Organizational Integrated Quality

 

  
 

Organizational Integrated Quality (OIQ) is a new management approach providing tools for establishing or modifying the QMS - Quality Management System (or other standardized management system) in an organization by leading an integrated process.

The model combines the process of Organizational Development with setting and implementing of Quality Standards. This is a special case of change management, one that takes into consideration the Organizational process, the Psychological underlying factors and the Quality Management System – in one integrative set-up.

  
 

***

  
 

This management approach was developed by a group of engineers and Organizational Development Consultants led by Optimum Group and IQ Solutions.   The outcome is a deeper process of change and transformation, molded into one integrated intervention model. Implementation of OIQ combines knowledge and expertise coming from both the Organizational Development and Quality Management System domains.  

 

  
 

Why OIQ

By combining work on the Psychological and Organizational aspects while implementing a Quality System the 'dynamic' aspects result in a more constructive meaning.

What is usually felt as 'lack of energies' during standard implementation of QMS is transformed into a booster for a deeper understanding of 'what is going on' when examined through a psychological prism and an analysis of resistance.

Integration between the organizational aspects and the psychological dynamics will create a Sustainable system.

Integration between organizational processes and QMS (measurable standards and procedures) will create Accountability.

Having QMS backed up by dialogue and deep insight into psychological dynamics will create Validity.

 		  
 

"Improving quality requires a culture change, not just a new diet. "

Philip Crosby Let's Talk Quality, 1989

  
 

 

Identity
Clarifying and crystallizing the organization's culture in terms of Identity, Vision and Value System by working through questions such as: who are we? What do we aspire to become? What gives sense to our existence (as an organization and as actors in that organization)? The central outcome of this stage will be the organization's vision.

Compass
 Defining the Mission Statement and Quality Policy: what do we aspire to achieve? Who are our clients? What is our Quality Policy in general and how do we deliver it at the contact points with our clients?

Weaving the fabric
 Defining roles, discussing role expectations and team work, "how can we create a real quality chain of client suppliers that begins at home?"

Methods
 Setting Quality standards and procedures.  We escort the actors to align their personal mission statements and role definitions with Quality Standards and Procedures."

Standardization
 When there is a full and deep adoption of the idea the next stage will be standardization.  This is achieved by creating conditions that elicit the best performance.

Improvement
 In order to preserve and improve the OIQ, the organization will evaluate the effectiveness of the OIQ approach during the pre-scheduled management reviews.  As result of these evaluations new decisions referring to procedures, methods and organizational set up will be made. This cycle will assure an ongoing process of improvement

 
 
 

Authors:

Meir Jacob, Optimum Group

Dan Roseman, IQ Solutions