Building Quality Culture: Culture of Quality Is Defined As An Environment in Which Employees Not

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Building Quality culture

Culture of quality is defined as an environment in which employees not


only follow quality guidelines, but also consistently see others taking
quality-focused actions, hear others talking about quality, and feel quality
all around them.A quality culture exists when all employees, from top
management to those on the shop floor, seamlessly embed quality
improvement into their daily activities. Culture matures over many years
as norms are passed from one generation of staff to the next Modifying an
organisation’s culture requires significant effort.

 Developing a quality culture can be very challenging as it requires a lot


of effort and hard work not only for management but for each level in the
hierarchy.To maintain an adventurous culture, it is important for all
members of the organization to come along together and become a
strength for the company. A healthy quality culture is built only when
there is teamwork and cooperation among employees for breaking out
any obstacles that create hindrance in meeting customer’s demands.For
creating and developing a quality culture in an organization, it is
important to focus on several factors like Teamwork, Consistency,
Clarity, Root Cause Analysis, Goals Identification, Motivation to Team,
Authority to staff, and Documentation.

Basic requirements to build a quality culture


The first step is to understand what quality means to your organization,
and more specifically, to the products you produce. 
The second step is to be unwavering in your quest for quality, and your
staff – from the floor sweeper, to the senior managers - needs to know it.
The third step is to ensure your folks are well trained, understand the
expectations, and then, know how to achieve those expectations every
time.

Building blocks of Quality Culture


  A strong governance structure should exist to drive through quality
initiatives and to ensure the organization is held accountable for
delivering against its quality related goals
  Quality leaders at all levels should actively support and promote
quality improvement activities.
 Top Management should proactively provide the necessary resources
to sustain the quality culture
 Leaders should empower staff to embed quality improvement into
their daily work
 Teams roughly should gather to brainstorm, solve problems,
implement quality improvement projects and share lessons learned
 The organization should offer products and services which are
customer-centric.  Customer needs and values should be central in
decision making and daily operations
 Teams and their clear goals and targets should be set. An environment
to facilitate peer learning and knowledge sharing should be
established.
 The organization should never content with its operational
performance, it constantly strives to be better. Quality improvement
initiatives should occur at all levels of the organization

Reference
 Oliver Wight International, Inc. The Oliver Wight ABCD Checklist for Operational Excellence. John
Wiley & Sons, Inc: Hoboken, NJ, 2000.
 Foster, M. and Whittle, S. (1990), "Quality ‐ It′s all in the Mindset", The TQM Magazine, Vol. 2 No.
1. https://doi.org/10.1108/EUM0000000003012
 M.V., A., C.R., R. and Ganduri, U.R. (2020), "Changing the quality mindset at Ashok Leyland
(Parts A and B)", The CASE Journal, Vol. 16 No. 5, pp. 519-550. https://doi.org/10.1108/TCJ-11-
2018-0119
 https://www.processexcellencenetwork.com/lean-six-sigma-business-performance/articles/key-
ingredients-for-quality-culture-development
 https://www.qualityresearchinternational.com › glossary

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