In response to "Ready or Not" (January 2018, pp. 16-21): Many thanks, Govind Ramu, for sharing your years of hands-on experience implementing management systems. I found this article quite relevant, useful and practical. Practitioners can use it to improve or implement ISO 9001:2015.
I teach statistics and I think "Statistics Spotlight: Staying Relevant" (February 2018, pp. 53-57) is an interesting article that my students should read. I will definitely recommend it to them.
Key points of the ISO 9001:2015 transition are well summarized in "Ready or Not" (January 2018, pp. 16-21). The examples of the potentially tricky topics of "organizational issues" and "interested parties’ identification and requirements" are especially helpful guidance.
The Reaction Gauge
This month’s question
Each year, organizations such as LinkedIn and the U.S. Bureau of Labor and Statistics publish their predictions for the top-trending jobs that year. Not surprisingly, the jobs topping these lists this year are related to data and software—data scientist, data security administrator, software developer and software engineer—and also healthcare.
What other changes have you noticed in the job market? Has your organization added—or eliminated—any jobs or departments that reflect these changes?
Last month’s question
As organizations begin to realize just how important culture is to their employees and to the customer experience, more and more are adding a chief customer officer and chief culture officer to their C-suites.
Has your organization added either of these positions? If not, who is responsible for your organization’s quality culture?
Steven Garner, Reno, NV, says:
While we absolutely should build quality into our products and services, it’s much more than an old cliché to say that quality also should be a culture in our organization. When we say "quality," most people think of quality assurance, and there’s nothing wrong with that, but we shouldn’t stop there. What about the engineer who designs our products? Or the buyer who places the purchase order? What about the accounts payable technician who ensures our suppliers are paid on time? Quality is everyone and everything. It’s more than just a function.
Samvit Mishra, Gurgaon, India, writes:
Care should be taken to ensure no artificial silos are created, to the extent that production or operations people start thinking that quality is somebody else’s responsibility. Top management or the CEO should deploy and use a quality facilitation team, including probably a C-level executive, to drive quality from each employee of the organization. The key word is "each" employee!
Mike Adams, Miami:
I become concerned when there are suggestions that an enterprise’s culture is relegated to a department. It must be from the top. A strong partnership between a quality leader and HR (provided HR has a strategic role) can serve and aid the CEO, but business units and silos only will move culture if they’re expected or compensated to, or terminated for not supporting their leader.