When questioned if their company has a focus on quality, most managers and employees will say yes. This might be because at a minimum, it is the right thing to say. They may also believe that since they have some procedures or a quality policy that this suffices and that quality practices will just fall in to line. Under further scrutiny, however the differences between perception and reality become apparent.
The view from higher levels in the company may be that it has a well disseminated quality culture. But as you travel down the organization chart, the response may not be so positive. A culture of quality is a full time commitment to quality. It is not just referencing standards in a few SOPs. Everyone should understand who the customer is and what they expect.
Critical Elements
Leadership needs to articulate expectations by setting goals and measuring performance. Without clear leadership, you will see different perspectives on quality practices and performance as you move throughout the organization. Management must consistently endorse:
A quality vision statement that is well articulated and communicated. Employees must feel that the vision is supported by management.
A quality program driven by customer needs, engaging customers in determining customer satisfaction.
Methods of identifying and addressing problems. Individuals and departments need to be proactive.
Putting The Pieces Together
Companies with a successful quality culture will cite some best practices.
Vision- has been described as a business case for quality. It should be clear and imperative.
Values- inherent standards that drive decision making.
Leadership committed to the values and vision.
Building consensus from the big-picture managers to the line operators.
Measurable metrics develop data driven decisions.
These companies set expectations in individual goals so everyone is accountable, quality is everyone’s responsibility, everyone is a stakeholder. Training about why quality is important is provided. They have programs to reward behaviors that drive quality and empower everyone.
Risk taking must strike a balance with innovation. The fear of failure shouldn’t be an impediment to trying new things. Focusing on quality allows for risk taking in a measured way. Continuous improvement holistically ensures that a positive impact in one area doesn’t cause a negative impact in another.
Customer Focus
Customer focus is at the forefront of quality initiatives. It is understood that this drives profitability and competitive advantage. Successful companies recognize:
Customer focus is a continual process and reacts as their needs change.
Gather feedback through multiple methods.
Deliver what the customer wants.
Provide an outstanding customer experience.
It is important to invest in technology that improves the customer experience.
Reasons For Concern
Although companies may believe that they are focused on quality, there are some signs that would indicate that this may be wishful thinking or blatant denial.
Lack of processes for gathering customer feedback.
Lack of processes for continuous improvement.
Lack of quality metrics.
Poorly communicated vision.
Lack of training on quality.
Presence of recalls or a high number of customer complaints.
Operating in a culture of quality is more than words spoken during a mandatory meeting or captured in a slide deck. Although well intended, it will probably not achieve the goals. Leaders must be examples of creating and cultivating a quality culture. People must be motivated from within and demonstrate an inherent desire to do the right thing all the time.