TL 9000 Implementation TipsOverview Aquisitions Contractural/RFP Issues Cost Benefit Analysis Documentation Control and Record Keeping Goal Setting and Reporting Results Internal Auditing, Auditors and Registrars Measurements Collection and Reporting QMS Implementation Quality Manual Development Registration Landscape Senior Leaders Roll and Management Review Subject Matter Expert Support Training
Senior Leaders Role and Management Review
Describe the Senior Leaders Role and Management Review for your TL 9000 implementation.
High-level Quality manual is established at corporate level defining high level policies and guidelines and is signed off by senior leadership team. Each business has their own quality manual with details for their respective organization. Company-wide management review is conducted once per year while management review at business level is conducted on a quarterly basis. Quality plans and goals are clearly defined using balanced scorecard process. Management review process complies with all requirements within TL 9000 standards.
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Juniper Networks is in the process of implementing TL 9000 with expectations of obtaining registration in early 2004. They are a relatively small company with about 1500 employees. They were not previously registered to ISO and are implementing both ISO 9000:2000 and TL 9000 simultaneously. One of the main issues with their implementation early on was that their senior leaders did not appreciate the extent of involvement, participation and messaging to the rest of the organization required of them by the TL 9000 standard. They, at first, committed their support and buy-in, but then left the details of the implementation to others. As a result, the implementation efforts at first were difficult with people in the company thinking that this was an extra effort over and beyond "real work". Thus it was difficult for people to allocate resources to the extent needed for something they viewed as "extra".
To remedy this, and in recognition of the need to ensure the registration schedule was not compromised (already made contractual commitments to customers), the CEO took on the role of management representative and owner for the QMS. This added credibility and support from all parts of the organization. The CEO is an active leader and is personally driving the implementation. He has engaged the rest of the senior leaders to understand the priority of TL implementation due to customer commitments, and to see their role in driving the implementation as a revenue commitment. As they are becoming more personally involved, they are also starting to see the value of TL 9000 to bring efficiency to the organization over their former operational mode.
Involvement of senior leaders includes: full participation in management review; participation in all TL 9000 training classes; resource allocation to ensure effective implementation; and communication of their participation and support through training classes and all hands meetings. To ensure integration with other business objectives and plans, the senior leaders developed the Quality Plan and objectives as a part of the annual Management By Objectives business plan (MBO). The Quality Objectives are published as the 2004 quality scorecard.
Management review also went through an evolution because of the evolving realization and acceptance of the senior leader role and responsibilities. Their approach was to work with the CEO, leverage other existing performance review meetings, and incorporate the management review contents into those rather than schedule separate sessions. The idea was that this would facilitate integration of TL 9000 reviews with the rest of the business. At this point management reviews are monthly and focus on implementation issues. Once registration is obtained, they will become part of the quarterly business performance reviews. The CEO facilitates these management reviews.
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The role of Lucent’s senior leaders in the TL 9000 registration as well as the approach to Management Review has been evolving with the change in registration landscape from separate product-specific registrations to a consolidated Lucent registration. Prior to the consolidation, management review was happening at multiple locations across Lucent. Now there is a cascaded-type approach to management review. There will be a bi-annual review with the most senior leaders of the company focusing on the QMS itself and the Lucent-level Balanced Scorecard results. Then there will be more frequent management reviews at various sub-Lucent levels (unit, plant, product general manager, etc.) covering more operational measurements and audit findings in more granular detail. The granularity of detail will increase as the reviews get to additional operational levels. This approach is consistent with Lucent’s strategy of the senior leader role in the QMS focused on overall planning, policy and expectation setting, resource allocation, communication and support. The intent is to make the management reviews as valuable to the participant/audience as possible, as well as to use to time of the audience as judiciously as possible. You want to have the most senior leaders focused on the needs of the whole corporation and to use time with these leaders wisely to ensure that any senior-level support, requests, assistance needed is spotlighted.
The role of senior leaders in Lucent includes:
- Ownership of the QMS (Lucent Global Quality Officer)
- Commitment, support, Lucent-level communication
- Quality, QMS and objective setting and planning
- Ensuring that appropriate resources are allocated to enable a successful QMS
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- Lucent Poland
The main goal for QMS successful implementation is to get Senior Leaders commitment, agreement and personal involvement. But the problem is how to we get senior leadership involvement effectively?
- Provide an ISO/TL awareness training to the leaders by, for instance, through a Management Representative
- Have a Senior Leader(s) formulate a Quality Policy
- Establish a time frame for Management Review with the topmost Senior Leader(s) (state this in the Quality Manual)
- Have the Senior Leader(s) Sign every edition of Quality manual
- Assign the business unit/department head as a process/procedure owner for their organization
- Assign Corrective & Preventive Actions to business unit/department head (recommend assignment to the Senior Leader)
- Engage the Senior Leader(s) into all audit activities
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Siemens ICN’s senior leadership team provided opportunity to review other Quality Management Systems (QMS) prior to implementing their own Quality system. Leaders provided strong intense support to Quality Management System implementation. The Quality Management System Manager prepares the memo with the messages to communicate regarding the QMS and provides it to senior leaders who then deliver these messages to their entire organization via intranet, and town-hall meetings. The QMS is also discussed as part of company strategy development. Quarterly Q & A session meetings are held with the CEO covering Quality issues as well as other business issues.
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