How to Create a Culture of Quality Improvement
What Industry Does for the Sake of Quality. Addresses a vital aspect of Supply-chain Management, one of todays hottest management topics From a widely and internationally published quality author and professional The "Emperors Clothes" for the Quality profession. Essays on a Separate Reality.
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How to Create a Culture of Quality Improvement
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The Universal Language of Quality. Was ISO a Fad? Many of the six abovementioned rules require fundamental changes in reward and incentive systems, processes, and organizational structures—adjustments for which corporate management support is absolutely vital. There has to be cross-functional responsibility for quality transformation. Meaningful change to quality management needs to be implemented throughout the entire company, with measures rolled out across functions in order to boost cooperation among the departments from the very beginning. The quality-management department might, for example, be made responsible for central coordination and communication.
It could also promote governance issues in close cooperation with individual departments, as well as knowledge management and training. Cross-departmental teams must be made responsible for improving processes. A central, systematic project management office is indispensable. This office is responsible for planning the program timeline and resources and implementing the project in waves in order to avoid disrupting the company.
It also has to ensure that implementation takes place within the set timeline and budget. Leaders everywhere know that a culture geared toward quality is essential to long-term success and competitive advantage. To get there, they have to change employee behavior by transforming the context in which people work so that behavior leading to high quality becomes rational. The most important desired behavior should be cooperation across an organization, which means designing an overall setup that fosters that cooperation.
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Choose your location to get a site experience tailored for you. What leads to these significant quality defects? Here are three examples: Failing to Follow Instructions. Management only addressed the quality issue when significant quality problems arose, leading to increasing costs to remedy those problems. Pushing for Innovation over Quality. A consumer electronics company focused almost exclusively on securing innovations within the shortest possible development time. As a result, people would push products to their limits for the sake of innovation, incurring risks without really understanding them.
Systematic risk assessments were severely lacking, and the result was a growing number of complaints and a drastic rise in warranty costs. Solving Problems on the Surface. Instead of conducting analyses of the systematic root causes of customer issues, an engineered-products company rewarded the fast, short-term elimination of these problems. There was no attention paid to the upstream processes, such as development, production, and procurement.
The result was that the same mistakes were repeatedly made, customer satisfaction dropped, and error costs rose. To Change Behavior, Change the Context On the whole, people tend to behave rationally and are influenced by the behavior of others; seldom does anyone intentionally act to the detriment of corporate goals and values. Six Ways to Foster Cooperation Observing six simple rules can help foster cooperation and reduce complexity, often leading to a noticeable change in behavior within a short period of time.
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Understand what employees do. A crucial first step is to gain a true understanding of the work that employees and colleagues do and why they do it. Cross-regional and cross-functional roundtables can be a helpful method for developing a common understanding.
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Cooperation will thrive when the right people from different functions are at the table, all with clearly defined and understood roles and responsibilities. Flatter hierarchies will increase the power of individuals and therefore minimize escalations and increase the speed of quality-related decisions. Increase total quantity of power. By creating new power bases, such as operator self-control in assembly lines—and not just shifting existing power—ownership of quality is spread more broadly. Set rich objectives and eliminate internal monopolies in order to foster cooperation.
Shared incentives among different functions can go a long way.
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Extend the shadow of the future. Measures such as implementing a penalty for hiding failures—since failures can be great sources of improvement—can help eliminate silo-like thinking. Quality Transformation Program Changing corporate culture requires a holistic transformation program with an end-to-end view.
Such a program typically addresses a number of issues: It is often necessary to streamline organizational structures and adjust roles and responsibilities in order to speed up decision-making processes and embed sustainable quality metrics within evaluation systems. A range of methods that can promote cross-divisional cooperation are available for preventive quality management, but these are often not used because of insufficient training. Further, people tend to have negative views of the quality function, thinking of it as an area reserved for employees coming to the end of their careers.