Quality Management System For Top Management
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Transcript of Quality Management System For Top Management
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Quality Management System
Non-conformances 101
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NONCONFORMANCES ARE GOOD THINGS!
• You want everyone to generate them and you want lots of them! Yes you will have to sort through some outlandish stuff, but underneath will be a treasure chest full of continual improvement opportunities that make the organization work more efficiently and cut costs.
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Senior Management listen up
• you need to get comfortable with the fact that your workers probably know about a lot of the things going wrong in your organization, and that they know about some you don’t. You need to create an environment where they will tell you about them.
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Senior Management listen up
• And here’s an even more outlandish suggestion Senior Management – they probably know how to fix many of them as well. You need to listen to them by providing an opportunity and method for them to tell you.
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Senior Management listen up
• This does not mean that your employees know what’s best for your company and you should do everything they say, but it is a greatly underutilized source of information which is often found to be right on the money.
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“Vision is not rhetoric”,
• Continuous streams of action by organization leaders to back the vision are the keys to a successful business management system.
• Such leadership action involves setting direction, aligning people and motivating them in accordance with the vision.
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Focus on change
• Leaders focus on initiating change, not just controlling it.
• As change leaders, senior managers assume responsibility for the strategic process and for providing a sense of overall direction without stifling creativity in implementation.
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Empowering and involving employees
• Encourages workforce participation in work process redesign, system changes and work team goals as key components of business performance improvement.
• A major shift from a control-oriented to an involvement-oriented management paradigm must occur.
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Promote a culture of involvement
• Involvement and participation are central to a successful business management system.
• A much greater contribution from each individual is both the driving force and the additional resource to achieve change.
• Promote a culture where people are involved in the business through decision making; ideas are sought from everyone”.
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Cultural change
• Real change happens down in the guts of the organization, in the execution of work.
• Senior executives need to create and promote a culture in which, for example, people can work in teams and with other teams, mistakes are freely admitted, involvement is sought at all levels and people development is a priority.
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In a Nut Shell
• If you want a business management system that actually adds value and provides for real cost savings, you, as the leaders have to walk the walk and talk the talk.
• Lead, coach, and participate and you will be successful.