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Employees - Quality culture

People are the most important essence in achieving customer satisfaction. A customer focussed organization must therefore first concentrate on building a quality culture. Many organizations after creating the vision, mission and quality policies have failed to create the quality culture and blamed TQM for not giving concrete results.

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Culture has to be gradually built

Nearly every one talks about the need to change towards quality culture, but cannot describe what is involved. Culture is not something like manufacturing component which can be changed or replaced when they become broken or obsolete. Culture is also not something which can be bought or sold. It can not be prescribed or dictated. It has to be gradually built.

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An organizations culture consists of values, norms and practices of its people. The culture of the organization can be best defined by observing and describing the behaviors of the people in the organization. Culture can only be changed by changing the organizational behaviors.

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How to change culture

A. Change in the common language and teamwork B. Change in peoples behavior to focus on prevention and continuous improvement. C. Change in management's behavior so that quality is managed with such priority as is given to the organizations other important task. D. Adopting universally applicable quality management principles

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A. Common language and teamwork

Central to the entire TQM movement is the idea of customer focus and satisfaction. The customer - supplier model is a way to express its focus and relate quality to each persons work. People must become aware of their multiple roles as suppliers to those who receive their work and as customers of those who provide the input needed to their work.

For more details See customer supplier mode under C

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4 Cs of Quality culture
Customer focus

Continuous Improvement

Excellence Culture

Creativity & innovation

Commitment

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B. Change in peoples behavior

Involvement of everyone in continuous improvement and not just people in operations and quality functions. Less fire fighting and rework. Attitude of right first time. More upfront effort to clarify requirements and proactively prevent the occurrence of defects and errors.

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Change in peoples behavior

Greater focus on work processes and improvements.

Intolerance of mistakes and errors which people have previously learnt to accept and work around. More open and frequent communication amongst people who view and treat each other as customers and suppliers.

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C. Change in managements behavior

The managers must select ways of operating to improve quality that are the same as those used for meeting other key performance goals. The management must elevate the importance of quality through following actions for development of quality culture.

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Change in managements behavior

Organize and provide others with legitimate structures, resources and time for dealing with quality issues. Identify broad range of issues which effect customers and conduct periodic review. Provide requisite improvement. Fix quality organization. training for for all quality in the

targets

Weigh heavily the cost of quality in funding decisions.

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Change in managements behavior

Make quality a primary factor in performance evaluations and rewards.

Include quality as key business strategy and align them with the key result areas of all the employees.
Make quality as a primary concern at all times including when the pressure is on.

Building the quality culture

Quality results Recognition and rewards

Quality action

Process ownership

Commitment & Integrity

Continuous improvement

Internal and external customer focus

Quality work environment

Organization loyalty to employees

Employee loyalty to organization

Top down leadership

Vision mission and quality policy

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Remove any one block and the wall collapses

Commitment

Organization loyalty to employees

Top down leadership

Vision mission and quality policy