Quality is the result of collective effort of every employee in an organization.

Quality
cannot be achieved only through stringent quality control methods and use of
sophisticated instruments or by highly competent quality department. Dr. Deming claims
that 85 % of quality problems are created by people who never touch the product. Also
quality cannot be achieved using flavor of the month approach. When individuals make
quality as a habit, it becomes a culture at organization level. In this paper we are
making an attempt to summarize traits of an organization where quality is a culture.

1: What is Quality Culture and how we measure

it?
During one of the plant visit, we entered their canteen and found beautiful visuals for keeping the
used food plates, cups, waste food etc…And in practice most of the employees mixing cups and
plates, partially clearing waste foods from plate etc… We came to a conclusion that this
company may be having serious concerns of quality. When we expressed our view with one of
the manager he was not convinced. Then we explained him the concept of culture. If your
employees not serious about mixing cups and plates, what is the guarantee they are serious about
mixing of parts in the shop-floor? Later he was convinced with our logic. In the next stage we
observed employees not following lane principle while going out of canteen. They suppose to
walk in the left hand side but most of them were not complying with the rule. Simple examples
like this will tell us if quality is a culture in an organization.
Below is the Wikipedia definition of Organization culture as a summary.
Organizational culture is collective behavior of people belonging to organization and the
meanings that the people attach to their actions. organization values, visions, norms, working
language, systems, symbols, beliefs and habits are part of its culture.
It is also the pattern of such collective behaviors and assumptions that are taught to new
organizational members as a way of perceiving, and even thinking and feeling. the way people
and groups interact with each other, with clients, and with stakeholders depends on its
Organizational culture.
If we extend this definition to include quality, it becomes, “Organizational culture affects the
way people and groups interact with each other, with clients, and with stakeholders and
ultimately quality of the product
That means “Quality Culture depends on Organization culture”
Now let us look at the other side. Imagine that you entered an organization where quality is a
culture; you feel the difference right from security gate. The way security personnel interact with
you, the systems they maintain, the time management etc… gives you a feel of world class
organization. Once you enter the reception, you will continue to experience the difference. The
courteousness of receptionist, the self help displays, hassle-free path ways etc… You will
appreciate how much attention given even for micro level things. No need to explain about the
behavior of rest of the organization.
Once a company was audited by its Japanese customers for Quality System implementation. The
auditors specifically wanted to visit three areas which took the company management by
surprise. According to them, the areas customers selected were nothing to do with their quality
systems.
The three areas selected were; Security, Scrap yard and workers toilets. Later during the closing
meeting, one of the auditors explained to top management about the reason behind selecting
those three areas. The logic is, most of the companies give least importance to these areas.
According to them, if any company gives importance to these areas, it is obvious that they are
serious about other areas.

2: Factors influence Quality Culture

We asked a question to our linked-in group members. In the equation Y=F(x), where Y=
organization culture and x1, x 2 etc… are factors influence the culture, identify those factors.
Also what are the 3 xs strongly influence the culture? We received various answers like
Geographic location, Value system, Vision, Constancy of purpose, leadership, Management
commitment, external environment, Quality Management systems, Human Resource
development etc…most of them are interrelated.

Example: Poor implementation of quality management system is reflection of poor management

commitment and leadership and so on… Let us discuss about three important factors which
according to us have strong influence on quality culture. They are Leadership, Training and
development and value system. One may argue that the second and third factors can be
influenced by Leadership. However, for ease of analysis we considered three factors separately.

2.1 Role of Leadership for creating culture of quality – The tale of two leaders
One of the organizations was engaged in manufacture of electric motors. All the completed
motors were required to go through final auditing process. It was a month end and the factory
was yet to deliver more than 50 % of the orders. In such situation one of the quality auditors
rejected the entire lot of motors due to abnormal noise. The plant manager was very upset
hearing this. He called the particular auditor and asked what is the problem and after knowing
the problem, he suggested to release products under deviation.
The reason given was – These motors are used in textile industry and the abnormal noise of this
motor will not be audible in the huge noise created by textile machinery. You can imagine what
will happen for the quality in future. The quality auditor next time takes his own decision to pass
the defective parts and spread the wrong culture.
Another company was making fabricated structures for construction of bridges. CEO of this
company used to do surprise audits at different stages to ensure delivery of quality products to
customers. Once while doing one of such audit, he found one of the structure having abnormal
bend being in the vehicle ready for dispatch. He immediately asked concerned people to stop the
shipment and correct the problem. Not only that; he also asked his team to do a root cause
analysis for such escape. Though it is un intentional, the response by leader shows his
commitment to quality.

One of the key roles of a leader is “Lead by example”. In the above example, the company may
lose one delivery but it sends a strong message to all the employees that any deviation to quality
is not acceptable at any cost.
Another key point here is continuation of these leadership principles irrespective of change in
leadership. This is a big challenge for many organizations.

2.2 Training and Development – Key in creating culture

Cultural transformation is a journey. Training and development plays an important role in
creating quality culture. It should happen at all stages recruitment to retirement and for all level
of employees from operator to CEO. Below is an example of Induction training topics of a new
employee in an organization known for its quality culture. This is apart from her work related
topics and this is mandatory for all employees.

1. Mission and Vision of organization

2. Values and Principles
3. Problem Solving
4. Kaizen and 5S
5. Quality and Environment Management Systems

Imagine an employee joins a company with great quality culture from a company which is
mediocre. He has two choices a) Adjust to new culture OR b) quit the company. This is the
power of culture.
Training and retraining should be a continuous process. Otherwise sustenance will be difficult.

2.3 Value System – Driver of Culture

Values of an organization communicate what is acceptable and what is not acceptable behavior.
For example one of the companies had the following values

1. Quality First
2. Respect for people
3. Sense of urgency
Now this will be the guiding factors for every employee. They will be questioned by any one if
they deviate from this. Like a compass in the ship showing direction to the captain, the value
system tells organization the right and wrong direction. No one can question this including CEO.
Once again, it depends on leaders, how they drive it and communicate it.

3: Quality Culture and Quality Management

Systems
In our article “IS ISO 9000 CERTIFICATION LOSING ITS CREDIBILITY? We tried to
demystify the various factors responsible for dilution of quality management system. It is quite
obvious from our study that, organization which has poor quality culture give least importance
to Quality Management Systems like ISO 9000. If the systems are weak, naturally product
quality deteriorates. The following triangle illustrates the effects of deviation in quality systems.

4: Quality Assurance (QA) and Human Resource

Development (HRD) should not just remain as
nameplate change:
In the last two decades many organizations changed name of their two departments
Quality Control became Quality Assurance and Personnel department became Human Resource
Development. Unfortunately many companies just changed the board and continued to function
in the old way. Few companies adopted new philosophy and become very successful. We
strongly recommend companies to adopt the philosophy of QA and HRD in true spirits to create
Quality Culture.
Seven Steps Business Transformation System provides support in improving Quality Culture in
any organization. We use a combination of tools such as Lean manufacturing, Lean Services,
Lean Construction, Lean Hospitals, Lean Retailing. Seven Steps Global also conducts training
programs on Various Quality tools which include ASQ Six Sigma Green Belt, ASQ Six Sigma
Black Belt certification training, 7QC Tools, Experiential Learning on Lean,
5S, TPM, TQM, TOC ETC, through our group company Seven Steps Academy of Excellence.