ Pocket Guide to Root Cause Analysis by Bjørn Andersen and Tom Natland Fagerhaug
- Process Improvement Simplified: A How-to Book for Success in any Organization by James B. King, Francis G. King , and Michael W. R. Davis
- The Certified Quality Improvement Associate Handbook, Third Edition: Basic Quality Principles and Practices edited by Russell T. Westcott and Grace L. Duffy
- Performance Metrics: The Levers for Process Management by Duke Okes
- The Memory Jogger 2, Second Edition: A Pocket Guide of Tools for Continuous Improvement and Effective Planning by Michael Brassard and Diane Ritter
- The Essential Deming: Leadership Principles from the Father of Quality by Joyce Nilsson Orsini PhD.
- Principles of Quality Costs, Fourth Edition: Financial Measures for Strategic Implementation of Quality Management edited by Douglas C. Wood
- Outcomes, Performance, Structure: Three Keys to Organizational Excellence by Michael E. Gallery and Stephen C. Carey
June, 2016 Roundtable: Employee Engagement discusses the question – To what extent do organizations engage employees about the importance of quality? How should companies approach this issue, and how can they avoid “sloganeering” and make a real difference?
We now watch the latest ASQ TV episodes:
- Employee Engagement: This episode discusses the importance of having engaged employees to boost initiative and creativity in the workplace, which ultimately leads to breakthrough performance. Determine whether changes are necessary in your business operations.
- Alternatives to Brainstorming: Carol Knight-Wallace, principal, Knight Vantage Consulting, says the traditional form of brainstorming is no longer effective. In this brief interview, Knight-Wallace, explains why you should look to other forms of brainstorming and what you should be looking for in the tool.
- 2016 ASQ World Conference Recap on Quality and Improvement
In Jim L. Smith’s Jim’s Gems for the month of May, 2016, we have –
- Use Six Sigma Selfishly – Quality professionals should apply DMAIC six sigma processes to enhance their careers.
First, define your career’s purpose and scope. Then determine how you are going to reach these milestones. Write down actions to needed to make the adjustments. Assess your current situation w.r.t. the requirements for attaining the milestones so as to identify the gaps. Now analyze your career process using these two important questions: do you now know better where you stand; and how to get where you need to be in order to fulfill your career goals? In this stage, it is helpful to involve a friend or mentor. An outsider can often help determine whether you have taken the appropriate steps or how realistic your process has been up to this point. In the control phase the challenge is to maintain your progress by learning from the past.
I look forward to your active participation in enriching the blog carnival as we pursue our journey in exploring the happenings across quality management blogs…………
Note: The images depicted here above are through courtesy of respective websites who have the copyrights for the respective images.
[i] Rosabeth Moss Kanter at TEDxBeaconStreet : Six Keys to Leading Positive Change