Mohammad Zaid

http://iso-qms.blogspot.com/

TWELVE OBSTACLES TO IMPLEMENTING QUALITY

These barriers or obstacles follow in order of importance.

1. Lack of Time to Devote to Quality Initiatives

Frequently, managers are too busy with their regular activities to take on an additional activity such as quality. Initially, senior management must provide time for employees to devote to the quality initiative. Once a program is well established, the quality activity will become part of the employees activities.

2. Poor Intra organizational Communication

All organizations communicate with their employees in one manner or another. Communications deliver the organizations values, expectations, and directions, provide information about developments, and allow feedback from all levels. The organization must encourage and provide the means for two-way communication so that information flows up as well as down the ladder.

3. Lack of Real Employee Empowerment

Too often, empowerment is merely lip service. Individuals should be empowered to make decisions that affect the efficiency of their process or the satisfaction of their customers. Teams need to have the proper training and, at least in the beginning, a facilitator.

Mohammad Zaid

http://iso-qms.blogspot.com/

4. Lack of Employee Trust in Senior Management

In many organizations, this obstacle will not be a problem because senior management has created an atmosphere of trust in its relationship with the employees. In other organizations, this atmosphere will have to be developed by management being honest with the employees.

5. Politics and Turf Issues

Differences between departments and individuals create problems. The use of multifunctional teams will help to break down long-standing barriers. Restructuring to make the organization more responsive to customer needs may be needed. An example of restructuring is the use of product or customer support teams whose members are permanently reassigned from the areas of quality, production, design, and marketing.

6. Lack of a Formalized Strategic Plan for Change

A formalized plan for change is necessary because individuals resist change they become accustomed to performing a particular process and it becomes the preferred way. Management must understand and utilize these basic concepts of change: 1. People change when they want to and to meet their own needs 2. Never expect anyone to engage in behavior that serves the organizations values unless an adequate reason (why) has been given 3. For change to be accepted, people must be moved from a state of fear to trust

Mohammad Zaid

http://iso-qms.blogspot.com/

It is difficult for individuals to change their own behavior, and it is much more difficult for an organization. Honest two-way communication with respectful feedback increases the chances of success.

7. Lack of Strong Motivation

The building of a motivated work force is, for the most part, an indirect process. Management at all levels cannot cause an employee to become motivated; they must create a conducive environment for individuals to become motivated.

8. View of Quality Program As a Quick Fix

Frequently, the quality program is viewed as a quick fix. Quality improvement is a race that does not have a finish. Management must constantly and forever improve the system so that quality and productivity are continually and permanently improved and costs reduced.

9. Drive for Short-Term Financial Results

Too often, organizations focus their efforts on the quarterly financial results. Quality improvement requires an organization to have a strong future orientation and a willingness to make long-term commitments.

10. Lack of Leadership

In order for any organizational effort to succeed, there must be leadership. Leadership requires a substantial commitment in terms of both management time and organizational resources.

11. Lack of Customer Focus

Mohammad Zaid

http://iso-qms.blogspot.com/

Organizations need to understand the changing needs and expectations of their internal and external customers. Effective feedback mechanisms are necessary for this understanding.

12. Lack of a Companywide Definition of Quality

This obstacle is the least of the twelve and is easy to correct. Experienced quality professionals recommend that all areas of the organization be involved in writing the definition.

For A rticle on Q uality visit my blog http:/ / iso-qms.blogspot.com/ Link to Previous A rticles
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11.

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