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Theme: Competitive Regionalism
Make training profitable
Leaders responsibility for continuous change
Communities of Practice
Culture of Quality
Customer Centered Culture
Opportunity for HR
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The Game Changer
Cultural Transformation or Preparing for ISO 9001:2015
The ISO 9001:2015 revision calls for some strong administrative improvements, and for two performance game changers:
- Increased leadership requirements
- Greater emphasis on achieving desired outcomes to improve customer satisfaction.
This provides the means to take measured steps toward sustained continuous improvement driven by customer expectations and experiences. There are several real challenges to be addressed, but more significantly, there are opportunities to improve your organizational competitive standing and productivity.
Problem: An almost universal performance management fault is the inability to sustain continuous improvement after the initial initiative.
ISO 9001 audit feedback describes the widely common delegation of quality management responsibility to a subordinate staff manager rather than direct engagement by senior leadership. While senior leaders may be engaged in strategic planning and insist on Balanced Scorecards that focus on those issues, they are not engaged on operational goals or the appropriate performance metrics to manage continued improvement.
Engaging senior leadership in quality performance is the only way to sustain improvement. Otherwise managers will default to hierarchical culture of discipline and control because that’s what their boss is doing.
Baseline: We’d all like to believe our organization is performing well. But is it? What are the benefits and consequences of the current performance level? What are the opportunities missed? How great are the values not realized?
To start, what is the critical pain that requires attention/resolution immediately?
- Need to replace skilled labor scheduled for retirement in short term
- Inability to address critical customer demands
- Significant error levels of service/production
- Lack of leadership among operational workforce
- Support for immediate, large increase in workforce
- Or more generally, Fanatical customer loyalty, best-in-class rank, supreme financial performance and super-charged employees
- Jumping from the middle among national competitors to #1 within two years
- Improving healthy cardiac discharge rates in 50% less time by engaging patients
- Saving $20 million at a state agency while winning taxpayer kudos within 18 months
- Winning awards such as the Malcolm Baldrige National Award within two years
- Dramatically improved customer satisfaction, creating $8 million in new monthly revenue
Here’s what survey’s say:
Impact: Sustained continuous improvement is only possible with proficient engagement of senior leadership in operational performance and customer centered culture development.
Solution: ISO 9001:2015 This ISO revision directly addresses the responsibility of senior leaders for successful achievement of operational objectives with the ability to be conversant on performance metrics.
The challenge is to both develop proficiency of senior leadership with C3 tools and to provide ongoing support for their role as enterprise quality manager. This involves some capacity to learn about and solve problems for which solutions are known, but more dealing with the new practices for problems about which we don’t know the answer.
By networking our efforts we can help each other know what we don’t know, become proficient at C3, and institutionalize the role of quality management by senior leadership.
HRQMC is forming an ISO 9001 Network to support transition planning and implementation actions of this game changing ISO revision.
Collaboration changes everything: management, economics, leadership and productivity.
Discussions with Training Managers clearly outlined issues of concern and opportunity
There’s infrastructure to deal with the initiatives on a regional basis, managed through a Community of Practice.
Recruiting great workers depends mostly
on having great managers. Developing
great managers takes an full, strategic agenda,
best supported with collaborative, regional
Workers should be attracted, not recruited.
Employees should be engaged, not directed.
Development programs should directly address
enterprise development, not just skills.