Although ISO standards are a great contribution to the quality system for companies, the objective is not always met, not because of the same standard.
The negative effect has diverse origins, the most common is that not all companies adopt the standard as a quality system, motivation is more a necessary certificate that grants competitive advantages, so the interest is focused on obtaining the certification; Another reason is to start the implementation process without first doing a due process of sensitization that facilitates it, since all companies are not in the ideal conditions to implement the standard. Many companies that implement ISO for not doing the due process, deteriorate the organizational climate, and worst, the same customer satisfaction.
Implementing a system towards quality such as ISO 9000 requires more than education in the standard, it is necessary to carry out an awareness process that involves all the actors of the company, understanding it not as an academic phase of the process or as a conceptual framework, it is something More than that, it must be a process of facilitation and awareness of change, which provides elements that create a favorable environment for the new system. It is to intervene culture and organizational climate.
Arguably ISO is all the rage, and many companies, seduced by the fad of certification, decide to implement without being culturally prepared.
"All in due course", it is not prudent for an organization with an immature culture, or uncommitted entrepreneurs, or a company without any structure and processes, to seek ISO certification. For its implementation, companies must have minimum conditions, which must be valued by the entity that audits them, because if a company that does not yet have favorable conditions and opts for an ISO certification, commits a sin, the company that audits it, commits an act of irresponsibility towards the same company, as well as towards the same norm, since this is a way of lending itself to corrupt the norm.
Focus of the presentation:
ISO standards bring great benefits in the quality system to companies, but although it is designed to add value in the quality system, the objective is not always met, not because of the same standard.
The negative effect can originate from different aspects, the most common is that not all companies adopt the standard as a quality system, the motivation towards ISO is more a necessary certificate that grants competitive advantages, away from the initial purpose of the same norm, so that the interest is focused more than on improvement, certification and what it means, and the other reason is that the implementation process begins without first doing a due process of awareness that facilitates it, because all companies are not in the ideal conditions to start a certification process in the ISO standard.
For the above reasons, it is not difficult to find that there are several cases in which the ISO standard ceased to be an added value to the quality improvement system, becoming a serious problem that affects the organizational environment, and worst of all, which had a negative impact. in the same customer satisfaction. The problem is not the norm itself, it is the degree of awareness of the entrepreneur, the seriousness with which it is taken, the understanding of it and the capacity for flexibility or adaptation of the company.
Implementing a quality system such as ISO 9000 requires more than education in the standard, it is necessary to carry out an awareness process that involves all the actors in the company, understanding awareness not as an academic phase of the process or as a conceptual framework, Awareness must be more than that, it must be a process of facilitation and awareness of change, which will provide elements that create a favorable environment for the new quality system in the company.
It is therefore necessary that before starting an ISO process, the company culture and the same climate are intervened, guiding it towards a favorable or propitious position to receive the quality system proposed in the ISO system.
"If the organizational culture is not previously taken care of and if the favorable conditions of the work climate are not created, the effect of the ISO quality system will be seen as another of the many administrative trends or theories that have been part of the proliferation of so many approaches Organizational that go out of style ”.
As a business consultant, or simply as a client or user of them, I can see that many certified companies all they achieved was that, "a certificate", because their internal and external problems continued and in some cases they worsened. Some certified companies have been the same or worse than they were, but with a certificate.
Arguably ISO is all the rage, and many companies, seduced by the fad of certification, decide to implement without being culturally prepared.
"Everything in due time", this premise also applies to the ISO, as it is not prudent for an organization with an immature culture, or uncommitted entrepreneurs, or a company without any type of structure and processes, to seek ISO certification.
To implement ISO standards, rather than for certification in the standard, companies must have minimum conditions, which must be valued by the entity that audits them, because if a company that does not yet have favorable conditions and opts for a ISO certification commits a sin, but the company that audits you commits an act of irresponsibility towards the same company, as well as towards the same norm, since this is a way of lending yourself to corrupt the norm.
Introduction.
The process of economic globalization imposes new challenges on companies, demanding radical changes in their structure and strategy, in the way they do things in order to present to the market, in addition to a product of excellent quality, efficient service and without qualms that it manages to fully satisfy the expectations and demands imposed by new customers, an increasingly demanding market, consumers who seek the greatest satisfaction at the lowest price.
The day-to-day market requirements are more rigid and exact, the demand acquires a more severe stance towards the offer, so it is necessary to rethink the processes, the form, the structure and everything that intervenes in the organization in its process. productive or service.
The transformation of the traditional company that knows how to do things well but without efficient and rigorous processes that take care of quality, cost and finally reach a level of excellence towards the customer, is a necessity rather than a fashion, productivity and competitiveness. They went from being economic terms that stimulate the north of companies, they became a fundamental purpose, the goal.
The adaptation of the system to the new demands imposed by the world market, allows companies to stay in the markets that are increasingly competitive, and in turn enables them to grow, which is achieved only to the extent that organizations achieve an internal system oriented to total quality, to business excellence.
The issue of total quality is becoming increasingly important. In the last decade, the notion of "quality" has become a central theme for all types of productive companies, both public and private services, and even non-profit organizations. One of the most obvious facts of this "quality fashion" has been the increase in more companies that have been certified and many others who are.
ISO 9000 standards were originally designed for companies in the manufacturing industry. Since the early 1990s, however, its application has spread extremely rapidly to other sectors of the economy. The evolution experienced in recent years has led to a widespread recognition of the value of an ISO 9000 certificate and its role as a pillar of quality.
It should be noted that quality as such is not a new phenomenon in production or service companies, but the interest in ISO 9000 is of relatively recent origin.
More and more companies are seeking to take advantage of these standards, some seeking certification simply as a fashionable requirement that allows them greater negotiation capacity with companies that require their clients and suppliers to be certified, or some others that seek ISO standards. 9000 improve their processes and really adhere to international quality standards.
There is no doubt about the benefit that ISO 9000 standardization can bring, or any other that has an impact on quality improvement in search of offering better products and services to its customers, but this is the theoretical, but not necessarily the motivation. of all companies already certified, or those that opt for certification.
I fully identify with opinions such as: “It is not about passing an exam but about improving the company's quality management effectively. The objective should not be certification, but to use it to achieve total quality ”.
Despite the fact that this is the ideal position, we meet relatively frequently with companies that opted for certification not because of what it means, but because of what it gives, “a competitive advantage over the competition,” a certification that is majestically announced. as its main achievement and its differential advantage, becoming the central theme of all its communication strategy, in all its advertising pieces, but the standard itself, the objective of quality management is not met, the philosophy of the standard and the The concept of total quality has not been assimilated by the company, customer satisfaction problems are the same as always or worse, since the norm for many becomes an excuse to generate more delays in the processes of solving complaints and claims,as well as in the system of attention and service to its clients and suppliers.
ISO 9000 has become for many in fashion, a need without being understood, a purpose without being prepared, an achievement that provides pride, but nothing of quality improvement itself.
It is not uncommon to find certified companies that adhered to the culture of inefficiency phrases such as:
"We cannot give an immediate solution to your claims, because the standard involves a long process."
"Because we are ISO certified, payments are now more delayed."
"You know that now with the standard everything has to go through a process - not logical and efficient, but delayed."
An analysis of the environment for the implementation of ISO standards
There are many reasons to consider before the implementation of ISO 9000 Standards.
- "It is not wise for a person who has just learned the letters to read ILYADA and ODYSSEY." "You cannot teach physics or chemistry to a person who is at a basic level of arithmetic." "It is unwise to give a person a rookie who is starting the first driving lessons to drive."
There is a logical sense of things, all companies constituted that are, or regardless of the time they have been operating, are not necessarily at the level of implementing a standard such as ISO, for this it takes more than time of business experience, coverage of the market or type of product, basic organizational conditions are essential:
1. A mature organizational culture
2. A healthy and proactive work environment or climate.
3. Total commitment of all the leaders of the company.
4. Orientation towards teamwork.
5. Basic planning (With strategic preference)
6. A minimum of already defined processes.
7. A full awareness of improvement, rather than an unfounded need.
Undoubtedly, the implementation of ISO standards requires in principle a mature culture of the company, that is, with its own characteristics that must be part of the diagnosis prior to the implementation process. If the initial diagnosis is made only on the processes without considering the cultural issue, and if it is not in the ideal conditions, in the implementation phase a series of obstacles and interferers will be found that will become strong impediments that alter the flow. orderly and efficient of the standard, causing problems of high relevance that will be reflected in the results, even if the company is certified.
A mature culture is characterized by:
- Interdependence. Empowerment of staff. Self-control. Each person is clear about their responsibility and exercises their controls. There are properly controlled hygiene factors, there is a sense of belonging, there is good organizational communication. Activity. People offer more than expected, they contribute. Long-term perspective. There is clear planning and vision for the future, defined objectives and more is administered for the future. Fewer lines of command, more leadership. Knowledge of the "I". Self-confidence, the employee expresses security, acceptance, extroversion. Openness to change, ability to unlearn, orientation to modifications, resistance to change within normal support, interactivity. Participation of working groups. Conceptual clarity. Everyone knows the organizational goals and follows them,the employee knows the reason for his work, the reason for the changes, the importance of the position, the situation of the company. The north is clear to all. Conceptual complexity. There is no fear of challenges, a high update is maintained throughout the system. The company in general has already implemented new improvement systems with some complexity. There is an efficient process orientation. Creation. More than desires there are concrete contributions, results, new ideas, we live in constant change and permanent improvement. Proactive. A future orientation is maintained for the contribution, to avoid problems, it is anticipated to the facts. Creative approach: the system works and the executives bring improvements to the system. Teamwork. Integration of work by different areas, there are established committees that work efficiently.Orientation to the result. The important thing is not the effort but the result, there is a system that reflects achievements, constant measurements are made.
In a mature organizational culture a new process does not pose a threat, it is expected by everyone and in good shape. The existing system facilitates new processes, the difficulties are less.
The mature culture is reflected from the position and posture of the management, in the way of managing, in the focus of the organization, which determines the favorability of the environment for the implementation of the standard.
In a company with an immature culture, the processes are not only more difficult, implementation can become a problem, since it will not be accepted by conviction, but by pressure or imposition, and this is very characteristic of the national company, the manager or a steering committee decides and imposes it, even if they are not in favorable conditions.
An immature culture reflects several of the following symptoms:
- Dependence. Power is focused on management or a small group of people called managers. All the rest do what is commanded by others. There are coordinators and bosses who aim to command and control what others do. Many controls and little education are carried out Motivation by others. There is no clear and determined orientation towards self-motivating factors. The motivation is by salary or by threat or there is none, even if people work well. People do what is necessary and abide by what they are told, there is no contribution from them, this has not been encouraged. Short-term perspective. Everyday things are solved, there is no long-term planning, there is no strategic planning. Everyone solves things and works according to what is established,day by day is efficiently carried out Subordination. The bosses rule, the others obey. Bosses think and others act. The boss is boss, and he commands, even if they don't agree. Ignorance of the “I”. What people do is more important than the person as such, there is little orientation to strengthen the self-esteem of the employees. Fear, defensiveness. People obey and take care of their position. They blame each other for failures. States of tension are reflected, there is no total freedom of expression and participation. The employee is more focused on satisfying his boss's whims than on doing things as they should be, less on doing them with the quality demanded by clients. Exploitation of others. The physical capacity of people, working time and the need to work are abused. Conceptual confusion.It is known what to do, not necessarily why it is important to do it. There is confusion of the why of things, there is even confusion in the command lines. Conceptual simplicity. Things are done simply because it is a routine, because it is tradition, because someone imposed it, no professional criteria are taken to disagree and to defend an idea. People from the same managers have great desires, but few concrete and concatenated plans. There is little commitment from people. Too many expectations are created but too few results. Impulsiveness, reaction. Little proactivity, people are willing to solve issues, but not to prevent them, there is no culture of foresight and improvement. Focus on operations. There are more things to do than to think,Work is measured more by the quantity of matters carried out than by the quality of them. People are more operational than contributory. Individualization of work. Little teamwork. People are very focused on their role and the relationship with others is unknown. Fully defined or demarcated areas and functions, with a low orientation towards integral or interfunctional work. Traditionalism. Much adherence to paradigms, "this is how we have always done it and that is how it has worked for us"with a low orientation towards integral or interfunctional work. Traditionalism. Much adherence to paradigms, "this is how we have always done it and that is how it has worked for us"with a low orientation towards integral or interfunctional work. Traditionalism. Much adherence to paradigms, "this is how we have always done it and that is how it has worked for us"
The above among some of many other evidences.
In a company with an inappropriate management environment, the process is generally accepted more by management's imposition than by conviction, and if there is, it is few, but despite this, due to the above characteristics, as they are highly operational, not very participative With poor communications, low planning experience and other issues, it could be said that ISO implementation is not only too big for them, but it will be seen as a great threat, as something that radically transforms the system.
And not only the above issues are factors that oppose the implementation of the standard, there are others that apparently are simpler, but that for the great total of people, may be the main reasons, and these have to do with minor problems not solved.
Going back to a metaphorical position, how is it possible that they are in the process for ISO certification, if each person has to bring their own cup for coffee? Although it seems exaggerated it is real, it is the opinion of the employees.
Many of the companies that enter the ISO certification route have not solved minor issues such as the quality of their employees 'toilets, the storage place for employees' bicycles, a system of due billboards, improvement of the utensils of office, et. There are companies that enter the certification process and maintain a number of obsolete equipment, inappropriate spaces, irregular command and management habits, social discrimination, etc. Etc.
There are a number of other issues that oppose the favorability of ISO implementation, and have to do with company customs.
- The management committee, if it exists, since in many companies there is not, and which generally becomes the quality committee, has not been taught to open and proactive participation, tradition is a tax meeting led by management, he gives the instructions and they all abide. The bosses or coordinators when they meet with their groups, generally do so to attract their attention, rarely, or almost never to share and explore ideas. There has been no dynamic towards improvement, towards The construction and design of plans has always worked for the day to day. There are no processes, there is a very strong tendency to improvise, to do things provisionally. More work is done in reaction to situations.
In an immature culture, the ISO implementation process is achieved more by pressure or by imposition than by conviction, and be that as it may, the unfavorable conditions make what is being done lack more substantiated data, that is, abide by and it accepts a norm as it indicates, without there being further questioning or without an analytical process of support.
It is the same logic that applies in every relationship from parent to child or teacher to student. It is very different to teach to want knowledge, than to force learning what is taught. He who learns because he touches him, can do well, but he who learns because he understands it and likes to learn, always does it better.
The company shows for its management style and its culture, whether it is in favorable conditions or not, and this is reflected in the management approach:
THE FOCUS ON THE FORM OF MANAGEMENT
|
TRADITIONAL MANAGEMENT |
THE MODERN MANAGEMENT |
| Profit oriented and only short term | Oriented to economic and social results in the long term |
| Focused on routine internal aspects | Study the context to define strategies. |
| Autocratic and centralized management style | Participatory and decentralized style |
| Employment associated with salary and economic stimulus for efficiency | Employment associated with personal fulfillment. Stimuli for results |
| Control of what exists, emphasis on costs | Oriented to innovate and allocate resources to the generation of added value |
| Modernization in machines and technical processes. | Modernize in values and intervene in negative attitudes |
In conclusion, a company with an immature culture, traditional type, the implementation of the ISO will not only be difficult, it is very likely that if they do it well, they can be certified, but they will not add value to the quality of life of the same organization.
Favorable conditions for ISO implementation
The culture of a company is then valued in its focus, not in desire, not in the number of units produced, less in the number of employees or size of the company, and these issues are not what allow a favorable environment for Implementation of the standard requires an open mind, an approach to the market, a system open to change, and manifests itself in aspects such as:
- The evolution of the company manifested in matters such as the over specialization of a product or service, a base product or service is offered + options to choose from. It shows its customer orientation, a focus on comprehensive marketing, creativity and willingness to continuous improvement and change. Productive standardization + administrative flexibility, for continuous innovation. It breaks schemes, stays up-to-date, is agile and flexible, from emphasis on functional areas to emphasis on processes. More than operational, it is a company oriented to create, plan, produce changes that have an impact on continuous improvement. From sales "waiting for clients", to professional search and the strengthening of a market. Demonstrates planning, has the favorable conditions to guarantee the new results. From the focus on costs,to the approach based on productivity and effectiveness in the market. From the valuation of results through financial returns, to the valuation of the market through the satisfaction and fulfillment of goals Zero error.
It is not required that a company be 100% effective at this level, but unless it is focused, and also that the culture, that is, its lifestyle, beliefs and ways of doing things go beyond autocracy to a more participatory system, that change and improvements are not seen as an obligation, that everyone considers them important, that there is a vocation for improvement and are willing to do so.
In an immature culture, people can work hard and reflect results, but these are given more by inertia, by tradition, than by planning. In an immature culture, there are very marked tensions that are not very evident, and although people apparently work well, they do not necessarily do it with all the efficiency and productivity that they are capable of. The sense of belonging is not high. The environment is unfavorable to receive new challenges, the new is interpreted more as a threat or problem, something like more workload.
Without the need for deep evaluations, an immature culture is recognized in language, in the expressions of its people. Elementary and current phrases such as the following define an immature culture:
- "I don't have time now, I have a lot to do." "With as much work as there is, how is it possible to invent a meeting." "Right now there are more important things to attend to than that minutiae." After a meeting, the boss expresses. "Now if to work", as if in the meeting time had been lost. "Where the captain commands, the sailor does not command." "The boss is in command even if he does not command." "I have no authority to decide, wait for X person to come." It is also reflected in positions that reinforce fear of the bosses: "For me I would not make this decision, but the boss said it or decided it." People do not take their own judgment. "That does not correspond to me, to be attended by another." "Don't ask so much and make explanations superfluous" "Don't waste so much time on explanations, that's easy and he learns it quickly"."We have always done so" "I do not understand why so much complication"
There are many phrases that reflect the cultural immaturity of a company, and being so, this becomes an obstacle to a standardization process, because we understand that standards are taught, but do not transform a culture.
In a mature culture, everyone feels they have input, there is no resistance to change, management is open, and managers are leaders of the organization, not bosses.
A mature culture is reflected in many ways.
- There are concrete plans that are executed and measured. Although the processes are not standardized, there are logical processes. Executives or directors work as a team. There is a lot of orientation to conceptual updating. The bosses constantly meet with their staff. There is freedom of expression. Ideas are freely expressed and creativity is encouraged. It works more for goals and results than for a time control. Quantities are not the foundation, there is a focus on what is qualifiable. There is time for planning. There is a culture of open door management. The staff is committed, there is a sense of belonging. Communications flow favorably horizontally and vertically. Everything new is seen as another challenge, not a problem.
ISO therefore requires a favorable environment, that is to say, a favorable terrain, just like the sowing process, not all the terrains are favorable for a crop, whatever it is, each seed needs a terrain with some special characteristics.
So with ISO, the land needs vocation, with certain characteristics that allow the sowing to germinate, mature and provide a good harvest. If not, ISO becomes a lost seed, and may even lead to its degeneration. Favorable is a culture that manifests:
1. Orientation towards the strategic and greater delegation of the operational.
2. Organization oriented towards customer service
3. A human resource of the highest possible level.
4. Permanent innovation in methods, processes and work systems.
The organization must then be oriented to the search for:
- Fewer costs Less time to decide Fewer organizational levels. More horizontal organization Fewer functions… More processes More client knowledge Benchmarking - comparison with the best ones More knowledge of the competition More use of technology More teamwork (less individual) More empowertment. Autonomy Growth in sales and philosophy of quality service to customers More education than training. Comprehensive training processes More management control - less result More proactive - open to change Tendency to innovation. Organizational climate improvement. With orientation to the maturation of its culture.
Obtaining certificates that guarantee certain quality or environmental preservation standards then provides the company with a series of competitive advantages. Among the most important: Cost reduction, higher profitability, improvements in productivity, motivation and commitment by staff in a quality culture, better positioning in the market, that is, it is an important marketing tool, but for this therefore, it requires a special condition that allows these results to occur as expected, or else it will only be a rigid and inflexible standard that distances the company from fundamental marketing approaches.
An ISO certification process cannot and should not distance the company from important strategic approaches such as:
- Just in time. The participatory system. The service triangle. Continuous improvement. The 5's and other methods and systems that contribute to quality. Participatory administration The enriching of work The quality of life at work The flattened Organization Intelligent work teams Safety at work The interoperability of the production chain: Supplier - company - client. And other programs
The application of a quality system based on ISO 9000
In making decisions, not only must the adoption of ISO 9000 be valued with its advantages and disadvantages for the quality system, the complexity and risks of its implementation must also be taken into account, which is not necessarily easy or simple. Building a quality system is not about adding a few decorative embellishments to an existing organization, it involves a major "change process" that will have an impact on the entire organization.
"It is well known that the implementation of change processes," says Wouter Van den Berghe Director of Quality Management Services at Deloitte & Touche Belgium, - is always difficult and risky, and that the necessary resources are often underestimated for it. The same can also be said of the entire certification process. Although it is dangerous to generalize the "ideal" starting requirements for ISO 9000, he expresses "ten favorites" of which I transcribe 8 of them:
1- The organization must already have a good organizational structure;
2- There is already a quality policy (at least implicitly), and standards that are taken seriously;
3- The organization has been and will probably continue to be quite stable in terms of its activities and personnel (no essential changes, extensions or reorientation operations are taking place)
4- All internal processes are well understood;
5- There are already numerous standardized documents;
6- The organization is financially sound;
7- A qualified, motivated and credible person (highly respected) is available to coordinate the implementation of the standards;
8- The upper management level believes in the importance of certification and is committed to the subject;
If most of these conditions are met, an organization will be able to initiate the ISO 9000 route with assurance of successful completion. But if none or just a few are not met, the journey to certification will likely be long and paved with difficulties.
It is not that a company is standardized and simply seeks approval, it is understood that the ISO standard will help improve and create processes, but if it starts from nothing, not only will the path be highly difficult, but it will also generate a series of problems that can affect the same results of the company, there is confusion, wear and disorientation.
Final recommendations and conclusions:
For an effective implementation of quality programs, and especially to start an ISO standardization process, it is prudent for the company to start with something more basic, to define a culture oriented to excellence.
It is about creating favorable conditions for the new system to be receptive to the organization. It is something like preparing the earth.
Returning again to the metaphor, it is something like before making a crop, there is always a process of conditioning the land, a leveling, fertilization or fertilization, the water sources are controlled, the limits are established, the personnel, special machinery is obtained, working capital and more are enlisted, making a schedule of activities.
Just as the ISO must be, before receiving it, it is important that the company make the enlistment phase, starting with creating favorable conditions in the climate, in the environment, in commitment, changes in certain routines, motivation, and others.
It is therefore a matter of starting before ISO a process of sensitization to change with an emphasis on quality, which involves culture and climate, since it is essential that the company previously develop a specific culture, a dynamic and a routine that facilitates the process it will start.
The experience in the field of consulting has allowed me to see how in some companies the ISO feels like the famous “Coco”, that is, the ghost that scares, in others it is an unbearable burden, in some it is seen as something more of a whim management, that is, not all of them is felt as a benefit for the organization, although all abide by and follow the process.
An ISO awareness program not only trains, but teaches, trains and trains people so that they can unlearn to learn, so that they change their mental and cultural patterns allowing the process to be efficient and enjoyable.
I dare recommend that before starting an ISO implementation process, the company carry out some preliminary steps that include:
1. Measurement of organizational climate and its consequent evaluation.
2. Attention to low-level factors reflected in the assessment of the climate.
3. A training process oriented towards motivation and teaching teamwork.
4. Awareness and implementation of comprehensive marketing orientation and customer service systems.
5. Improvement of horizontal and vertical communication systems.
6. Creation of a program support group.
7. Implement elemental systems towards quality such as that of the 5's.
8. Address minor problems in different areas.
Errors in the implementation of the ISO.
It is important to state some of the errors that are the cause of the failures in the process of implementing the standard, and among them I can express some that as a consultant I have managed to extract from the different companies:
- Create a closed quality committee made up of executives, which becomes an almost secret lodge, which in the eyes of the rest of the employees, all they do is dangerously conspire against the normal of the company. the awareness phase towards the norm, that is, the instructional phase, people are convinced and committed.Put in the work of the normalization of the company the rhythm of the consultant, and not that of the response capacity of the company and its people, that is, not allowing time for assimilation and trial error. Each company must have its own dynamic. Although there are slightly established times, from 12 to 18 months average for a certification, there will be companies that need more of that, and this is defined by the professionalism of the people,the orientation that is towards the processes, the same work of the company and other matters. Turn the certification process into a threat to people. Handle it with an evaluative academic structure that generates fright and demotivation. Treat it as a standard method that applies the same way in all companies, without considering the uniqueness of the sector, the market, people, needs, size, idiosyncrasy and other variables. That the norm falls into the bureaucratization or gentrification of the company. A sense of order and compliance with the rule is more important than the agility or immediacy of the response. That the terminology is very technical and generates confusion in those who will carry out the actions of the processes, that is, at the base., that is to say,normalize a company that lacks basic procedures, that is done by imposition and not by conviction, that is implemented out of fashion or simply that a certificate is sought, that the rule is given more importance as such, neglecting other fronts than in the companies require immediate attention for their current operation. That the process becomes an enemy of the time of the employees and that the workloads that are had are not controlled, simply for fulfilling a desired time. That the elementary quality is simply neglected for creating standards and manuals: Quality of the work environment, enrichment of the workplace and others. That other company programs be left aside for giving priority to ISO standardization. 5´S programs, wellness programs, etc.That the consultant is a specialist in the standard but not a motivator. That the consulting specialist focuses on the creation of the standard, the manual and does not take time to share with the entire team of the company, to see closely the reality That the consultant does not have the charisma that allows credibility, acceptance, that generates trust and therefore that motivates voluntary participation. That the committee works behind closed doors and does not give participation to the entire work group. employees are uninformed of what is happening.that generates confidence and therefore that motivates voluntary participation. That the committee works behind closed doors and does not give participation to the entire work group. That employees are uninformed about what is happening.that generates confidence and therefore that motivates voluntary participation. That the committee works behind closed doors and does not give participation to the entire work group. That employees are uninformed about what is happening.
