Building a Culture Around Quality

You can’t call effectively call out issues without a clear process--and management must take the lead.
Written by Larry Scarborough
Jan. 06, 2020

Part of operating is running into ‘quality’ issues—things do not go as planned, whether through operation, raw material, planning, or plain human error. The way we address these issues sets apart good organizations from great. The majority of small manufacturers do not have a problem-solving process and as a result, see the same problems arise.

Philip Crosby, in his Quality Education System, has the best definition of quality: conformance to customer requirements. When establishing quality standards, often it is seen organizations provide a product or service that “over-delivers” on the customer expectation, feeling it gives an added value, when in reality, it cuts into an organization’s profit. While some people at the customer may appreciate it, at some level, it will be looked at as ‘If they can provide more than asked, their margins must be excellent.” When establishing quality metrics, whether, through Statistical Process Control (SPC) charts or other metrics, Mr. Crosby’s definition should be the guiding force.

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