V9991,
Sorry for the delay. I don’t get back here as often as I once did (kids!!).
You describe modes of operation: corrective and preventive. While both lend to continual improvement, it’s no secret that fixing problems once they happen as a primary organizational culture is less desirable than a culture of prevention. Quality by Design: this is a good one. Consider the costs around recalls and damage to business reputation and future sales when compared to an investment in improved design models and activities. Many businesses roll the dice and hope for a good outcome. A lack of a quality minded business strategy. With our economic concerns, this becomes even more topical. Downsizing of budgets and personnel lend to the ideology of compliance only (weather the storm) rather than invest in programs and people that prevent nonconforming product (prevention over correction). It may be the toughest of times to try and shift the business paradigm of compliance over continuous improvement.
Costs of Quality (especially Off Quality) might be an effective avenue towards changing the culture. Gaining the support of the local comptroller through the selection of key product to target for continual improvement is helpful. These folks tend to influence other senior members of the business where the savings become more significant than when a Quality Manager presents the same data. Demonstrating ROI helps to gain support for a continual improvement program. Continue selecting the ‘next product’ for improvement and build off the successes. Tie it back to activities performed within the QMS and promote these during management meetings. If senior managers begin to make the connections themselves, you will gain momentum for the transition from compliance and correction towards prevention.
Given our economic climate, Quality professionals have a tough hill to climb. Unless an organization is struggling with compliance issues and regulatory scrutiny, the open checkbook usually remains closed tight!
Regards,
Kevin
Sorry for the delay. I don’t get back here as often as I once did (kids!!).
You describe modes of operation: corrective and preventive. While both lend to continual improvement, it’s no secret that fixing problems once they happen as a primary organizational culture is less desirable than a culture of prevention. Quality by Design: this is a good one. Consider the costs around recalls and damage to business reputation and future sales when compared to an investment in improved design models and activities. Many businesses roll the dice and hope for a good outcome. A lack of a quality minded business strategy. With our economic concerns, this becomes even more topical. Downsizing of budgets and personnel lend to the ideology of compliance only (weather the storm) rather than invest in programs and people that prevent nonconforming product (prevention over correction). It may be the toughest of times to try and shift the business paradigm of compliance over continuous improvement.
Costs of Quality (especially Off Quality) might be an effective avenue towards changing the culture. Gaining the support of the local comptroller through the selection of key product to target for continual improvement is helpful. These folks tend to influence other senior members of the business where the savings become more significant than when a Quality Manager presents the same data. Demonstrating ROI helps to gain support for a continual improvement program. Continue selecting the ‘next product’ for improvement and build off the successes. Tie it back to activities performed within the QMS and promote these during management meetings. If senior managers begin to make the connections themselves, you will gain momentum for the transition from compliance and correction towards prevention.
Given our economic climate, Quality professionals have a tough hill to climb. Unless an organization is struggling with compliance issues and regulatory scrutiny, the open checkbook usually remains closed tight!
Regards,
Kevin
