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Culture of Quality Can Accelerate Growth and Performance in the Enterprise

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A culture of quality starts with a common language that an organization uses to talk about how it meets the needs of its customers and ensures its customers or clients are satisfied.

Like all cultures, a quality culture is built around shared values and is embodied within the organizations. Those values are illustrated through the stories an organization tells about quality and the actions it takes to ensure everyone knows the importance of quality, from the governance to the measurement to the training.

When these stories, actions and value are instilled through every level of an organization, a culture of quality is created.

"Culture of Quality: Accelerating Growth and Performance in the Enterprise" explores the key components of a successful culture of quality. This first-of-its-kind global study offers actionable insight into how a quality-driven culture can accelerate business performance.

Download the free report and learn more about the research here: www.cultureofquality.org.

Published in: Business

Culture of Quality Can Accelerate Growth and Performance in the Enterprise

  1. 1. CULTURE OF QUALITY ACCELERATING GROWTH AND PERFORMANCE IN THE ENTERPRISE This first-of-its-kind global study offers actionable insight into how a quality-driven culture can accelerate business performance. QUALITY customers values leadership training excellence innovation Demographics: VISION 1,010 senior executives metrics culture incentives 1,281 quality professionals A Global Perspective Since the launch of our Quality Driven Management program in 2008 ... we have been able to achieve hundreds of millions of dollars of cost savings. – Rebecca Yeung, FedEx The melding of these factors is what creates an organizational culture of quality.
  2. 2. Current State 59% of all respondents say their organization exhibits a culture of quality. 20% of senior executives rate their quality programs as world class, but only 5% of quality professionals do the same. 58.5% of quality professionals rate their quality programs as average or below average. CEOs and the C-suite tend to receive filtered, big-picture material that has been prettied up for management. – Liz Keim, Integrated Quality Resources
  3. 3. Culture of Quality Essentials Vision, Values, and Leadership Only 60% of respondents say their quality vision is clearly stated and only 32% say it’s compelling. Only 61% say their quality values are clearly stated and 50% say it’s understood throughout the organization. Only 60% say their management supports the quality vision and values unequivocally. (Culture of Quality) must include the participation of … those in the middle and those at the top. – Jagdish Ramaswamy, Aditya Birla
  4. 4. Customers Define Quality COMMITMENT TO CUSTOMER Only 28% of all respondents say their organization’s most visible metrics focus on customer needs. Only 24% of all respondents say their organization is highly effective in identifying customer needs and expectations. 48% of all respondents say customer needs are a key driver of quality programs. Quality ... is the language that translates the voice of the customer into long-term organizational performance. 24% 28% 48% – Bharat Wakhlu, Tata Services
  5. 5. TOP 6 KEY CHALLENGES in adapting quality programs to meet the needs of a global workforce 1 Lack of uniform quality standards: 35% of all respondents 2 Use of technology to ensure quality: 34% 3 Lack of specialized training: 32% 4 Workers vary by region in the ability to take initiative: 32% 5 Use of technology for metrics: 28% 6 Importance attached to quality by various cultures/regions: 27% It’s not as simple as identifying clear vision and values, having engaged leaders, and involving the customers. Other challenges exist.
  6. 6. Positive Change Is on the Horizon $ 53% of all respondents say their organization is planning to increase quality-focused investment over the next 18 months. 17% of those say the investment likely will be substantial. Self-described world-class* organizations are more apt to increase investment in quality, with 66% of those organizations planning to increase investment in quality programs in the next 18 months. 35% of those say the investment likely will be substantial. * Respondents believe their company’s quality programs are among the strongest and most advanced in the world.
  7. 7. Warning Signs of a Weak Culture of Quality ! The company lacks formal mechanisms for collecting and analyzing customer feedback. Metrics used for performance evaluation feature little to no mention of quality goals. Training and development do not emphasize quality. The organization experiences frequent, though often minor, setbacks because of inconsistent quality. You need to define what quality means, define quality goals, measure group and individual performance, and then reward those who are making it happen. – Jeffrey Ray Boeing Defense Space and Security Managers throughout the organization either fail to consistently emphasize quality or are resistant to quality initiatives.
  8. 8. Enhance Your Culture of Quality How much more effective could your organization become if it were to take steps to enhance its culture of quality? EDUCATE­— the white paper ASSESS—Take the Download online self-assessment (available in November) ACT—Get started with customized solutions Get started at cultureofquality.org. Website: cultureofquality.org | Email: cultureofquality@asq.org

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