How can managers guard against this kind of ‘relapse’?
In order to get certification, companies work hard and spend lot of money and resources to meet the set standards. But this process always has the risk of being mistaken as an obligation only upto the moment when the company gets certification. It is often forgotten that quality has to be a constant concern. Once the company gets the certification, there is a tendency to relapse into the old pattern.
To guard against this kind of relapse, managers have to always keep an alert atmosphere in the company. There should always be a thrust towards improvement. There should be routine reviews, documentation and updation. When the quality is continuously maintained through these measures, there will be no fear of relapse.
Q3. If you have been employed in an organization that has gone through the Baldridge or ISO process, share your experiences. What challenges did you face? Was the payoff to the organization worth the effort?
My company had gone through all important accreditation processes. The employees were also fine tuned to the needs of maintaining high quality. At middle manager level, there were routine review meetings. For the certification process, we were maintaining large amount of documents. The process of documentation was a continuous process. But these documents helped us to show case our organization in a candid way before our prospective partner organizations.
The risks that my organization faces related to my area of responsibility are primarily lack of coordination because I am entrusted with channnelizing information up and down the middle manager level. If I am absent or fail to do my work properly, there will be lot of confusion both for the clients and the senior managers. Also I have to maintain a client profile so that at any point, every minute information is available regarding each client.
My management is fully aware of these risks. They have provided me with all