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.
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."
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
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
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
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
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
"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
|"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
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
"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
"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