What do you do if upper management is not receptive to feedback in Quality Management?

It’s prevalent where achieving production targets is goal at the cost of quality. Maintaining QC through out manufacturing schedule till dispatch to consignee is easier said than done. Lot of QC process are time consuming and management is afraid of paying LD. This is one of the reasons why QC is compromised. Quality and safety conscious management with readiness of paying LD charges will never compromise on quality issues

Awareness is critical; in my observation, it is primarily family-driven organizations or non-professional organizations that focus on quick fixes rather than finding the root cause.

If upper management is unreceptive to feedback in Quality Management, build a case with data demonstrating the benefits of proposed changes, align feedback with organizational goals, seek support from peers or other departments, and communicate respectfully and persistently. Consider escalating concerns if necessary.

in my experience, most of the time there is lack in simplifying what the issue in quality management that is impacting the bottom line of the operations and finally the impact to customer and business.

There is no unique answer to this, depending on the type of work, product/service distinction and size of the organization. In some organizations, there is not so much critical need for feedback reception by the top management (for instance, a very small service company with simple and routine procedures). But managing a large, technology-intensive and critical organization with no feedback reception from the top management... First: violation of the very basic fundamentals of QM (Management Responsibility and Commitment), and second: Terrible things can happen through time!...

Talk in terms of cost of quality / non-quality. When Management teams see the financial implications of the data you are reviewing, they pay attention! Keep it concise and propose associated actions to facilitate the discussion. You are more likely to get point in time commitment to support initiatives if you provide a solution rather than just the issue.

Another option is to bring in a third party, reputable quality/auditing agency for outside feedback. Our firm gets calls to get commercial Senior leadership to widen their view and appreciate the quality function. Ruben Taborda

When it comes to senior management, it's mostly priority. The decisions and the actions are planned based on priority. How effectively the quality concerns are highlighted makes the difference. The loss of customers, reduction in profitability, loss of resources, loss of time, loss of market reputation, etc are some key elements which any top management address as a first concern. The capability of the quality team in putting forward the issues with special focus to the above will attract Senior management attention. When the above details are presented, it's obvious that the reference points will be with data.

Its important to map the Quality and process objectives to organization objectives and provide quantitative approach in measuring the same. This approach along with innovation will help leadership align and have a closer look into quality and processes.

Na minha experiência em Gest?o da Qualidade considero que o ponto de partida devem sempre ser os objetivos do negócio! Um sistema de gest?o da qualidade que caminha apartado dos objetivos estratégicos da organiza??o está fadado a ser dispensável muito rapidamente! As empresas já n?o s?o mais tolerantes a investir recursos em uma gest?o da qualidade que n?o agrega valor e n?o traz resultados efetivos para o negócio! Um bom caminho para dar relevancia a gest?o da qualidade é escutar os stakeholders, n?o só a alta administra??o, mas todos aqueles relevantes para o contexto da qualidade! Isso certamente é um bom come?o para garantir objetivos comuns e abertura junto a alta administra??o!

For this situation of Management's unreceptiveness towards Quality feedback, I advocate aligning with top management's interests. Their deeper understanding of organizational needs and direct alignment with the company's vision and mission make their decisions likely to meet organizational requirements. Rejected quality-related proposals don't necessarily signify a disregard for quality, often reflecting oversight in considering management's perspective. Therefore, I advocate for aligning with management in every activity conducted on behalf of the organization. This approach can be embraced by all members of a Quality Management team by integrating management's viewpoint as a critical factor in decision-making and proposal formulation.

The management will never think of causing losses hence one has to identify or learn what, where, and when their interests need to be tapped. Hammer the iron only when it is hot.

One of the most important yet overlooked aspects when it comes to Quality Management is the level of involvement and commitment from senior management. Not to blame, it is often because Quality indicators often don't align with Business matrices. Once the Management understands the importance of Quality and how the organization reaps the benefits from it, they will take the leadership in establishing a great quality culture. It requires a change of game to get their involvement starting from introduction to bridge courses on Quality, involvement in reviews, and emphasizing financial parameters such as Cost of Quality.

It is a thumb rule even for the gardener, if he or she wants praise from the owner then somehow must convince the owner to visit his garden to enjoy its flora and fauna. If a simple gardener can do this then why can't we rest? Nobody is going to accept or like a process or proposal if we do not involve them at the correct time.

General management of an organisation often has lots of urgent issues to solve built by the changing environment. Asking them to outline the unmet needs and future challenges in connection with hot topics and define their criteria for reaching the goal helps a lot to make them excited about the performance of the quality management system.

Once the problem become that big . Most managers use the I didn’t know or never notified . Then start to persecute the innocent to cover the lies they told . Once that become insufficient . They prepare for the golden parachute into retirement with a hefty bonus and a clean slate . Wait a couple yrs . Get a job , rinse and repeat .

It does indicate a case of misplaced priorities. Only discussion with management can show the real reasons for such disconnect.

Communicate with upper management about the impact in terms of quality failure(QMS) with facts and figure. In case of repetition very much important to represent the previous data to understand the Impact.

Apart from the few points mentioned already, following could be additional ways: -Periodic review of Test Strategy to align with Organisational goals. - Assessing Risk Management metrics, highlighting where the potential risks are foreseen if Quality is compromised and incorporate an evidence based data driven feedback mechanism. - Creating awareness among the upper management related to benefits of adhering to existing Quality management framework and being receptive to feedbacks to improve it based on Organisation priorities. - Leveraging User acceptance testing from different stakeholders from Business unit, beta team to gain more confidence on product readiness as per Organisation expectations.

Rome was not built in a day. So, regardless of how smart or intelligent you may be at work do not expect your proposal to get feedback from your higher management till you develop or generate a good rapport with them. Every process or subprocess needs its own time to get deployed and then be accepted.

Language of communication is critical when it comes to providing updates to the Management, by saying this I mean, there could be a misalignment between Management expectations as outputs from Quality Management and what the Quality representative provides. It is important to demonstrate the impact on business as a result of Quality Management rather than efforts put into various quality processes. For example, rather than saying that 15 QMS audits were performed, one needs to translate that into what was the impact in terms of misalignment with Business objectives such as additional costs, lack of customer satisfaction, etc. The only mantra that would solve this problem is to integrate quality Management into the business processes.

Short term trust is as much important as long term relationship. You have to catch the right moment and provide evidence based solution timely to earn the trust of the management, but routine development process with regular reports gives the sustainability of the achieved trust.

Very vague question. As long as Quality Management processes are helping the organisations to deliver better on Time, Quality and Budget which results in better Customer satisfaction will always be welcome. Only when there is no correlation you get into this mode. Keep it simple, effective, agile and contemporary Move away from certification mind set to cont improvement mind set Every one will appreciate quality management

I've found it effective to educate senior managers on their own regulatory requirements and accountability, specifically the 'Management Responsibility/Management Controls" aspect of the quality system regulation. Senior managers are juggling multiple priorities and business goals, so it's important to provide abbreviated training (specifically for upper management) which focuses on (1) their personal legal responsibility; (2) the impact of poor quality on revenue/profitability; and (3) consequences managers can and have faced for not controlling for poor quality.

In addition to identifying the root-cause, providing supporting data and evidence of QM value, aligning this value with their interests, getting them involved and building trust and rapport; try to get a deeper understanding of the organizational culture and individual personalities that play a role in ‘sponsoring’ quality. Make the organization and sponsors aware of the success stories of quality in the organization. Continue advocating for improvements and demonstrating the value that QM brings, your persistence and commitment to quality can make a difference over time.

There is a term called ‘Business Value’ in Agile context. So, the question is ‘what’s the value delivered through an Organisational Quality Management System (QMS)?’ as long as this point is not articulated to the CxO team of an organisation, it’s very difficult to get their attentions. For example, look at Toyota, they pioneered this mindset and processes and started demonstrating the business value to their stakeholders (both internal and external). Hence their CxO team became an ambassadors of this mindset and appreciated.

O texto é ótimo mas se a empresa n?o se compromete com qualidade n?o tem muito o que fazer. A qualidade é feita por todos e n?o só pelo departamento de qualidade. Tem que conseguir um padrinho na alta diretoria e a partir desse ponto apresentar os resultados.