The following principles must be applied throughout the integration process if it is to be successful.
- Adopt a new philosophy- Leaders must champion the cause. It is not just quality’s job to create an integrated system, it involves the entire organization. A champion must be identified.
- Create constancy of purpose for improvement of products, services, and processes-Continually remind the organization the purpose of the integration. Don’t get lost in the weeds with documentation. Look above the forest to see through the trees. Be strategic. What is the true purpose for the integration? The purpose should be driven by a common vision and mission for the integrated company. From this, a common Quality Policy can be derived. Let this purpose drive the process. Again, the champion is the key factor to ensure purpose is fulfilled. From this metrics and quality objectives can be established early on in the process so it can be monitored and measured to determine it’s success.
- Constantly improve the process of planning, production, and service- this system includes people- Don’t underestimate the amount of personal involvement in each process. Those individuals that are affected need a voice. Utilize surveys (Voice of Customer) and interviews to understand the pains of individuals.
- Break down barriers between departments- Allow managers and thought leads in each department to meet and break down the challenges that each process owner faces.
- Institute programs for communication, education, and retraining-Most company leaders don’t communicate enough. It is even more imperative that the leaders of an integration communicate purpose, focus, and progress to employees. Remember that integration is much more than pieces of paper that are being integrated—it involves changing culture, infrastructure, purpose and along with it, processes that match the new order. The only way to be successful is to ensure people-change management occurs in parallel.
- Put all emphasis in the company to work to accomplish the transformation- The focus of integration must involve the best of both worlds. The new company is best served if the best practices from both quality management systems are brought together to achieve greater things. Don’t have a singular focus of utilizing one company’s system and kicking the other system to the curb! That’s quick-fix mentality, not strategic. In an economy of ultra-competitiveness, you must think strategically to improve productivity and capitalize on the stregths of each company. Just think---individuals flourish when they are allowed to capitalize on their strengths and their voices are heard. Be a leader and see the greater good for the integrated company!
- Avoid quick fix and look strategically- Often times, companies select the quickest path forward (quick-fixes) without identifying a strategic, holistic approach that utilizes the system as an enabler rather than a hindrance.