Risks and mistakes in the implementation of the management system

CATEGORY
ISO norm
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AUTHOR

The basis for the successful implementation of the management system in the company is the effective implementation of policies, goals and processes formulated by the company's management. Managers must be 100% convinced of the meaning of the implementation project.

The success or failure of the implementation of the management system often lies in the compatibility of the requirements of the management system with the business philosophy. When the management system is built according to the requirements of the ISO standard and in accordance with the company's business philosophy, there are good prospects for positive results of the implementation of the management system.

 

Risks and mistakes:

  • formal approach of the company's management from the very beginning of the negotiations on the introduction of the management system. To illustrate a few questions and opinions:
    • Does it make any use for us? We do everything on our own,
    • It's unnecessary paperwork
    • We only need it for tenders,
    • We want it in place within a week, no later than a month,
    • Prepare the documentation for us, we will implement it,
    • We have our own management system, whether the quality system is taken care of by the quality manager or product quality control,
    • We know the companies that have implemented the management system and swear at it,
    • We select consulting companies only on the basis of price,
  • Management has subjective views, corporate blindness in analysing the current state of the company,
  • Problems in determining the right methods for analysing the current situation,
  • Lack of resources (human, financial, time) for the proper implementation and maintenance of the management system,
  • The emergence of mistrust and resistance of employees towards the management system, or "the ISO", caused by the increased demands on records and evaluation,
  • Incorrect process identification. The main process is not understood as the transfer of the contract to the company,
  • Non-established or formally implemented system of continuous improvement,
  • The risk of not achieving the implementation objectives due to poor selection of the consulting company,
  • Misunderstood and poorly implemented process and customer principle,
  • Too much attention to detail when preparing documentation with a lack of understanding of the requirements of the standard,
  • When building a management system, the requirements of the environment and stakeholders are not sufficiently transferred to internal processes,
  • After the departure of the consulting company, no one in the company systematically works with the requirements of the management system.

 

Conclusion:

The company's management must understand that the management system is a tool for achieving the company's vision, policy and goals. It is one of the tools of business management. Only with proper implementation and maintenance can this tool be used properly on a daily basis in order to continuously improve the company's system, processes and products.