These reactions are probably familiar to you: ‘Yeah right, another new consultant who is going to tell us how to work’ or ‘Sure, another new software package needed’. And the most deadly: ‘It’s going well now, isn’t it?’.
On the other hand, most companies will still say that they value quality, that their customers are most important, and that they value their employees very much.
The quality manager has the clean job of improving quality, increasing efficiency, and making sure employees are performing at their best.
That costs money, of course, but much more important: It makes money, often a lot of money.
But none of this goes without a fight.
The management has yet to see it all, the employees are just as comfortable in their routine, and the board naturally wants results as quickly as possible. The quality manager must therefore put himself in the shoes of the target groups and start thinking like an entrepreneur.
Right the first time
That waste costs money is logical. Think not only of wasted material but certainly also of time.
For example, the time that an employee has to spend on correcting a mistake made by a customer could have been spent on new sales.
Now, mistakes are human, but a lot of mistakes can be prevented by good processes and forms where something cannot be accidentally forgotten. That works more pleasantly and is cheaper.
Peace in the tent
Desks and bulletin boards full of lists, post-its with important codes to control the system and stress is in the air.
That’s the picture at many companies working with systems that are not actually responsive to their everyday practices.
Quality systems that have become growling paper tigers and are far too complicated are missing the point. An audit is then a kind of “Judgment Day” and the employees especially feel a lot of stress.
So, time to do it differently!
Information can be organized so that it flows through the organization and no longer needs to be memorized.
Conclusion and tips
The quality manager can contribute significantly to improving the company’s bottom line.
Important here is that the quality manager properly “sells” the identified improvement opportunities to his management.
This requires the courage to step into the management’s shoes and make it tangible with hard facts, a solution, and a solid cost-benefit analysis.
We are very curious about your experiences and even more about your success stories!