A good quality control program can mean the difference between landing a deal and losing the best customers. For manufacturing shops it can also mean faster delivery of products to the customer. Like anything new, some people will be more resistant than others to changes in operations. This is why upper level management buy-in and support is vital for a successful implementation.
Obtain buy-in from upper level management. You will need help in the form of a mandate should any one person or department impede the progress of the implementation. Attach the benefits of program implementation to the goals of an initiative spearheaded by upper level management for best results.
Assemble a team. Quality control is a team effort and you will need multiple perspectives from different departments and functional areas to help ensure the implementation is completed. Be sure to include representatives from legal, accounting, finance and operations.
Develop a training schedule. Be sure to include an introduction or implementation "kick off" meeting to explain the calendar. Provide at least three different workshops at various times and locations to explain the program and their role in the roll-out.
Create incentives in the implementation success to all affected employees. Explain the benefits of the new program to each role in the organization. For best results, tie implementation success to compensation and/or bonus opportunities.
Develop a quality manual which is a high level document to outline the goals of the program.
Start with a pilot implementation. Take lessons learned and apply them to a larger roll-out.
Distribute a master calender with roll-out dates by department or group.
Publish goals and updates on a regular basis. Make regular reporting to upper level management and keep changes in reporting structure to a minimum.
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