You’re a corporate quality director at a multi-site enterprise with operations spread across the country or around the globe. At some point, you’re going to face the question: how do I keep my local quality leaders engaged, and on the same page?
At a high level there are two areas that most every business is focused on: (1) optimizing existing human, capital, time, and technological resources to (at the very least) meet performance expectations and (2) finding new and better ways to leverage those resources to continuously improve existing products, services, market share and operating margins.
What's often overlooked by today’s companies is that quality management is as much about people and leadership—the culture—as it is about business processes and technology. Some might even argue that having a sound quality management culture is essential for optimizing those other resources. That said, what is stopping companies from investing in quality programs or change management consulting to make quality every employee’s responsibility?
No one can debate that effective quality management is essential to creating a customer-driven operation. And while investing in emerging technologies such as EQMS solutions has proven to drive rapid and quantifiable results in working toward this goal, it’s arguable that the culture in your organization is just as important, if not more so, for improving the quality of products and processes.
Implementing and executing on a global quality management initiative is a challenge faced by many of today's leaders, and the same can be said for quality management at the local level. This article discusses the main reasons why local quality initiatives fail to take hold.
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.
The following articles provide advice for many aspects of an organizational structure. Both top executives and plant managers can find insight to assist them in their current initiatives. These discussions include guidelines to developing a business case for departmental integration, how embracing kaizen can improve employee engagement, knowledgable investments in energy management, and considerations for quality management software selection.
Manufacturing may be known as the place “where the rubber meets the road,” but that doesn’t necessarily mean that organizations are getting the most out of their production operations. In fact, as I discussed two weeks ago, a considerable number of operations have difficulty with realizing the full potential that manufacturing can generate. While this can happen for a multitude of reasons, in my experience a main culprit can be a misalignment of detailed goals between manufacturing and a company's broader business objectives.
Largely due to the misalignment of goals and objectives, a considerable number of organizations struggle to realize the full business value that manufacturing can generate. From discussions with executives in a wide variety of manufacturing industries, this challenge seems to in one way or another impact the effectiveness of a majority of their organizations. Goal alignment is an issue that even market leaders struggle with and sometimes fail to successfully address.