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What Clients are Saying

Having the right discussions at the senior level of an organization is a critical success factor in achieving a culture of quality. Here is a small sample of the ongoing dialogue our clients are having with Philip Crosby Associates, but more importantly, within their own organizations.
"I've been thinking that if I could just find the right people and put them into the right jobs that the quality problems will be solved. Now I'm wondering whether even the right people would be able to succeed given our current environment."
-- Sales Manager
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"Management has pushed the organization as far as we know how to push it, so to move forward we have to start hearing from those people in the company who never speak. The next gains have to come from those who have unique viewpoints but don't have the power to capitalize on them."
-- Regional Vice President
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"Our supplier relationships have had mixed success because we focus on delivery time and competitive pricing. Quality is treated as a given, so when issues arise we penalize the supplier. We are beginning to see the value in taking a more proactive and collaborative approach, rewarding the vendor for creating the zero defect processes and doing things right."
-- Global Procurement Officer
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"Fundamental change in our quality performance means a fundamental change in how we conduct our day-to-day business. A different type of behavior is needed, a different type of reward system is required, and we must accept that this transformation process will never be done."
-- General Manager
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"For five years I refused to believe our quality issues were cultural. It was only after I saw the same problems reappearing in different forms that I was forced to reconsider the unthinkable - even though we're an excellent company in most respects, something inherent in how we operate is causing them.
-- Executive Vice President
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"We notice a common language is developing between the managers in day-to-day operations. This helps us analyze situations and problems differently so we can converge on the right approach. Our environment is changing."
-- Senior Operations Manager
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"We have not been prevention focused. Our team often spends time on the root cause or inspection activities before we realize what we are doing."
-- Operations Manager - Asia Pacific
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"Our workforce is hungry for a quality initiative - they have both the capacity and desire to improve. Because of this, we have an opportunity to build a common culture across our diverse and disperse organization - if we choose to commit."
-- Field Service Manager
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"Zero Defects was viewed as an impossible goal to the majority of our managers. We had to demonstrate to ourselves that a zero defect "capable" process was possible in our industry."
-- Worldwide Quality Executive
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"When our requirements are challenged it is common to quickly reject the issues based on preference, experience or opinion. We do this immediately, often without the facts ever being established."
-- Manufacturing Manager - Europe
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"The quality function should be an enabling function for the organization, using teaching and coaching as key elements to move the company forward."
-- Sourcing Manager, Global Operations
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