Hello, my dear friends!
It is well known that us, the IMS (Integrated Management System) specialist, have many difficulties in conducting our activities through the several departments of any organization.
The fact we can perceive in most cases, unfortunately, is the IMS department or QM (Quality Management), depending on the company, being directly responsible for ensuring that all requirements are met in all departments of the company. This is nothing more than "fake management just for presenting to auditor". It is a kind of situation where nothing happens until an audit of the system is scheduled. So, we have a terrible "race against the clock" in order to assure that everything is working well. But, in those cases, the most "sacrificed" is the IMS team.
When we implement a management system, whatever it is, the idea is assure the whole organization has this system working well, each department being responsible for ensuring that the pertinent step of its activity works perfectly. This creates interaction between departments, making each one realize the impact of their activities on the whole process implemented. This positive stand is essential to the absolute success of any implementation process, and is the basis for Management by Process.
According to the renowned expert Gart Capote, the concept of management by procss could be defined as follows:
"Business Process Management is a disciplinary approach to identifying, designing, executing, documenting, measuring, monitoring, controlling and improving business processes, automated or otherwise, to achieve consistent results aligned with the organization's strategic objectives."
Under the point of view of another well respected author, Roger Tregear, management by process is a concept that can be understood as follows:
"Business processes are the channels through which organizations deliver value to external customers, themselves, and other stakeholders. There is no other way to deliver such value. Functional areas alone are not able to deliver value. Therefore, each organization executes its strategic sight, through its business processes."
When it comes to an IMS, for example, consisting of Quality, Environment and Labor Safety, it must be not different. These policies only can work fully if each department fulfills its part by managing those aspects in its activities.
The role of the departments that compose the SGI, in fact, is the same as an "internal consultant." That's it! An "internal consultant"! The MR's (Management Representative of each standard), or those directly responsible for the implementation of each system, should be focused on the following aspects:
1) Train all departments;
2) Create and manage procedures;
3) Conduct audits;
4) To guide during the progress of the processes;
5) Work together with departments at the beginning;
6) Follow up the system after implementation.
It is important to emphasize that we are not trying to exempt the MR's responsibility in the implementation process, quite the contrary. In order to have a positive outcome, the process must be conducted by everyone with a full focus on meeting each requirement across the organization.
Once the IMS is implemented, each department is responsible for its maintenance. Obviously, the IMS Manager has a great responsibility in this step, not performing all the activities, but rather acting together with the departments, in a proactive and available way to solve any doubts.
Implementing a system, where only the responsble department has the obligatin of assuring its working, is a great failure, because it's going exactly in the opposite direction the expectation of the results of an implementation project. Projects implemented in this way, generate rework, cost, cause several internal troubles, as they do not show the reality of a full implementation, which is the search for improvements, value chain vision, follow up of tasks and processes in real time, proactive management of the tasks, better utilisation of human resources, significant reduction of costs, and other results of high added value.
If you want to implement a Management System in your organization, think about it. You must elaborate and conduct a project that focuses on Management by Process. Otherwise, as we said above, you will just set up a scenario filled with rework and only for "presenting to auditor."
The fact we can perceive in most cases, unfortunately, is the IMS department or QM (Quality Management), depending on the company, being directly responsible for ensuring that all requirements are met in all departments of the company. This is nothing more than "fake management just for presenting to auditor". It is a kind of situation where nothing happens until an audit of the system is scheduled. So, we have a terrible "race against the clock" in order to assure that everything is working well. But, in those cases, the most "sacrificed" is the IMS team.
When we implement a management system, whatever it is, the idea is assure the whole organization has this system working well, each department being responsible for ensuring that the pertinent step of its activity works perfectly. This creates interaction between departments, making each one realize the impact of their activities on the whole process implemented. This positive stand is essential to the absolute success of any implementation process, and is the basis for Management by Process.
According to the renowned expert Gart Capote, the concept of management by procss could be defined as follows:
"Business Process Management is a disciplinary approach to identifying, designing, executing, documenting, measuring, monitoring, controlling and improving business processes, automated or otherwise, to achieve consistent results aligned with the organization's strategic objectives."
Under the point of view of another well respected author, Roger Tregear, management by process is a concept that can be understood as follows:
"Business processes are the channels through which organizations deliver value to external customers, themselves, and other stakeholders. There is no other way to deliver such value. Functional areas alone are not able to deliver value. Therefore, each organization executes its strategic sight, through its business processes."
When it comes to an IMS, for example, consisting of Quality, Environment and Labor Safety, it must be not different. These policies only can work fully if each department fulfills its part by managing those aspects in its activities.
The role of the departments that compose the SGI, in fact, is the same as an "internal consultant." That's it! An "internal consultant"! The MR's (Management Representative of each standard), or those directly responsible for the implementation of each system, should be focused on the following aspects:
1) Train all departments;
2) Create and manage procedures;
3) Conduct audits;
4) To guide during the progress of the processes;
5) Work together with departments at the beginning;
6) Follow up the system after implementation.
It is important to emphasize that we are not trying to exempt the MR's responsibility in the implementation process, quite the contrary. In order to have a positive outcome, the process must be conducted by everyone with a full focus on meeting each requirement across the organization.
Once the IMS is implemented, each department is responsible for its maintenance. Obviously, the IMS Manager has a great responsibility in this step, not performing all the activities, but rather acting together with the departments, in a proactive and available way to solve any doubts.
Implementing a system, where only the responsble department has the obligatin of assuring its working, is a great failure, because it's going exactly in the opposite direction the expectation of the results of an implementation project. Projects implemented in this way, generate rework, cost, cause several internal troubles, as they do not show the reality of a full implementation, which is the search for improvements, value chain vision, follow up of tasks and processes in real time, proactive management of the tasks, better utilisation of human resources, significant reduction of costs, and other results of high added value.
If you want to implement a Management System in your organization, think about it. You must elaborate and conduct a project that focuses on Management by Process. Otherwise, as we said above, you will just set up a scenario filled with rework and only for "presenting to auditor."
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