Promoting Real Quality Over "Badge-on-the-Wall" Mentality
John Foster CQP MCQI
Consultant | Aerospace Quality & Continuous Improvement | Lean Six Sigma | Process Optimisation | Compliance & Audit Expert | Driving Efficiency & Profitability
In many organisations, the pursuit of quality certifications like ISO 9001 or AS9100 becomes more about achieving the badge than embedding a true culture of quality. While certifications are valuable, real quality goes beyond compliance and external audits—it’s about creating value for customers, fostering continuous improvement, and embedding excellence into the fabric of the organisation.
?
Here are actionable steps to shift from a "badge-on-the-wall" mindset to a culture of real quality:
?
1.??? Make Quality Everyone’s Responsibility
?
Why it matters: Real quality is not confined to the quality department; it’s the collective responsibility of all employees.
?
How to do it:
Provide training to all employees on how their roles impact quality, from production to customer service.
Encourage cross-functional collaboration to break silos and foster shared ownership of quality outcomes.
Recognise and reward employees who contribute to quality improvement initiatives.
?
2.??? ?Focus on Customer-Centric Quality
?
Why it matters: Quality isn’t defined by passing an audit—it’s defined by meeting and exceeding customer expectations.
?
How to do it:
Collect and act on customer feedback to drive improvements.
Conduct regular Voice of the Customer (VoC) sessions to align processes with what customers value most.
Use KPIs like defect rates, on-time delivery, and customer satisfaction scores to measure real impact.
?
3.??? Embed Continuous Improvement in Daily Operations
?
Why it matters: Quality is a journey, not a one-time achievement. Continuous improvement ensures long-term success.
?
How to do it:
Implement continuous improvement practices to systematically reduce waste and improve processes.
Empower employees to suggest and implement improvements through initiatives like Kaizen events or suggestion programs.
Use root cause analysis to address issues at their source instead of relying on quick fixes.
?
4.??? Shift the Focus from Compliance to Commitment
?
Why it matters: A "badge-on-the-wall" mentality often stems from a focus on compliance rather than a genuine commitment to quality.
?
How to do it:
Treat audits as opportunities to learn and improve, not as check-the-box exercises.
Regularly review and improve your Quality Management System (QMS) to ensure it remains relevant and effective.
Go beyond minimum standards and strive for excellence by adopting best practices tailored to your organisation.
?
5.??? Build a Culture of Quality
?
Why it matters: A culture of quality ensures that quality becomes a natural part of how work is done, not an afterthought.
?
How to do it:
Lead by example: Leaders should visibly prioritise and advocate for quality.
Share success stories: Celebrate quality improvements and the teams behind them.
Encourage open communication: Create an environment where employees feel safe to report issues and suggest improvements without fear of blame.
?
6.??? ?Leverage Technology for Quality Assurance
?
Why it matters: Modern tools can help detect, prevent, and correct quality issues more effectively than traditional methods.
?
How to do it:
Use real-time data monitoring and analytics to identify trends and potential issues.
Implement digital quality tools like Statistical Process Control (SPC) software, Quality Management Systems (QMS), and AI-driven inspection technologies.
领英推è
Automate repetitive tasks to reduce errors and free up time for strategic improvements.
?
7.??? ?Educate About the Cost of Poor Quality (COPQ)
?
Why it matters: Employees and leaders may not realise the hidden costs of poor quality, such as rework, scrap, lost customers, and damaged reputation.
?
How to do it:
Conduct COPQ analyses to quantify the financial impact of quality issues.
Share these findings to drive home the importance of proactive quality management.
Use the data to justify investments in quality improvements.
?
8.??? Measure What Matters
?
Why it matters: Real quality is measured by outcomes, not just outputs.
?
How to do it:
Focus on metrics that reflect true quality performance, such as first-pass yield, customer retention rates, and defect rates.
Avoid metrics that incentivise superficial compliance, like the number of completed forms or “audit points.â€
Continuously review and adjust metrics to ensure they align with business goals.
?
9.??? ?Align Quality with Strategic Goals
?
Why it matters: When quality is seen as a strategic enabler, it gets the attention and resources it deserves.
?
How to do it:
Link quality initiatives to business objectives like profitability, market share, or innovation.
Involve quality leaders in strategic planning discussions.
Communicate how quality impacts the bottom line to get buy-in from executives and stakeholders.
?
10. Treat Certification as a Milestone, Not the Goal
?
Why it matters: A badge should be the byproduct of quality efforts, not the end goal.
?
How to do it:
Shift the narrative: “Certification shows we’re on the right path; excellence is the destination.â€
Use certification requirements as a framework for building a robust system but go beyond them to address the unique needs of your organisation.
?
Acronym for Promoting Real Quality Assurance: "PROVE"
?
P: Prioritise People
Focus on employees and customers, ensuring their needs and contributions are central to your quality efforts.
?
R: Root Cause Analysis
Go beyond symptoms to identify and address the true source of quality issues.
?
O: Optimise Processes
Continuously improve workflows to eliminate waste, reduce errors, and enhance efficiency.
?
V: Value Creation
Ensure that quality initiatives directly contribute to customer satisfaction and business objectives.
?
E: Embed Culture
Make quality a core part of the organisation's culture, where everyone is committed to excellence.
?
Conclusion
By promoting real quality over symbolic achievements, you build an organisation that consistently delivers value, earns customer trust, and remains resilient in the face of challenges. Quality is not a badge on the wall—it’s a promise delivered every day.
Retired
1 个月I like this one John and it's oh so true! Neil
"Global Business Journalist | Consultant | Expert Technical Witness | Problem Solver for Iconic Brands like GE & Samsung | Impartial Reporting & Brand Elevation Specialist"
1 个月There is nothing in the PROVE to say it's down to leadership then people. A good shepherd leads a good team of sheep. Think, Maslow's pyramid of today would be: 1. Profit. 2. Cutting Costs 3. Less for More Quality is perhaps lowest because it is seen as a cost?
Building Resilient Leaders, Teams & Organisations | Executive Coach | Leadership & Resilience Development | Female Leadership Advocate | Financial & Professional Services
1 个月Great article John Foster CQP MCQI !
Great article, John. It definitely helps clarify your previous one. I'm curious about your thoughts on rewording "quality is everyone's responsibility" to "quality is the responsibility of top management, with everyone's involvement being invited and rewarded." I believe this distinction is important because when something is everyone's responsibility, it often becomes no one's responsibility. I'd also have to disagree with those who say that ISO has "lost its way", rather, its effectiveness depends on how well it is implemented and it is more about the "implementers" than the standard itself.
Director and Consultant @ Quality Management Projects Limited | Chartered Quality Professional
1 个月I’ve been an independent management systems consultant for 25 years implementing ISO Standards for mainly smaller companies and have been largely disappointed with too many company senior managers, certification bodies, and their Lead Auditors when they seem to think a certification is their management system and compliance is everything. Occasionally, I get a client who is simply interested in improving their management system and culture. These clients make it all worthwhile.