Mastering Process Approach with ISO 9001 – PART 04

Let’s face it: change is hard. And implementing a process approach? That’s change with a capital C. It’s like asking a group of soloists to suddenly play as an orchestra – there’s bound to be some discord at first.

I once worked with a metal fabrication company that was struggling to implement ISO 9001. On paper, everything looked great. But in reality? It was like pulling teeth. Employees saw the new processes as bureaucratic red tape, slowing them down from “real work.” The result? Half-hearted compliance at best, active resistance at worst.

So how do we tackle this resistance head-on? Here are some strategies that I’ve seen work:

1. Start with the ‘why’: People resist what they don’t understand. Clearly communicate how the process approach will make their work easier, more efficient, or more impactful. For instance, in the metal fabrication company, we showed how standardized processes could reduce rework and overtime – suddenly, people were a lot more interested.
2. Find your champions: In every organization, there are influencers – people others look to for cues. Identify these individuals, get them on board early, and let them help spread the message. At a chemical plant I audited, the shift supervisors were key in turning skepticism into enthusiasm.
3. Make it relevant: Tailor your message to different groups. How a process change impacts a shop floor worker is different from how it affects a manager. At an automotive parts supplier, we created role-specific training that showed each team how the new processes would benefit them directly.
4. Address fears openly: Change often breeds fear – fear of job loss, fear of looking incompetent, fear of increased workload. Don’t sidestep these concerns; address them head-on. When a construction company implemented new project management processes, they held open forums where employees could voice their concerns and get straight answers.
5. Start small, win big: Look for quick wins that demonstrate the value of the process approach. A medical device manufacturer I worked with started by streamlining their document control process – a pain point for many employees. The positive response to this relatively simple change paved the way for broader acceptance.

Here’s a hard truth: if leadership isn’t fully committed to the process approach, you’re fighting an uphill battle. I’ve seen countless initiatives falter because management talked the talk but didn’t walk the walk.

Take the case of an oil and gas services company I audited. The CEO would wax lyrical about the importance of process improvement in company meetings. But when it came to allocating resources or making tough decisions to support the initiative? Crickets. The message to employees was clear: this isn’t really a priority.

So how do we ensure genuine leadership buy-in?

1. Speak their language: Frame the process approach in terms of business outcomes – increased efficiency, reduced costs, improved customer satisfaction. For a mining company, we quantified how process improvements could increase throughput and reduce downtime, catching the CFO’s attention.
2. Make it visible: Create dashboards or reports that show the tangible impacts of process improvements. A manufacturing plant I worked with had a large screen in the management area showing real-time process performance metrics – it became a focal point for decision-making.
3. Involve them actively: Get leaders involved in process reviews or improvement initiatives. When executives at an electrical components manufacturer participated in gemba walks (going to the actual place where work is done), they gained insights that spreadsheets alone couldn’t provide.
4. Hold them accountable: Include process improvement goals in leadership performance metrics. A construction firm I audited tied executive bonuses to specific process performance indicators – suddenly, everyone was very interested in those ISO 9001 meetings.

Implementing processes is one thing; nurturing a culture where process thinking becomes second nature – that’s the real challenge. It’s like tending a garden; it takes time, patience, and consistent care.

I remember working with an automotive manufacturer that had all the right processes on paper, but in practice, people would routinely bypass them when under pressure. The culture still valued heroic firefighting over systematic prevention.

So how do we cultivate a truly process-oriented culture?

1. Celebrate process wins: When a process improvement leads to a positive outcome, shout it from the rooftops. A chemical plant I audited had a monthly “Process Hero” award for employees who made significant contributions to process improvement.
2. Make it part of onboarding: Embed process thinking into how you introduce new employees to the organization. A medical device company I worked with included a “Process Safari” in their onboarding, where new hires would follow a product through every step of the production process.
3. Encourage cross-functional collaboration: Break down silos by creating cross-functional process improvement teams. An oil and gas company formed “Process Improvement Circles” with members from different departments, fostering a more holistic view of the organization.
4. Provide ongoing training: Don’t make process education a one-and-done affair. Regular workshops, lunch-and-learns, or even gamified e-learning can keep process thinking front and center. A manufacturing firm I audited had a “Process of the Month” focus, deep-diving into a different process each month.
5. Lead by example: This goes back to leadership buy-in. When leaders consistently refer to processes, use process data in decision-making, and participate in improvement initiatives, it sends a powerful message.
6. Make it easy: Ensure that following processes is the path of least resistance. User-friendly tools, clear documentation, and responsive support can make a world of difference. A construction company I worked with created a mobile app for their field teams to access and update process information on the go – adoption skyrocketed.

Here’s the thing about cultural change: it doesn’t happen overnight. It’s more like steering a large ship – small, consistent adjustments over time lead to significant changes in direction.

I once worked with a mining company that was frustrated with their slow progress in adopting a process-oriented culture. They were ready to scrap the whole initiative after just six months. We took a step back, looked at the small wins they’d achieved, and realigned their expectations. Two years later, the transformation was remarkable – but it took time, consistency, and persistence.

Remember:

• Cultural change is a marathon, not a sprint.
• Celebrate small victories along the way.
• Be prepared for setbacks – they’re part of the journey, not the end of it.
• Keep the end goal in sight, but focus on the next step in front of you.

In next section, we’ll look at how to measure the success of your process approach implementation and ensure continuous improvement. Because in the world of ISO 9001, the journey never really ends – and that’s the exciting part.

Let’s be honest: it’s tempting to view ISO 9001 certification as the finish line. But in reality, it’s just the starting gun. The real race is continuous improvement, and to win it, you need to know how you’re performing. That means metrics – but not just any metrics.

I once audited a manufacturing company that proudly showed me a dashboard crammed with numbers. Impressive, right? Not quite. Most of these metrics were what I call “vanity metrics” – they looked good on paper but didn’t actually drive improvement or relate to business outcomes.

So, how do we measure success in a way that actually matters? Here are some approaches I’ve seen work:

1. Align metrics with business goals: Every process metric should have a clear line of sight to a broader business objective. An automotive parts supplier I worked with tied their process metrics directly to customer satisfaction scores and on-time delivery rates.
2. Balance leading and lagging indicators: Lagging indicators tell you how you’ve done; leading indicators predict how you’ll do. A chemical plant balanced production output metrics (lagging) with equipment maintenance schedule adherence (leading) to get a fuller picture.
3. Focus on outcomes, not just outputs: Don’t just measure what you do, measure the impact. A construction firm moved from tracking the number of safety inspections (output) to the reduction in reportable incidents (outcome).
4. Keep it simple and actionable: If people can’t understand or influence a metric, it’s not useful. A medical device manufacturer I audited used a simple red/amber/green system for their key process indicators – everyone from the CEO to the shop floor could grasp it at a glance.
5. Review and refine regularly: What you measure should evolve as your business does. An oil and gas services company I worked with had a quarterly “metrics review” where they assessed the relevance and impact of their KPIs.

Remember, the goal isn’t to create a perfect measurement system – it’s to create one that drives continuous improvement and informs decision-making.

Now, let’s talk about everyone’s favorite topic: audits. (I can almost hear the collective groan.) But here’s the thing: audits, both internal and external, are not just hoops to jump through. They’re valuable tools for improvement – if you approach them right.

I’ve seen companies transform their view of audits from necessary evil to powerful ally. How? By changing their mindset and approach:

1. Prepare, don’t panic: A mining company I worked with treated audit prep like a fire drill – regular, routine, and part of business as usual. When audit time came, it was just another day at the office.
2. Welcome findings as opportunities: An electrical components manufacturer celebrated audit findings with a “Good Catch” board, turning what could be seen as failures into chances to improve.
3. Involve the whole team: A construction firm rotated different team members into their internal audit process. It spread understanding of the quality system and brought fresh eyes to each audit.
4. Look beyond compliance: During audits, don’t just ask “Are we following the process?” Ask “Is this process still the best way to achieve our goals?” An automotive manufacturer used audit time to critically evaluate and often streamline their processes.
5. Close the loop: Audit findings are useless if they’re not acted upon. A chemical plant I audited had a robust system for tracking and closing out audit actions, with clear ownership and timelines.

Here’s a secret: the most successful companies I’ve audited don’t see ISO 9001 as a quality management system. They see it as a business improvement system. And at the heart of that system? Continuous improvement.

But let’s be real: “continuous improvement” can sometimes feel like a corporate buzzword. So how do we make it tangible and impactful? Here are some strategies I’ve seen work:

1. Make it part of daily work: A manufacturing plant I worked with incorporated a “daily improvement” huddle into their shift handovers. Small, incremental changes add up over time.
2. Empower your front line: The people closest to the work often have the best improvement ideas. An oil and gas company created a simple app for employees to submit improvement suggestions – they were inundated with great ideas.
3. Create a learning culture: Mistakes and failures are opportunities to learn. A medical device company I audited had a monthly “Failure Fiesta” where teams shared what went wrong and what they learned from it.
4. Use improvement methodologies: Lean, Six Sigma, Kaizen – these aren’t just for big corporations. I’ve seen small machine shops use simple Kaizen events to great effect.
5. Benchmark externally: Don’t just look inward. A construction company I worked with did annual “study tours” to companies in different industries, always coming back with fresh ideas.
6. Celebrate and communicate improvements: Make improvement visible. An automotive parts supplier had an “Improvement Wall” showcasing before-and-after process changes and their impacts.

As we wrap up, let’s take a moment to look ahead. The business world is changing rapidly – new technologies, shifting market dynamics, evolving customer expectations. In this context, the process approach of ISO 9001 isn’t just about maintaining the status quo – it’s about building an organization that can adapt and thrive in change.

I recently worked with a company in the renewable energy sector. They saw their ISO 9001 system not as a fixed set of processes, but as a framework for continuous evolution. They built in regular “future-proofing” sessions, where they assessed emerging trends and technologies and how these might impact their processes.

As you continue your ISO 9001 journey, keep these points in mind:

1. Stay curious: The most successful organizations are always learning, always questioning.
2. Embrace technology, but don’t forget the human element: New tools can enhance your processes, but people drive improvement.
3. Keep the big picture in view: Individual processes matter, but how they work together matters more.
4. Be patient, but persistent: Meaningful change takes time, but consistent effort pays off.
5. Remember why you started: At its core, ISO 9001 is about delivering value to your customers and stakeholders. Keep that front and center.

In conclusion, mastering the process approach in ISO 9001 is not a destination – it’s a journey. It’s about building an organization that’s not just efficient and compliant, but adaptive, resilient, and continuously improving. It’s challenging, sometimes frustrating, but ultimately rewarding work.

So, as you head back to your organizations, armed with new insights and ideas, remember: every process you improve, every metric you refine, every cultural shift you nurture – it all adds up. You’re not just ticking boxes on an ISO checklist. You’re building a better, more competitive, more sustainable organization.

And that, my friends, is what mastering the process approach is all about.