World class quality practicesBenchmark your quality practices with top20 outstanding practices by CEOs whoare leading their organizations towardsthe best in quality.
1. Quality visionThere is a written quality vision that is thebasis for strategic planning and decisionsthroughout the organization.
2. Strategy with customer focusThere is a clear written strategy for quality.The strategy is based on solid, scientificinformation about our customersneeds/satisfaction.
3. Quality goalsThe total organization has long-term qualitygoals based on reliable data about currentquality performance and customerneeds/satisfaction.Note: Quality goals are specific,measurable and related to the quality ofthe goods and services provided by theorganization. Some people prefer the termobjectives for this concept.
4. Deployed GoalsAll components have quality goals setthrough negotiation and data analysis.Meeting these will result in the organizationreaching its goals.Note: Goals must be divided into smallerobjectives, and specific individuals must beassigned the responsibility and theresources to meet every objective.
5. Monitoring progress toward goalsProgress against quality goals is routinelymeasured. Results reviewed regularly at alllevels of management. Corrective action isprompt.
6. Automation of processesThe world class organizations haveautomated processes to deliverspeed, service and quality.
7. Set prioritiesSelection of quality projects is based ondata on customer evaluation ofperformance, deficiencies in goods, costsof poor quality and quality culture.
8. Cross-functional teamsThere are many formal cross-functionalteams solving quality problems andplanning the quality of new or replacementgoods.
9. Provide resourcesAll teams are supported adequately with allthe above resources.
10. Review progressTop management receives monthly shortstatus reports, has at least three progressreviews of a project, offers constructivereviews.
11. Customer data There is data in the organization that fulfills the following:-• Identification of customers• Customer needs expressed in terms of benefits sought• The relative importance of each need• Customer evaluation of your quality• Customer evaluation of the competitions quality• Measures of the performance of the competitions goods and services
12. Costs of poor qualityCosts of poor quality are all the coststhat would disappear if all work wereperformed perfectly every time.
13. Internal culture informationThere is current, systematic and reliableinformation specifically collected to assessthe internal quality culture.
14. Audit of quality systemsUpper managers periodically conductsuch comprehensive audit; at leastannually for critical activities andbiannually for all.
15. Quality cultureThe top management anticipates thattheir subordinates will usually makesound decisions. They concentrate onproviding overall goals, methods andresources.
16. ConsistencyOther activities are not allowed to interferewith a assigned or scheduled qualityresponsibilities.Note: Consistency in quality means notallowing the ordinary rush of business oreven extraordinary events to slow orsuspend the process.
17. Data-based decisionsAll decisions are based on the analysisof facts and figures. .
18. Changing culture through actionThere is a proper training which preparesparticipants to work as team membersusing various tools within different qualityprocesses. There is also a system offollow up with specific use of these toolson the job as well.
19. Motivation through recognitionAmple and frequent recognition isprovided for achievements in quality. Therecognition is of the kind that is valued byour people.
20. Motivation & Financial rewardThe processes for merit rating,compensation and promotion incorporateperformance with respect to quality as amajor factor.