10 reasons for Quality management failure

Quality Management is an important part of enterprise management, and its important role is well known. However, in the actual production and operation, the quality management of this answer is not every enterprise can be excellent answer. According to the author's opinion, there are 10 main reasons.

A: lack of foresight
Foresight is the vision of the future that determines what business is going to be, and it identifies potential opportunities and targets, realistically reflecting the benefits that can be gained in the future. Vision provides the organizational structure and system order that enterprises need to develop, how they plan their actions, and how they plan to implement their business. Lack of foresight leads to the exclusion of quality from strategy, so that the goals and priorities of the enterprise are unclear, and the role of quality in the enterprise is not easily understood. To succeed in the effort, businesses need to transform their mindset and create an environment that continually improves quality.

Two: No customer-centric
Misunderstanding the customer will, lack of advance for customer service consciousness, although improved some work but did not add value to customers, will also lead to quality management failure. For example, the delivery company is fascinated by the punctual delivery, efforts to increase punctuality from 42% to 92%, but the manager is surprised that the company lost the market, because the company stressed that time is not time to answer customer calls and explain the product. Customer satisfaction is a dynamic and continuous change of goal, to the success of quality management must focus on understanding the expectations of customers, the development of projects to meet or exceed customer needs. A foreign company has paid a price for not satisfying its customers, but its revenue has risen sharply and employee turnover has dropped from 117% to 50%.

Third: Managers do not contribute enough
Surveys show that the failure of most quality management activities is not a technical but a managerial cause. There is a consensus among all quality management authorities that one of the biggest obstacles to quality management is the lack of a senior supervisor's contribution in the improvement The manager's contribution means that it is a practical approach to communicate the company's ideas from top to bottom, and to keep all employees and all activities focused on continuous improvement. Only mouth or public speaking is not suitable for quality management, and managers must be involved in every aspect of the quality management process and continue to be maintained. In one survey, 70% of production supervisors admitted that their companies now spend more time on factors that improve customer satisfaction. However, they have delegated these responsibilities to middle managers, and are therefore not sure whether these efforts are successful or not. Just imagine that quality management can be successful?

IV: Training without purpose
Many of the company's money is spent on quality management training, but many companies have not been fundamentally improved. Because too much quality management training is irrelevant. For example, the employees learned the control charts, but did not know where to use them, and soon they forgot what they had learned. It can be said that lack of goals, no focus on training is actually a waste, which is also a factor in quality management failure.

V: lack of cost and benefit analysis
Many enterprises neither calculate the quality cost nor calculate the benefit of the improvement project, even if the enterprise that calculates the quality cost often calculates the obvious cost (such as guarantee) and easy to calculate the cost (such as the training fee), but completely ignores the related main cost, such as the loss of sales and the invisible cost of the customer departure. Some enterprises do not have the potential benefit of calculating the quality improvement. For example, do not understand the potential loss of sales due to customer departure. Foreign research shows: dissatisfied customers will not be satisfied to tell 22 people, and satisfied customers will only tell 8 people satisfaction. Reduce customer leave rate 5% can increase profit 25%~95%, increase 5% customer retention can increase profit 35%~85%.

VI: Inappropriate organizational structure
Organizational structure, measurement and remuneration are not noticed in quality management training and publicity. If there is a cumbersome bureaucracy and closed functional departments, no matter how much quality management training is useless. In some enterprises, the role of managers is very unclear, the responsibility of quality management is often delegated to middle managers, which led to a power struggle between quality groups, quality team lack of quality overall grasp, the result is controversy and chaos. Flat structure, decentralization, and cross-sectoral efforts are essential to the success of quality management. Successful enterprises maintain an open form of communication, develop the whole process of communication, eliminating the barriers between departments. Studies have shown that the quality improvement results achieved by decentralized, cross-sectoral teams can reach 200% to 600% per cent of the results achieved by teams within the sector.

Seven: Quality management has formed its own bureaucracy
In the process of quality management activities, quality management is usually licensed to a quality privileged figure. Quality becomes a parallel process that produces a new bureaucratic hierarchy and structure with its own rules, standards and reporting personnel, unrelated quality reports become normal. This privileged character gradually penetrated into a huge, cost-free behemoth. Quality bureaucrats isolate themselves from their daily lives and do not understand the real situation, but instead become barriers to quality improvement.

Eight: Measures and errors are missing
A measure that lacks metrics and errors is another cause of quality management failure. Inappropriate measures encourage short-term behaviour and loss of long-term performance, and one sector's improvement is at the expense of another. For example, the selection of the right price improved the performance of the procurement department, but it brought great quality problems to the production department. Companies have no reference to the comparison as hunters in the night to play prey, the result is only disorderly beating, accidental results, more likely to be a huge loss. Companies need performance metrics related to quality improvement, including process metrics and results metrics. Successful companies are the process of measuring and monitoring quality improvement based on customer.

IX: Insufficient remuneration and recognition
Strategic objectives, performance measures and remuneration or recognition are the three pillars that support the quality improvement of the enterprise. Changing perceptions and paradigm shifts requires significant behavioral change that is largely influenced by recognition and remuneration systems. How companies recognize and reward employees is a major part of delivering the company's strategic intentions. In order to make quality management efforts fruitful, enterprises should recognize and repay good performers, so that quality improvement becomes a reality.

Ten: Accounting system is not perfect
The current accounting system has a great responsibility for the failure of quality management. It distorts the cost of quality and does not understand its potential impact. For example, costs related to bad products, such as warranties, are not even considered to be quality costs; scrap, rework is regarded as the general management fee of the enterprise.

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10 reasons for Quality management failure