Why Is Quality Important?
Business success may simply be the extent to which your organization can produce a higher-quality product or service than your competitors are able to do at a competitive price. When quality is the key to a company’s success, quality management systems allow organizations to keep up with and meet current quality levels, meet the consumer’s demand.
What can I do?
Infusion of Blue Ocean. What companies were around 20 years ago and are there no longer? Compaq, EF Hutton, Eastern Airlines, Woolworth’s, Standard Oil, DeLorean Motor Co. just to name a few. Use Blue Ocean thinking to prevent this from occurring to you.
Selecting projects with the highest ROI and that are found to be feasible in time and budgetary constraints.
Offer your customers training related to your quality initiatives.
Using dynamic tools and new more advanced tools to achieve efficiency.
Deploying dynamic strategies not static. Try DFSS, DMDV, TRIZ and DMADOV
Use lean as a management system through Lean leadership. A great example of this is using GEMBA walks to go out into areas and see the work being done.
Incorporating transformational culture and transformational coaching to pull together your overarching strategy with Six Sigma, lean, project management and overall organizational excellence.
Are you using your True North? “True North" is a key concept in Lean process improvement. It emerged from Toyota twenty years ago and symbolizes the compass needle for Lean transformation. True North works as a compass proving a guide to take an organization from the current condition to where they want to be. For some businesses it is viewed as a mission statement, a reflection of the purpose of the organization, and the foundation of a strategic plan.
Do you recognize your value stream? Use Value Stream Mapping (VSM) with methods to measure the end-to end performance of the process. They can be used to manage and improve the end-to-end value stream on an ongoing basis.
Green Intentions - Developed by a plant manager who experienced first-hand the challenges to going green in a business environment, Green Intentions provides organizations with a simple, straightforward, and practical approach to green - the Green Value Stream (GVS) process - that is as mindful as it is profitable. Based on the highly successful, Lean philosophy, the GVS process shows you how to quickly identify, measure, and minimize the seven green wastes to realize immediate cost savings.
Sustainable Business and Industry: Designing and Operating for Social and Environmental Responsibility is an introduction to developing and implementing a successful program in the domain of sustainability and social responsibility. The reader is exposed to financially, environmentally, and socially responsible objectives that are supported by strategies and achieved by clear tactics that have measurable outcomes. ISO 26000 is given detailed attention, slightly more than ISO 9000 or ISO 14000, because it melds guidance on both environmental and social responsibility into one general concept of social responsibility.
Lean out the office environment. It is one of the most overlooked and often can provide greater efficiency and improvement in projects by performing a few lean projects for the administrative and paperwork side of your business.
The current market evolves so fast you may not have time to react with full deployment cycles and long analysis. Using rapid changes may work for you. PDSA, Rapid Process Improvement, and Kaizen.
The Institute for Strategic Improvement offers training in Quality Management Systems.
Robert Kent Six Sigma Black Belt and improvement professional