Over 1800 senior executives and quality professionals were interviewed as part of a recent global Forbes Insights report. “The focus relates to the links between quality efforts and corporate performance, as well as the evolving business value of quality.”Of those surveyed, 58% of senior executives and 43% of quality professionals identified quality issues with suppliers as a “Most Vexing Yet-to-Be-Resolved or Ongoing Quality Issue.” 57% of senior executives and only 25% of quality professionals also identified delays from suppliers in product or service delays as an ongoing issue.
Category: Quality Control
Wichita’s NPR station recently focused an OnWords piece related to quality.
Consider the following:
“You can usually tell that an organization has stopped caring about quality when it becomes the only thing they talk about.”
As quality professionals, we revel in the fact that organizations might be talking too much about quality. In that scenario, we have won and finally impressed the message that quality is indeed everyone’s responsibility.
And, is there really such a thing as too much data? Of course we know there is, but most quality engineers are going to revert to Deming:
“In god we trust, all others bring data.”
The last comment in this piece is compelling though:
“So if it seems like a quality improvement plan has pulled all the passion out of your product, perhaps you should go back and ask what quality means for the product you sell.”
This is noted as consistent with the Plan > Do > Check < Act (PDCA) cycle and sums up the nature of continuous improvement nicely.
“Without continual growth and progress, such words as improvement, achievement and success have no meaning.” ~Benjamin Franklin
Some of our inquiries at Pro QC come from organizations reaching out for reactive assistance that addresses current, significant quality issues. Once the immediate issue is addressed, ongoing quality efforts lose their luster until the next debacle. It can be a viscous cycle in which clients are faced with difficult decisions regarding accountability to stakeholders. Reactive solutions are also often more costly.
But, quality is a journey.
It’s a journey.
Here are a few lessons learned as an organization offering over three decades of experience in the industry:
- A successful journey starts and ends with the right leadership. The organization’s leadership must support quality and ongoing efforts for improvements. And, that support must be communicated from the top, down in order for everyone to understand the importance of quality as a factor in decision making.
Over the years, we’ve had our share of inquiries related to organizations seeking to resolve a recall situation. While many of these calls are reactive, a proactive approach is recommended to avoid the cost and overall impact to stakeholders.
How can you avoid product recalls?
Know Product Safety Requirements – Avoiding recalls generally starts with product design and specification development. Due diligence is required to determine if any applicable testing is required depending on the market in which it will be sold. Contacting a testing lab for a general inquiry is worth the time and effort. Researching ANSI and ASTM standards is also advised. A third party’s expertise can also be leveraged here and specifications development/testing can be outsourced.
Know Your Suppliers – Supplier selection is a critical component in the quality process. Verifying suppliers and performing an on-site evaluation adds an additional level of assurance. Considerations include:
A report issued by McKinsey & Company predicting trends up through 2020 in the global automotive industry identifies four challenges that will affect the industry’s growth. With these four challenges in mind, we offer quality solutions that effectively hedge or otherwise prepare those working within the industry.
- Complexity and cost pressure
- Diverging markets
- Digital demands
- Shifting industry landscape
“To capture future growth and find profit from these challenges – and to mitigate their risks – OEMs cannot simply turn to their traditional toolbox. They need to review and adjust their strategic priorities, deploy the appropriate investments and resources, and develop new skills to execute these strategic objectives.”
The automotive aftermarket faces it’s own challenges as well, discussed in detail within the Aftermarket Outlook 2020 report. According to the report, challenges include: