This tip is a natural progression from the previous one 'Management commitment - lead from the top'. For, if top management are genuinely committed to the quality system, they will encourage the involvement of the people in the organisation. Why? Because if everything 'quality' is left to just one key individual or even a few people:
The system will become narrowly focused - with only one set of ideas
When the 'quality champions' move on (leave/retire/transfer/give up in frustration) the system will fall in a heap
While the 'quality champions' may put in a superhuman effort, the sum total of most people not contributing will more than make up for it
The difference between a successful and unsuccessful organisation can sometimes be a result of some subtle factors - in one organisation, there may be a sense of unity and purpose; people at least knowing what the organisation's values and goals are, and that they have a part to play in achieving them. In another, there may be disunity, with individuals and business units working towards different - and sometimes - conflicting agendas. In terms of quality management, a successful organisation tends be one where everyone contributes at least something towards the common good - rather than considering "Quality? Nah! That's not my job. I think we've got someone who looks after that". When all the people in an organisation are at least aiming in the same direction, that organisation will naturally have a better chance of getting there.
So, just how can people be encouraged to be more involved?
Starting on day one, an explanation of the organisation's policy and objectives should form part of induction training for new workers
For existing workers, a 'quality awareness' session may be included in staff meetings, team meetings or 'toolbox talks'. An opportune time may occur when introducing new equipment, software or methods. This shouldn't be a dry lecture on the Latest ISO certification in Kolkata, but a plain English discussion on what the organisation is trying to achieve in terms of quality management, and what role they can play in its success
The quality policy should be widely communicated - put it on your web site, your intranet site, and display it prominently in work areas. Whilst organisations typically display a copy of the quality policy in their reception area, quite often many workers may access the building through other entrances - or may work remotely. In which case, consider how those people are going to be made aware of the policy.
Objectives should be set at different levels throughout the organisation - for the organisation as a whole, for departments, for teams and individuals. These should of course be complementary and consistent with each other
By establishing clear responsibilities and authorities e.g. in job descriptions
By creating a culture that encourages communication and rewards ideas, and providing the mechanisms for that communication to happen.
The system will become narrowly focused - with only one set of ideas
When the 'quality champions' move on (leave/retire/transfer/give up in frustration) the system will fall in a heap
While the 'quality champions' may put in a superhuman effort, the sum total of most people not contributing will more than make up for it
The difference between a successful and unsuccessful organisation can sometimes be a result of some subtle factors - in one organisation, there may be a sense of unity and purpose; people at least knowing what the organisation's values and goals are, and that they have a part to play in achieving them. In another, there may be disunity, with individuals and business units working towards different - and sometimes - conflicting agendas. In terms of quality management, a successful organisation tends be one where everyone contributes at least something towards the common good - rather than considering "Quality? Nah! That's not my job. I think we've got someone who looks after that". When all the people in an organisation are at least aiming in the same direction, that organisation will naturally have a better chance of getting there.
So, just how can people be encouraged to be more involved?
Starting on day one, an explanation of the organisation's policy and objectives should form part of induction training for new workers
For existing workers, a 'quality awareness' session may be included in staff meetings, team meetings or 'toolbox talks'. An opportune time may occur when introducing new equipment, software or methods. This shouldn't be a dry lecture on the Latest ISO certification in Kolkata, but a plain English discussion on what the organisation is trying to achieve in terms of quality management, and what role they can play in its success
The quality policy should be widely communicated - put it on your web site, your intranet site, and display it prominently in work areas. Whilst organisations typically display a copy of the quality policy in their reception area, quite often many workers may access the building through other entrances - or may work remotely. In which case, consider how those people are going to be made aware of the policy.
Objectives should be set at different levels throughout the organisation - for the organisation as a whole, for departments, for teams and individuals. These should of course be complementary and consistent with each other
By establishing clear responsibilities and authorities e.g. in job descriptions
By creating a culture that encourages communication and rewards ideas, and providing the mechanisms for that communication to happen.
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