By Stephen Page, MBA, PMP, CSQE
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Extra info for Achieving 100% Compliance of Policies and Procedures
For this case study, I narrowed my focus to the purchase of supply and office-type items that are not for resale or used for production purposes. These types of items are referred to as "MRO" items, or Maintenance, Repair, and Qperating items. In a manufacturing environment, MRO orders can account for 80% of the volume of papenvork while administrative time accounts for the remaining 20%. In service industries like insurance, banking, and health care, MRO purchases may account for 100% of the activity within a Purchasing Department (Grieco, 1997).
Chapter 1 Introducing the Policies and Procedures Improvement Cycle Continuous quality improvement is a major principle and theme of this book. Change is continuous, and as shown in Figure 1-1 below, the process to achieve continuous quality improvement is iterative, or repetitive. compliance ofpolicies and procedures does not happen the first time a policy or procedure is published; it takes a plan of action to coordinate the processes and activities necessary to set the stage for achieving the ambitious goal of achieving 100% compliance.
Another unfortunate situation is when an individual assigned to write a policy or procedure thinks he is the "subject matter expert" and does not consult anyone when doing the research and writing the policy or procedure. The result is a policy or procedure that often does not consider the impact it may have on other policies and procedures, diierent hnctional areas, or customers. The effect of these hastily written, and poorly researched and coordinated policies and procedures, is that few people follow these published policies and procedures or even know that they were disseminated for general use.
Achieving 100% Compliance of Policies and Procedures by Stephen Page, MBA, PMP, CSQE