Are “People” Missing from Your Management System?
Renee Macchi, Continuous Improvement Specialist, Snohomish County, Everett, WA, USA
Co-Speaker: Courtney Wallace
Keywords: People, System, Engagement
A Management System without fully leveraging 5.1.1 (h) engagement of people, often have these symptoms: there is a policy for how often policies &/or procedures must be reviewed for relevancy, a single person is identified as the owner of the Management System, Management Review happens once a year, improvements are only born out of formal internal or external audits, “Firefighting” mode is rewarded (reactive).
Do any of these symptoms ring true to you? These are all non-value outcomes of a Management System that did not engage the people. People do the work right? So why do we build management systems that remove people from the framework? Well, we don’t do it on purpose. We tend to overlook the Introduction of ISO9001:2015. We jump right to the requirements. Without careful consideration of section 0.2 ‘engagement of people’ specifically, we inadvertently separate people from the system.
It a simple concept, one that has deep roots in Lean; empower and engage those closest to the work. This is the intent of ISO9001:2015, unfortunately very elusively captured. Few consultants, auditors and organizations take this subtle nudge to heart. So, how can we start to facilitate engagement of the people who are critical in achieving the organizations objectives?
We believe three approaches are needed to engage the people who are closest to the work: Management (Strategy), Cross Functional Management (Operational & Alignment), Daily Work (Tactical)
We will share our experiences from Manufacturing, Healthcare and Government. What we did, why and how? What were our challenges and outcomes?
Often, it is the simplest of things that become the gnarled wrench in the gears.