In his article for Computerworld, Paul Glen recounts that when most executives have told him that their operations require more accountability what they are really saying is that they need someone to blame.
During my courses preparing quality professionals to successfully take certification exams offered by American Society for Quality (ASQ), one topic that constantly comes up is the challenge of getting organizational management to support quality initiatives.
The management systems auditing community has recently engaged in a lot of talk about how to audit a quality management system (QMS) when there are minimal requirements for documentation in the ISO 9001:2015 standard.
“If you don’t keep your quality everywhere, everyplace, that’s going to hurt you. … Quality, quality, quality.” — CHARLIE LANKTREE, CEO OF EGGLAND’S BEST
July 1, 2016
It’s been said that for quality practices to make a real impact throughout an organization, the quality mindset must start at the top.
Long-term prosperity in business is rare and decreasing. In the U.S., for example, research has shown that companies currently remain in the S&P 500 index for an average of just 18 years, down from 61 years in 1958. And it’s a similar story elsewhere in today’s dynamic, interconnected world.