Many organizations in this part of the world stands certified for operating a Quality Management System as per ISO 9001:2000 Standard. The very reason for most these companies have gone for certification is due to the specific commercial requirement of the market (The clients insists their service providers shall be an ISO certified company).
The two distinctive incentives for adoption of QMS by the companies are to improve quality image and to satisfy client requirements, particularly the government. Concludes that motivation from within an organization is the only key to improving quality realistically.
This is one of the basic reasons why most of the companies do not get encouraged themselves to yield the minimum benefit of the system, but continue the certification. The management commits the first fatal mistakes by achieving certification with an immature system by different means and goals. Most of these organizations see the ISO Certificate as a very important piece of paper most often used as part of Pre-qualification attachment and well displayed on the wall proclaiming we are better than those who are not certified!!!!. It helps to conclude “Failure of a Quality Management System is the failure of the Top Management”.
Developing any system needs to ensure evaluating the existing culture done at first. Perceiving a Quality system itself is a total change of approach and attitude. Therefore its significant to gap analyzes the cultural gap at first then the practiced methods against the standard methods. To understand the Quality culture one must understand the organizational culture. Commitment being the result of culture, a combined formula of practicing the committed culture becomes a vehicle to drive the quality.
Many companies have spent thousands implementing various tools, provided trainings to improve the system. However this is done without realizing the fact that Commitment from Senior Management is the first, most and must spending to achieve the results. Procedures & tools and databases become useless if the senior management do not play the vital role of communicating the culture among the organization. A balanced amount of motivation and enforcement with true management commitment can bring in tangible changes in the existing system.
Each manager to ask a question themselves is “Do I have a clear understanding of the Standard requirement and did I perceive the idea of practicing it?” The answer alone can trigger the analysis of your own system. Most of the organization believes that, it is the responsibility of “The Management Representative” to maintain the system and get the organization driven with continued certification. It is a disturbing fact that the Management representative is the only employee who understands the minimum requirement of a Quality Management system and this alone can drive the vehicle to the fatal accidents.
Concluding this article by leaving one more question to the management “How many of my decisions in the past can support factual data and if so, where they are?”
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