What do you do if your concerns in quality management aren't being heard by your boss?

Most of the Organisations focused on Delivery,rather,than how the Finished product is emphasising the Customer mindset towards the Organisation. It is crystal clear, only a Quality personal can think about it and he needs to Demonstrate the Intangible things to his boss and as well to the Top Management . Execution part will be difficult, but more content and Will power, can make your point visible and Justified to the Management personal Lenses.

If concerns in quality management aren't being heard by your boss: Document Evidence: Gather data and examples to support your concerns and present them clearly. Schedule a Meeting: Request a one-on-one meeting with your boss to discuss your concerns in detail. Frame Solutions: Instead of just highlighting problems, propose potential solutions or actions to address them. Seek Support: If needed, enlist the support of colleagues or higher-level managers to advocate for your concerns. Be Persistent: Don't give up if your concerns aren't immediately addressed; continue to follow up and provide updates. Emphasize Impact: Clearly articulate the potential impact of unaddressed quality issues on the organization's goals and objectives.

The best language to use when talking with management is money, data and facts, you need first to collect data that supports your concern before deciding to communicate your concerns. Then prepare a professional presentation with clear, accurate and detailed language that grab your manager attention then get his/her buy in, you need to be confident that your meaasage is correctly and accurately received . Be careful to not shine out of your manager to avoid any unnecessary resistance.

The usual thing i will do is to keep trying until to make the management understand the importance. It is not that easy way out on this. Most of the organization especially top management will look into money as first. Quality always last. It has to be explained in various forum on the importance of quality and getting buy in from the management as much as can and move forward with the objective to achieve.

In most organisations, senior leaders are overloaded with information from both within the organisation and from external sources. In addition to other guidance given, "concerns" are most likley to be heard of they aligned with key strategic objectives. This should be part of a broader alignment that will help the quality team optomise it's contribution to business success.

If your manager insist on resisting your input, then you must follow but you must document this officially as management wise your manager took the authority to take the final decision and this is his/her right but with not leaving you accountable for the results, documenting the final decision officially will definitely lead to one of the below results: 1. Decision proved to be ineffective, and you can prove that this was out of your responsibility 2. Decision proved to be effective, you should add a lesson learned to your professional experience 3. Many managers get surrender and apply your recommendations once you put it official

If your QMS concerns are not being heard by your boss, take a proactive approach by scheduling a formal meeting to present your documented concerns with data-driven metrics and proposed solutions, highlighting their impact on the organization. Make an effort to understand the boss's perspective and incorporate the feedback. If your concerns remain unaddressed, escalate the issue to higher management.

Follow the company QMS process for managing deviations and non-conformances. Gather and document the fact in a ‘Non-conformance Report’ which will describe the non-conformance, and quantify the frequency of occurrence and the impact on the business. Be careful about your tone and stay professional. Before submitting the Non-conformance Report socialise the facts with those involved, or affected, to confirm and support your statements.

It can help to "enrich" the document with real feedback from Customers or other key stakeholders. On a smaller point, use of "quality language" such as "Non-Conformance Report" may not be the best way to gain broader engagement. You tend to catch more flies with honey than with vinegar!

You might consider documenting specific instances where quality issues arise and presenting them in a constructive manner. Additionally, scheduling a meeting with your boss to discuss your concerns and potential solutions or investigations could be beneficial. It's essential to communicate your dedication to maintaining high-quality standards and to seek collaborative solutions.

Do not jump to solutions without establishing root cause(s). Once root cause(s) are known, potential solutions can be identified and compared. Once the best solution(s) are chosen, CAPA (corrective action, preventive action) can be implemented.

The QMS procedures determine escalation and timelines for escalation - it should not be necessary to take (personal) action outside of the QMS. In the event management fail to take action, external reviews/audits of the QMS will identify the failure with potential consequences for the organisation, its products, and it's accreditations.

While escalation may be described within the formal process, it should be done with caution. You may wish to ask your immediate Manager if use of an escalation will help them achieve engagement? It may help or it may prove to be a useful "prod" for them to take more local action! :-)

You should consider that you may not reach any results after applying all the above steps and this is mainly because: 1. Manager weigh relationships over the business benefit 2. There is a corruption 3. There is a personal issue between you and the manager.