1) The document discusses quality, ISO implementation, and corporate culture. It defines quality and lists top reasons for quality/ISO projects like increased efficiency and revenue. 2) Effective ISO implementation requires a top-down approach with involvement at all levels. Training and focusing on organizational development are important. 3) Quality/ISO projects can fail due to lack of management support, resources, or understanding that quality is about managing for improvement rather than just managing quality. Ignoring the impact on corporate culture can also lead to failure.

1. Mazen Al-Amirah
‫مـــازن الـعـــمـــيرة‬
Management Consultant
May 3, 2012

2. Quality: a definition
• an essential or distinctive characteristic, property, or
attribute.
• character with respect to fineness, or grade of excellence:
food of poor quality; silks of fine quality.
• high grade; superiority; excellence: wood grain of quality.
• a personality or character trait: kindness is one of her many
good qualities.
• the standard of something as measured against other things
of a similar kind; the degree of excellence of something: an
improvement in product quality.
• a distinctive attribute or characteristic possessed by
someone or something.

3. Why do a Quality/ISO project?
Top 10 Reasons:
2.Increased Efficiency
3.Increased Revenue
4.Employee Morale
5.International Recognition
6.Factual Approach to Decision Making
7.Supplier Relationships
8.Documentation
9.Consistency
10.Customer Satisfaction
11.Improvement Processes

4. CS Factors for effective ISO implementation
• Top Down approach –driven by top management involvement in the
process.
• Involvement at all levels, jobs, and areas in the organization.
• Understanding organizational processes and critical control points.
• People trained on how to do their job, and interact effectively with
the system.
• Focusing on organizational development & improvement.
• Ensure that the quality system is developed for users and
organization considering its ease of use and practicality.
• Dedication to following the agreed systems at all levels in the
organization
• Keeping the organization focused on meeting ISO implementation
timeline
• Effective internal auditing,
• Timely management response to audit results.

5. Why Quality/ISO projects fail?
• Lack of Management Support
• Insufficient Resources
• Poor Communication
• Lack of user involvement
• Lack of Customer Involvement
• No development plan or one that’s insufficient
• Unrealistic expectations
• Budget – no or not enough
• Time or timing
• Organizations don’t understand the difference between
“managing of quality” and “managing for quality”.
• ATTITUDE: “we have to” vs. “we want to”

6. Why Quality/ISO projects fail?
• Ignorance of the impact of quality initiatives on the corporate
culture.
o Culture integrates quality in the organizational business strategy and human
resource management.
o It considers the phenomena of psychology and sociology for building
organizational quality capacity and readiness to successfully implement any
quality initiatives.
• Cultural acceptance and readiness of quality is considered as
the most important requisite for successful implementation of
any quality initiatives.

7. Culture: a definition
• the quality in a person or society that arises from a concern
for what is regarded as excellent in arts, letters, manners,
scholarly pursuits, etc.
• a particular form or stage of civilization, as that of a certain
nation or period: Greek culture.
• the behaviors and beliefs characteristic of a particular
social, ethnic, or age group: the youth culture; the drug
culture.
• the arts and other manifestations of human intellectual
achievement regarded collectively.
• the ideas, customs, attitudes, and social behavior of a
particular group of people or society.
• the way of life, especially the general customs and beliefs, of
a particular group of people at a particular time

8. Corporate Culture
• Corporate culture is an anthology of values, beliefs, norms
and informal practices shared by its employees.

9. The Quality Impact
Qualit
y
• Quality managers must be trained on softer aspects of human
psychology, sociology and corporate culture or behavior, as
well as quality and management tools and techniques.
• They must be trained also on the change management process
which includes risk and resistance.

10. Corporate Quality Culture
In a Gallup Organization survey of 615 business executives, 43% rated a change
in corporate culture as an integral part of improving quality.

11. Corporate Quality Culture
• It is the visible or working behavior of most of the people of
an organization, i.e. the pattern and the emotional scenery
of human habits, beliefs and behavior concerning quality
• Corporate cultures, where quality management tools and
techniques are effective, are those where:
o results are more important than politics and bureaucracy; and
o workers and staff are sure that the top management wants to know
the truth and not just an acceptable version of the actual happening.

12. Corporate Quality Culture: a lifestyle
Quality
“Change
Effect”
Corporate Corporate Quality Culture
Culture
Corporate Lifestyle
the way it
lives!