10 major causes of quality management failure

Source: Internet
Author: User

Quality ManagementIt is an important part of enterprise management, and its important role is well known. However, in actual production and operation, not every company can answer this question well. As I have seen, there are 10 main reasons.

I. lack of foresight
Foresight refers to an insight into the future, which determines what kind of enterprise is going to become. It can identify potential opportunities and propose goals, and reflect the benefits that can be gained in the future. Foresight provides the organization structure and system sequence needed for the enterprise's development, how the enterprise develops the action plan, and the enterprise's implementation plan. The lack of foresight leads to the rejection of quality outside the strategy, so that the enterprise's objectives and priorities are unclear, and the role of quality in the enterprise is not easy to understand. To succeed in your efforts, you must change your mindset and create an environment for continuous quality improvement.

2. No customer-centric
Misunderstanding of the customer's wishes and lack of awareness of Advanced Customer Service, although some work has been improved but not added value to the customer, it will also lead to the failure of quality management. For example, the transfer company is fascinated by punctual delivery and strives to increase punctuality from 42% to 92%. However, the manager is surprised that the company has lost its market, the reason is that the company emphasizes time on time but does not have time to answer the customer's phone number and explain the product. Customer satisfaction is a dynamic and continuous goal. To succeed in quality management, you must concentrate on understanding customer expectations and develop projects to meet or exceed customer needs. A foreign company claims to provide full compensation to unsatisfied customers. The company has paid for this, but its revenue has soared, and the employee turnover rate has also dropped from 117% to 50%.

3. Insufficient contributions from managers
The survey shows that the failure of most quality management activities is not a technical but a management reason. The greatest obstacle to quality management is the lack of contributions from top managers in quality improvement. The contribution of managers means to communicate the company's ideas from top to bottom through actions, so that all employees and all activities are focused on continuous improvement. This is a practical method. Sprees or public speeches are not suitable for quality management. Managers must participate in and continue to work in every aspect related to quality management. In a survey, 70% of production executives admitted that their company now spends more time improving customer satisfaction. However, they have granted these responsibilities to middle-level managers, so it is unclear whether these efforts are successful or not. Imagine that such quality management can be successful?

4. Training with no purpose
Many enterprises spend a lot of money on quality management training, but many enterprises have not been fundamentally improved. Because too many quality management trainings are irrelevant. For example, employees learned the control chart but did not know where to use it. Soon they forgot what they learned. It can be said that training without goals or focus is actually a waste, which is also a factor in the failure of quality management.

V. Lack of Cost and Benefit Analysis
Many enterprises do not calculate quality costs, nor do they calculate the benefits of improving projects. Even enterprises that calculate quality costs often only calculate visible costs (such as guarantees) and easy-to-calculate costs (such as training fees), while completely ignoring the main costs, such as sales losses and intangible costs of customer departure. Some enterprises do not have the potential benefits of computing quality improvement. For example, do not understand the potential sales losses caused by the customer's departure. Foreign Research shows that 22 people will be dissatisfied with the customer's dissatisfaction, while the satisfied customers will only be satisfied with 8 people. Reducing the customer departure rate by 5% can increase the profit by 25% ~ 95%, increase by 5% customer retention can increase the profit by 35% ~ 85%.

Vi. Unsuitable Organizational Structure
The organizational structure, measurement and compensation did not attract attention in quality management training and publicity. If an enterprise still has cumbersome bureaucratic layers and closed functional departments, no matter how much quality management training is useless. In some enterprises, the roles of managers are unclear, and the responsibility of quality management is often assigned to middle-level managers. This leads to a battle of power between quality groups. Quality groups lack the overall quality control, the result is debate and confusion. Flat structure, decentralization, and cross-Department efforts are essential for the success of quality management. Successful enterprises maintain an open form of communication, develop full-process communication, and eliminate barriers between departments. Studies show that the quality improvement results of decentralized cross-department teams can reach 200% to 600% of the results of intra-department teams.

7. Quality Management forms its own bureaucracy
In the process of quality management, quality management is usually authorized to a special character of quality. Quality becomes a parallel process, generating new bureaucratic layers and structures with its own rules, standards and reporters, and irrelevant quality reports become normal. This special character of quality gradually penetrated into the market and became a huge and fruitless object. The quality bureaucracy isolates themselves from their daily lives and does not understand the real situation. Instead, they become obstacles to quality improvement.

8. Missing measurement and Error Measurement
Missing or incorrect measurements are another cause of failure in quality management. Improper measurement encourages short-term behaviors and results in loss of long-term performance. Improvement in one department is at the cost of loss in another department. For example, selecting the right price improves the performance of the purchasing department, but it brings great quality problems to the production department. Without reference and comparison, an enterprise is like a hunter hunting in the dark. The result is just a mess, and the occasional result is more likely to be a huge loss. The company needs performance measurement measures related to quality improvement, including process measurement and result measurement. Successful companies are measuring and monitoring the quality improvement process based on customers.

9. insufficient compensation and Recognition
Strategic goals, performance measurement and compensation or recognition are three pillars supporting enterprise quality improvement. Changing Concepts and patterns requires significant behavioral changes, which are largely influenced by the recognition and compensation system. How enterprises recognize and reward employees is the main part of the company's strategic intent. In order to make quality management efforts productive, enterprises should recognize and return those with good performance, so as to make quality improvement a reality.

10. Imperfect Accounting System
The current accounting system is very responsible for the failure of quality management. It distorted the Quality Cost and did not figure out its potential impact. For example, costs related to poor products, such as guarantees, are not even considered as quality costs; waste and rework are considered as general management fees of enterprises.

This article from: http://www.spasvo.com/news/html/20141128112615.html



10 major causes of quality management failure

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