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Many companies that have pain points around quality today are exploring different areas for improvement. Some are investing in enterprise quality management software (EQMS) solutions or rethinking the way the cost of quality is measured. These are both initiatives that can have a positive impact on quality and are worth the time and capital investment.
Accounting for the complexities associated with business today – the global supplier network, intricate products and processes, dynamic consumer demands, social media as a powerful public feedback portal, and so on – it comes with little surprise that executives are working hard to optimize their quality management investments. Quality is, after all, a major variable in profitability and reputation.
When considering quality management strategies, it’s important to note the different factors that may influence an organization’s approach to implementing solutions in this area. While most companies are in some way trying to cut quality costs and improve manufacturing efficiency, the type of industry and size of an enterprise are, among others, important variables that will ultimately affect that particular company’s pain points and priorities surrounding quality.
There are a number of costs and benefits when it comes to migrating a process that’s conventionally been carried out at the local level to standardizing it across the enterprise. While some may argue that it takes away from the potential for site-level innovations and improvements, others praise global process standardization for its positive impacts on visibility, communication, and collaboration.
Because research has shown that the earlier a defect or nonconformance is caught the less expensive it will be in the long-run, it’s critical that end-to-end quality capabilities extend from suppliers all the way through service and everything in between. This is especially true in discrete manufacturing industries such as electronics or high-tech, where the ability to balance quality and product complexity is often the source of a competitive advantage.
When discussing quality management strategies, it's important to note the differences between small and large organizations. Often, the size of a company will greatly impact its focus points, challenges, and approaches in regard to ensuring the quality of products and processes. Interestingly, there can even be significant differences and similarities between company sizes within the same industry.
Life sciences organizations face a uniquely competitive environment. Each needs to maintain compliance while continuously improving operating margins and introducing new products. Because of this, it's vital that quality, risk, and Environment, Health, and Safety (EH&S) efforts are aligned and then optimized with key resources: people and leadership, business processes, and supporting technologies.
Most people think quality's all about compliance, but it delivers operational benefits as well. From our research, it’s apparent that companies that have taken an integrated, holistic approach to quality with technology such as enterprise quality management software (EQMS) considerably outperform others in key quality performance indicators.
The quality management space is a very fluid one. As a testament to that, in a short period of time we’ve seen considerable changes in strategies around people and leadership, orchestrating business processes across the value chain, and enterprise IT architecture. One concept that’s been there the whole time, though, is that the earlier you can build quality into your products and processes the better.
From our discussions with industry leading executives, our analysis of today's technology offerings, and the results from the 2012-2013 Quality Management Survey, we've seen that the emerging software category, Enterprise Quality Management Software (EQMS), is making positive impact on operations across the globe. Notably, we've reported companies that have implemented EQMS functionalities are, on average, outperforming others in key quality metrics.
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