Understanding ‘The Culture of Quality’

ASQ/Forbes white paper provides insights that turn into actions

Anyone, in any business, wants to have a culture of quality, and everyone, in a sense, does. But is that quality good or bad? Even more to the point, especially for top managers trying to inculcate excellence within the organization, how do you know the difference? How have leading quality-centric companies achieved their high states of quality, and what can they teach others about the journey?

These are some of the questions asked and answered in a new study, jointly published by the American Society for Quality and Forbes, titled “The Culture of Quality: Accelerating Growth and Performance in the Enterprise.”

This free white paper looks at the international culture of quality from the perspective of top managers as well as quality professionals. In addition to a wealth of raw data, the report also provides context through interviews with quality leaders and mini-case studies demonstrating how great organizations developed their cultures of quality. These details offer actionable intelligence to help readers improve the performance of their own companies.

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Comments

Quality first and above all? Well ...

It sounds very much as one of the many sailor's promises: in forty years career in quality business I've heard many leaders speaking these words but thinking opposite thoughts. Quality is a costly affair, and leaders are much too sensitive to the "right bottom figure" of their budget. Before understanding quality culture, any quality culture, leaders have to KNOW what a quality culture implies, in terms of continual commitment and provision of appropriate resources. If they don't do that, "it's only words".

Audience effect, Known Responders

Of course the C suite responded the way they did. The answers were not anonymous. Did we expect the C suite to give any other lip service than "We are great?" I trust the validity of the responses from the willing workers more than the C Suite.

performance reviews & incentives? hogwash!

I enjoyed the article, but when i saw "performance reviews & incentives", I was disturbed. It's sad the quality community continues to ignore Dr. Deming after all these years. Pefromance reviews are one of the 7 deadly diseases and incentives shows a lack of understanding of human behavoir (you can only sustain intrinsic motivation, which is the best form anyway), part of hat what Deming called the system of profound knowledge. I suspect it's much easier to substitue performance reviews & incentives versus leadership. I know Deming's work is esoteric & difficult to read, but if you want a clear description with lots of great examples, please see Dr Joiner's book: 4th Generation Management.