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.
For years, executives have strived to create closed loop environments where processes and data in each stage of the value chain benefit from cross-functional communication and collaboration. And for a number of reasons, this has proven difficult. Though, over time, the rising complexity of products and processes has prompted many organizations to reconsider the effectiveness of current quality management capabilities and strategies and invest in emerging technologies to close the loop on quality management.
One of the most critical factors of success for any organization depends on how effective it is at managing the quality of products and processes. Strategies are constantly being refined and improved to fully optimize the use of people, processes, and technology.
A considerable amount of executives today still struggle to make quality a top priority. Based on over 300 survey respondents, many large and mature industries barely have over 50% of companies currently making quality a top priority. In fact, for some industries like Food and Pharmaceuticals, the share of companies with quality as a top objective is below 50%.
The intersection of alternative and complementary perspectives has a long history of inspiring change. After speaking with hundreds of executives responsible for the managing quality initiatives across their organization in 2012 – each driving their own improvements and innovations – it highlighted the need for a platform where these thought leaders can inspire change together.