World class qualitypractices

Benchmark your quality practices with top 20 outstanding practices by CEOs who are leading their organizations towards the best in quality.

World class quality practices

1. Quality vision

There is a written quality vision that is the basis for strategic planning and decisions throughout the organization.

2. Strategy with customer focus

There is a clear written strategy for quality. The strategy is based on solid, scientific information about our customers needs/satisfaction.

3. Quality goals

The total organization has long-term quality goals based on reliable data about current quality performance and customer needs/satisfaction.

Note: Quality goals are specific, measurable and related to the quality of the goods and services provided by the organization. Some people prefer the term objectives for this concept.

4. Deployed Goals

All components have quality goals set through negotiation and data analysis. Meeting these will result in the organization reaching its goals.

Note: Goals must be divided into smaller objectives, and specific individuals must be assigned the responsibility and the resources to meet every objective.

5. Monitoring progress toward goals

Progress against quality goals is routinely measured. Results reviewed regularly at all levels of management. Corrective action is prompt.

6. Automation of processes

The world class organizations have automated processes to deliver speed, service and quality.

7. Set priorit ies

Selection of quality projects is based on data on customer evaluation of performance, deficiencies in goods, costs of poor quality and quality culture.

8. Cross-functional teams

There are many formal cross-functional teams solving quality problems and planning the quality of new or replacement goods.

9. Provide resources

All teams are supported adequately with all the above resources.

10. Review progress

Top management receives monthly short status reports, has at least three progress reviews of a project, offers constructive reviews.

11. Customer data

There is data in the organization that fulf i l ls 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 quality

Costs of poor quality are all the costs that would disappear if all work were performed perfectly every time.

13. Internal culture information

There is current, systematic and reliable information specifically collected to assess the internal quality culture.

14. Audit of quality systems

Upper managers periodically conduct such comprehensive audit; at least annually for critical activities and biannually for all.

15. Quality culture

The top management anticipates that their subordinates will usually make sound decisions. They concentrate on providing overall goals, methods and resources.

16. Consistency

Other activities are not allowed to interfere with a assigned or scheduled quality responsibilities.

Note: Consistency in quality means not allowing the ordinary rush of business or even extraordinary events to slow or suspend the process.

17. Data-based decisions

All decisions are based on the analysis of facts and figures. .

18. Changing culture through action

There is a proper training which prepares participants to work as team members using various tools within different quality processes. There is also a system of follow up with specific use of these tools on the job as well.

19. Motivation through recognit ion

Ample and frequent recognition is provided for achievements in quality. The recognition is of the kind that is valued by our people.

20. Motivation & Financial reward

The processes for merit rating, compensation and promotion incorporate performance with respect to quality as a major factor.