| | DECEMBER 20199CIOReviewA QMS is a management routine that needs to be adopted, practiced to get it perfected, and maintained as staff moves in and out of the organizationFunctionally Organized OrganizationFunctions cut across process and services. Functions have their own strategic plans, compensation structures, political and cultural boundaries and rules. Look for functional owners who are dependent upon one another's process inputs and outputs. Then start linking these functions together one link at a time. Too Much Improvement Not Enough PeopleWorkforce planning is based on the number of units the organization wants a resource to produce and not the number of problems they want them to solve Separate functions into two buckets (1) non-unit producing (2) unit producing organizations. Unit producing organizations such as Operations are good candidates and require a different type of implementation than non-unit producing functions. Not Receptive to ChangePeople don't like change. People make up the organization. So, organizations don't like to change. Don't force change, ever! Let each function go at the pace they are comfortable with. All functions can't be put on the same change timeline. So, you will need to organize the implementation plan accordingly to create a consistent implementation tempo.routine. To get to the root of why companies struggle, let me outline the biggest QMS obstacles and how to avoid them. Awareness of these obstacles and a clear understanding of how to avoid them can you're your organization avoid the fate of other that have failed. In summary, implementing QMS systems are very difficult, especially in the service industry. A QMS is a management routine that needs to be adopted, practiced to get it perfected, and maintained as staff moves in and out of the organization. When choosing what system to implement, evaluate all of the systems and pick the system that will be a cultural fit for your organization and have the greatest long-term stickiness. The elements of each QMS may differ from system to system, but in the end, don't force fit a particular system without evaluating how the organization will absorb the change. Lastly, there are many obstacles an organization faces when implementing a QMS system. In my experiences, I have outlined the top three that have consistently come up. I am quite confident a functionally organized organization, too much improvement and not enough people to solve, and not being receptive to change will be obstacles you will have to overcome.
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