Quality is a Process, not a Program
How Leaders Eliminate Errors in the Perception of Quality
May 18, 2009
Thirty years ago people certainly didn’t know they would want a cell phone or personal computer; they didn’t exist. A reality is the most basic definition of quality still eludes many at the working levels of an organization, as their quality measurements don’t reflect that customers sometimes don’t know what they want. Since nature abhors a vacuum, organizations tend to measure quality in ways that don’t reflect this detail about customers.
If it is the result the customer is evaluating then results should be the key measurements. The key to quality improvement is to have measurements that are both different and fewer. Is it more important that people work long hours or that the job is done well?
Quality is a Process, not a Program
To bring this about, a company will want to develop and implement a quality process, not a quality program. An environment that overly stresses inputs over results is shallow and unproductive similar to believing an army dressed up in shiny new uniforms will be effective when the main concern should be with how they will act when the fighting starts.
Quality is a process. Painting a table is a program. Raising children is a process.
Symptoms of an Unsuccessful Quality Process
- The effort is called a program rather than a process.
- The effort is aimed at lower levels of the company.
- People in the organization are cynical when the concept of quality is discussed.
- Management is impatient for results
Errors in the Perception of Quality
These symptoms are often the result of five errors in the perception of what quality is about.
- The workforce is mainly responsible for the company’s quality problems.
- Workers would do good quality but lack the motivation.
- They are not in a state of self-control and cannot produce good work.
- Quality will get top priority if upper management so decrees.
- To change people’s behavior, it is first necessary to change their attitudes.
- Errors in perception can lead to some horrible slogans and posters around a workplace that do nothing to improve quality.
Here are some examples of posters that hold employees accountable for meeting vague goals.
- Do it right the first time.
- Our job is quality.
- Increase sales by ten percent.
- Increase profits
- Safety is job one.
Questions for Consideration in Building a Quality Culture
- How does the company deal with mistakes? Mistakes will come even in a quality environment. With a quality environment, those unintentional mistakes will be recognized and dealt with but more as a personal tragedy, not a capital offense against the organization.
- How many managers has the company had in the last ten years? Planned or unplanned management turnover robs an organization of the continuity it needs at the help to build a healthy culture.
- Does the company have a long-term orientation? Does it develop and communicate plans for the future and work toward a better life within its walls?
- Does the company have a mission statement that is known and lived by all employees?
- Does the mission statement reinforce people feeling that the company is something they should identify with?
- Does the company deserve admiration?
- What is the company doing to drive out fear and to break down barriers between departments?
- Do employees have pride in their work?
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