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!