Win hearts and minds in business
The potential for making improvements in meeting the requirements
of interested parties is within everyone's capability.
If top management has a wide field of view, it is more likely that
the potential will be realized says David
Corrigan
Potential can be achieved by increased emphasis on team working, where team members take on extensive decision-making responsibilities and are given more flexibility.
Teamworking uses the linked processes of two-way communication and consultation. These processes are vital in organizations, especially for stakeholders who regard improvements to working practices as critically important to organizational success.
Everyone taking part
A fundamental principle in ISO 9001 is the 'involvement of people', which means the full involvement of people, at all levels, to contribute to the effectiveness and improvement of the QMS. But how often is this put into practice? Is it more frequently assumed to be a top-down process where managers hand down objectives?
The Japanese are accomplished at devolving the authority to make and carry out decisions to non-management workers and investing in human capital. This has led to the technique just in time (JIT). JIT increases the number of people who are involved in identifying and eliminating problems.
Taiichi Ohno of Toyota designed the teamworking process that organizes workers into teams, gives them responsibilities and trains them to manage their own work. The teams analyze existing workplace processes, and discuss ideas for improvement. The process developed by Ohno can be applied to almost any workplace.
Good communication
The best advice is to explore and expand on the communication process (ISO 9001, clause 5.5.3), making it a full two-way process. This will include consultation, giving accountability and decision-making powers to all of the people in an organization. Another process that is new to many workplaces is teamworking. This must include top management as well as people working throughout the organization.
ISO 9001 often says: 'Top management shall ensure... ' which gives rise to the belief that processes in an organization are top-down and yet, back in 1994, one of the UK 's most perceptive management leaders said: 'Making it happen means involving the hearts and minds of those who have to execute and deliver. It cannot be said often enough that these are not the people at the top of the organization but those at the bottom. ' (All Together Now, Sir John Harvey-Jones, Heinemann 1994).
People are the most under-used resource in industry. However, two-way communication will mean that individuals are more willing to accept responsibility and contribute, and that top management is more likely to pick up early warning signals in good time.
Sir Richard Branson relies on his ability to encourage the ideas of people at all levels to drive the success of his enterprises. One example of this is the monthly newsletter he writes which is distributed to staff across the world, clearly asking for their ideas and complaints.
The responsibility of top management
In ISO 9001 there is a statement (6.2.2.d) which says that 'top management' shall ensure that people are aware of the importance and relevance of their activities and how they contribute to the achievement of quality objectives. And who sets the quality objectives? 'Top management.'
There is also a constructive section in ISO 9004 which talks about understanding and motivating people as well as participation in continual improvement, specifically team briefings, in-house journals, employee surveys and suggestion schemes. It also says that education and training should include teambuilding and communication skills.
Continual improvement
If there is a move from standardization and compliance to continual improvement, it should be led by people in touch with developments on the ground. The same people who are introducing teambuilding, teamworking, two-way communications and consultation.
In the UK, the Advisory, Conciliation and Arbitration Service (ACAS) publishes guidance on teamworking and communication. For example, Working Together - the ACAS standard is based on the plan-do-check-act cycle. It is a self-assessment method involving:
- recruiting the right people
- treating people fairly
- valuing people
- exchanging information
- sharing concerns
- resolving problems
Properly instigated two-way communication and consultation processes can be assessed internally, and by suppliers and customers or by external auditors. These people will look for evidence of:
- a clear statement of policy, including the purpose of communication and consultation, and that it is in every manager's job description
- working practices matching policy
- responsibility for communication at each level
- methods of communication
- arrangements for consultation and participation
- arrangements for training managers and employees in the skills and processes of communication and consultation
- how the policy will be monitored
- an organization chart - who is who, where they are and what they do
Related processes
Teamworking is related to two-way communications and, requires people who are multi-skilled, well trained, and able to make their own decisions. To do this properly, they have to give high priority to good communication and consultation when introducing and sustaining teamwork.
The ability to carry out staff relationship training, such as conducting meetings, dealing with group friction and team building is of paramount importance, as is self-regulation which often begins within a team as members are asked to decide on priorities and distribution of tasks. As teams develop, they can take on more responsibility for quality, methods and flexible working.
The UK government is discussing the introduction of regulations to implement a European directive on informing and consulting employees.
Potential benefit
It is right to acknowledge that ISO 9001 is a valuable tool to instigate QMSs and then improve working practices. But at the same time, there is a need to deploy the powerful processes of two-way communication, consultation and teamworking, then every organization can realize the full potential of the involvement of people.
About the author
David Corrigan is a freelance consultant. Before this, he was a company
quality manager with CMG UK Ltd, supporting the management system
and introducing improvement initiatives. He assists the Nottingham
Council for Voluntary Service in the delivery of information services
and has a continued interest in computer-based training and self-assessment.
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