Qualityworld

• Knowledge portal
• FAQs
• Information
• Qualityworld
  • Current issue
  • Editorial comment
  • Free Qualityworld
  • Past articles
  • Advertisers
  • Subscribe to Qualityworld
  • Advertise in Qualityworld
• Journal of Quality
• Jobs
• Press
• Links

Smooth transition (cont'd)

Changing requirements

The role of the quality manager is changing. She is now more of a business improvement manager - constantly looking at ways to improve business processes and addressing problems that impair the meeting of customer (internal or external) requirements. Measure and change is the new mantra.

With the ISO 9001:2000 focus being on the customer, ability to measure performance and map the business processes, the quality manager, and indeed senior management has more on their hands than they may have originally thought.

In order to determine operational requirements (ie structure and format of the information), it is essential to canvass the users requirements for the replacement management system. The information gained from a survey will provide feedback on the type of system more suited to the workforce. For example, traditional text-based procedures may be restructured into IDEF 'blocks and arrows' process maps (a technique originated in the US Air Force in the 1970s to analyse process maps).

Alternatively swim-lane maps (where disciplines in the process are clearly identified in a vertical column) can be easier to understand and are proving to be popular across most industries. Either way the quality professional has now the task of considering the presentation of the system, as well as the content.

Do a gap analysis

In order to access the changes, which have to be made to the existing management system, to comply with the new revision ISO 900 1:2000, a gap analysis needs to be undertaken. The results of this review should be the development of a migration plan, detailing all the changes required to achieve compliance. Having evaluated the new structure of the revised standard, reviewed the survey information and made the IT group aware as to the systems in operation, the quality professional now has a specification by which to search for a compatible software solution.

What are the basics that a quality professional should be looking for in a software product? As a minimum, it should:

• be simple to understand and maintain
• increase efficiency
• provide a return on investment (RoI) within a satisfactory timeframe
• enable compliance to specified standards

A glance at the products in the software directory in this illustrious magazine available to the unsuspecting quality professional could prove daunting. What are you looking for? Is it integrated management systems, SPC charts, document control systems, or process mapping tools? All promise to make life the better. The list of 'must have/nice to have' can be considerable, so care must be taken to purchase a software product that is fit for the purpose.

You may be requested to justify your request for a particular product and it is here that the most important area is addressed, namely 'return on investment'. One of IMS's customers, Babcock BES undertook a justification exercise and came up with the following advice:

Do not start with a justification for a particular software product solution - instead concentrate on clearly quantifying the need. Be imaginative when you do this - the image of a mushroom where the cap of the mushroom is a paper driven management system and its stalk the resource needed to support it, is a good analogy. As the support resource gets smaller and has more to do, the stalk in effect gets thinner and weaker and unless the cap becomes lighter and more effective, the whole system will ultimately collapse.

Understand the concept (ie the whole concept and structure behind modern management systems) so you can propose the solution in graphical form and keep the verbiage to a minimum.

Be subjective and objective

Structure your proposal so that it covers both the subjective and objective benefit -subjective first. An example of an objective benefit would be defining the administrative cost savings achieved through the reduction in photocopy costs. Subjective benefits are those associated with having the knowledge about how and by whom things are done, from the highest to the lowest level in seven seconds. These are virtually impossible to quantify yet potentially represent the greatest benefit.

Finally research the software management system market before you buy for two reasons. First, anything is going to seem great after having nothing. Second, too many of the solutions promote themselves as ubiquitous solutions and none are. They all fall into three generic groupings - drafting tools, analytical tools and management platforms. They all have their place, but do not be fooled into selecting a solution which has a mediocre capability to satisfy your core needs and by design concentrates in satisfying another.

Companies which do not have sufficient internal resources to effect change relating to the software, such as transitioning to the newly revised standard, can contract-in supplier personnel. This allows business as usual to be performed while any developments, ie process mapping, takes place. Ongoing training in a product can be costly therefore pay particular attention to what services are provided under the service contract and which are extra and therefore chargeable by the supplier.

It is also worthwhile consulting with independent organisations such as Quality Scotland, the BQF, Enterprise Business Excellence and Forums for impartial advice and guidance.

The quality manager who is still responsible for a paper-based QMS faces a dilemma. He faces increasing pressure from his company and new demands in ISO 9001:2000 to operate more effective, customer-focused and responsive systems.

Recognise and accept that your role must change. You are moving from 'policeman' of a QMS to custodian of a company-wide business management system. This is a proactive role about understanding and continually addressing business process weaknesses and bottlenecks (which is easy with process maps). You are at the vanguard of change and your role is now seen to add value. Identify what it is you want from a QMS because not all systems are the same. Discuss your intentions with the IT group, and then choose a system that can integrate other systems. Ensure the system presents information in a user-friendly way and is intuitive to use. Lowest cost is not the key point - beware as not all software systems offer the same functionality.

Prepare a checklist of what you want from the system and see that each potential solution you consider can offer this. You should also develop a migration plan for the transition to ISO 9001:2000. Collect evidence and present a case to convince budget holders that you have identified a value-added solution for your company. If you have been able to justify your case and purchase a QMS to satisfy requirements you may wish to 'go it alone'. Alternatively you might want to consider short-term external support to get the selected system operational as quickly as possible. If it increases efficiency, go for it! It's now up to you to take the appropriate action… what are you waiting for?

Peter Shields has been a quality engineer since 1978 and from his experiences in the oil and gas industry, has designed and developed management systems worldwide. He formed Innovative Management systems (IMS) in 1996. The company has experienced rapid growth and now has 17 staff in their offices in Aberdeen and Houston, Texas. MS specialises in process-based products, in the form of self-building products for SMEs and larger, intranet-based systems for global organisations. He can be contacted at e: peters@imsol-ims.com

Back to part 1

© Qualityworld May 2002