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CULTURE OF QUALITY

ACCELERATING GROWTH AND PERFORMANCE IN THE ENTERPRISE

~h:.:_ hundreds of
millions of dollars of cost savings.

59o/o of ali

20o/o of senior executives


rate thei r qual ity progra ms
as world

class,

respondents
say their organization
exhibits a culture
of quality.

but only

5o/o of quality
professionals do
the some.

CEO.s and the C-suite tend to receive


filtered, big-pidure material that has
be.en prettied up for management.
- Uz."Keirn, lntegrated Quality Resources

58.5o/o of qualily
professionals rate their quality
programs as average or

below average.

Vision, Values, and Leadership


Only
,
It's

60/o o f respondents say thei r alitv


is cleorly stoted and only 32o/o say
I

t'"'

61 o/o say their


v I
clearly stated and 50/o say it's

Only

are

understood throughout the organization.


Only 600/o say their management
supports the quality vision
and values unequ ivocally.

COMMITMENT TO CUSTOMER

8 /o

Only
of ali
respondents soy their
orgonizolion's mosl visible
metrics focus on customer needs.

24o/o

Only
of ali
respondents soy their
orgonizotion is highly effective
in identifying customer needs
ond expectotions.

48 o/o of ali respondents soy customer needs ore


o key driver of quolity progroms.

24%

2 ''o
48%

Quality ... is the language that translates


the voice of the customer into long-term
organizationa:l perfor,mance.
- Bharat Wakhlu, Tato Services

TOP 6 KEY CHALLENGES

O 35o/o

Lack of uniform quality standards:


of ali respondents

in adapting quality programs to meet


the needs of a global workforce

. .....

L:\
~

Use of technology
to ensure quality:

34o/o

~ Lack of specialized
~ training:

32/o

1:\
V

Workers vary by region in the


ability to take initiative:

32o/o

~ Use of technology

for metrics:

28/o

, . lmportance a ttached to qua lity by

\:1

various cultures/regions:

27o/o

53/o of ali respondents say their


organ ization is planning to increase
quality-focused investment over the
next 1 8 months.

1 7/o of th ose say the


i nvestment li kely wi li
be substantial.

Self-described

:a

wo I *
s are more apt to

increase investment in quality, with


/o of those organizations planning
to increase investment in quality
programs in the next 18 months.

5/o o f those say the


investment likely w ill
be substantial.
* Respondenfs be/ieve !heir
compony's qoolity progroms ore
omong lhe sfrongesf ond mos!
odvonced in the wor/d.

The company lacks formal mechanisms


for collecting and analyzing customer feedback.

The o rga nization experiences frequent,


though ohen minor, setbacks
because of inconsistent quality.

Metrics used

for performance
evaluation feature little to no
mention of quality goals.

Training and
development do
not emphasize quality.

Managers

throughout the organization either


fail to consistently emphasize quality or are resistant
to quality initiatives.

How much more effedive


could your organization
become if it were to take

EOtJCATEthe wh;Je PoperDownlood

steps to enhance its


culture of quality?

AssEss
onfine se/F~; Toke the
fovoilobfe in

ssessrnent
Novernber)

Forbes
I~SICHTS

Website: cultvreofquolity.org

Emoil: cultvreofquolity@osq.org

Acr_Ge
custornized t started wifh
Get stor~ d
sofutions

e ot

cultureof. u .
q o/,ty.org.

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