I suppose the reasons are many including:
Too many Quality Managers act as if they think quality is their responsibility. They try and do it alone. They have earned insufficient authority to advise management on their system and have a fuzzy understanding of QA.
QA is promised and delivered as a result of PDCA* and therefore Quality Managers need to work as System Managers with some of the CEO's authority to engage all colleagues in the leadership and delivery of quality.
*thereby providing confidence that requirements will be met"
- The narrow view of quality that is common
- The system and audit not seen as tools for helping people do better work
- Business schools not enhancing understanding of systems
- Metrics not causing actions to eliminate avoidable costs
- Quality professionals not communicating in business terms
- Leaders delegating responsibility instead of authority for quality
- Failure to link products to their processes and to the system
- Lack of profound knowledge (per Deming)
- Thinking ISO 9001 is about certification
- Leaders not understanding the importance of requirements
- Leaders not monitoring process conformity or engaging process teams
- Quality seen as a cost instead of an investment
- Departmental interests over-ruling process requirements
- Wanting to appear useful, shyness or fear
QA is promised and delivered as a result of PDCA* and therefore Quality Managers need to work as System Managers with some of the CEO's authority to engage all colleagues in the leadership and delivery of quality.
*thereby providing confidence that requirements will be met"


