Quality Progress - March 2018 - 28

F E AT U R E

QUALITY CULTURE
marketing, finance and accounting. When observing organizations with this type of operational dynamic, it becomes
clear that a culture of quality is not overtly present.
The behaviors needed to drive a culture of quality are in
desperate need of stimulation, enhancement, nurturing and
growth. In these situations, there are great hidden treasures
of bottom-line financial opportunities left untapped in all of
the other functional departments of the organization. Quality
applies to every department in an organization, and each
employee is accountable for quality in a BBQ culture.
Unfortunately, most books and articles don't address
quality behaviors or how to achieve a sustainable culture of
quality. Historically, there has been a focus on generating
more money through control and assurance of manufacturing and service functions (see Table 1, p. 27). This has led to a
mindset of, "This is where quality belongs." Even as organizations have evolved into greater quality awareness, the
control and assurance mindset continues as the hallmark of
today's approach to quality-augmented by and sometimes
confused with integrating lean Six Sigma.
The attempt to achieve sustainable results has often been
fed by constant fretting over metrics through management
engagement-ranging from brow beating to ambivalence.
Less enlightened organizations frequently fall into bottom-line financial results being the primary driving pressure.
After pressure is released, things fall back to their previous
levels of performance.
Have you ever wondered why quality keeps coming up as
a topic of discussion in senior staff meetings or even in the
boardroom? Problems happen, right? So, it would only be
natural for the topic to come up when things have slipped
through the cracks and problems occur.
"But we have a quality department," some say. "So why
aren't they fixing this? Why are they allowing this to happen?
Why can't they stop it? We have put fixes in place for past
problems of nonconformance. Why are they recurring?"
A likely observation based on the frequency and severity
of issues is that the organization has not implemented sustainable CPI-based solutions to the issues. This is an indicator
that BBQ is not working.

Listen to a webcast featuring Arron Angle and
the concept of behavior-based quality and how
to use the approach to drive a culture of quality.
Visit https://tinyurl.com/asq-webcast-bbq.
Registration is free.

28 QP

March 2018 ❘ qualityprogress.com

Achieving sustainable results

Clearly, business is about survival of the fittest in a highly
competitive business world. Sustainable solutions to issues
are a necessity for any successful business. Financial results
will likely always be the final measurement of success.
To achieve sustainable results, quality must first be
embraced as a cultural and business imperative. To do so
requires commitment, dedication and patience, along with
support from the top executive who cascades requirements
down to every department in the organization.
Second, the existence or health of the culture of quality in
your organization must be assessed. If your solution to issues
is reactionary with actions that drive for a quick fix and then
move on, you do not have a culture of sustainable quality
behaviors. Tough words, but we need to understand what the
behaviors are that will drive and sustain a culture of quality.
Later, we will look at what a BBQ culture looks like and some
tips on how to bring about sustainable long-term results.
Third, does your organization have a strategy for quality?
That is, an actual plan to implement, improve and sustain quality practices and behaviors throughout your organization-not
just a slogan on the wall. For larger organizations, establishing
an organizational structure that supports a BBQ culture can
bring about profound positive results to your financial bottom
line when practiced and supported from the top executive
down to the employee level in each department.

How to start

While many organizations say they are committed to quality,
organizational structure, reporting levels and behaviors may
tell a different story. What do quality professionals do in a situation when quality isn't being driven as a cultural imperative
from the top?
Cultural change is not impossible, but it takes time,
patience and courage to bring convincing evidence to
management that BBQ works. You and your peers may be
the key to getting the cultural change started. Consider this
three-step process as a possible path to success:


https://www.tinyurl.com/asq-webcast-bbq http://www.qualityprogress.com

Table of Contents for the Digital Edition of Quality Progress - March 2018

Seen and Heard
Expert Answers
Progress Report
Mr. Pareto Head
Career Coach
My Quality Story
In the Right Direction
A Different Kind of BBQ
Gaining Ground
Impeding Progress
Innovation Imperative
Statistics Spotlight
Standard Issues
Marketplace
Footnotes
Back to Basics
Quality Progress - March 2018 - INTRO
Quality Progress - March 2018 - cover1
Quality Progress - March 2018 - cover2
Quality Progress - March 2018 - 1
Quality Progress - March 2018 - 2
Quality Progress - March 2018 - 3
Quality Progress - March 2018 - 4
Quality Progress - March 2018 - 5
Quality Progress - March 2018 - Seen and Heard
Quality Progress - March 2018 - 7
Quality Progress - March 2018 - Expert Answers
Quality Progress - March 2018 - 9
Quality Progress - March 2018 - Progress Report
Quality Progress - March 2018 - 11
Quality Progress - March 2018 - 12
Quality Progress - March 2018 - Mr. Pareto Head
Quality Progress - March 2018 - Career Coach
Quality Progress - March 2018 - 15
Quality Progress - March 2018 - My Quality Story
Quality Progress - March 2018 - 17
Quality Progress - March 2018 - In the Right Direction
Quality Progress - March 2018 - 19
Quality Progress - March 2018 - 20
Quality Progress - March 2018 - 21
Quality Progress - March 2018 - 22
Quality Progress - March 2018 - 23
Quality Progress - March 2018 - A Different Kind of BBQ
Quality Progress - March 2018 - 25
Quality Progress - March 2018 - 26
Quality Progress - March 2018 - 27
Quality Progress - March 2018 - 28
Quality Progress - March 2018 - 29
Quality Progress - March 2018 - 30
Quality Progress - March 2018 - 31
Quality Progress - March 2018 - Gaining Ground
Quality Progress - March 2018 - 33
Quality Progress - March 2018 - 34
Quality Progress - March 2018 - 35
Quality Progress - March 2018 - 36
Quality Progress - March 2018 - Impeding Progress
Quality Progress - March 2018 - 38
Quality Progress - March 2018 - 39
Quality Progress - March 2018 - 40
Quality Progress - March 2018 - 41
Quality Progress - March 2018 - 42
Quality Progress - March 2018 - 43
Quality Progress - March 2018 - Innovation Imperative
Quality Progress - March 2018 - 45
Quality Progress - March 2018 - 46
Quality Progress - March 2018 - 47
Quality Progress - March 2018 - Statistics Spotlight
Quality Progress - March 2018 - 49
Quality Progress - March 2018 - 50
Quality Progress - March 2018 - 51
Quality Progress - March 2018 - 52
Quality Progress - March 2018 - 53
Quality Progress - March 2018 - Standard Issues
Quality Progress - March 2018 - 55
Quality Progress - March 2018 - 56
Quality Progress - March 2018 - 57
Quality Progress - March 2018 - Marketplace
Quality Progress - March 2018 - 59
Quality Progress - March 2018 - Footnotes
Quality Progress - March 2018 - 61
Quality Progress - March 2018 - 62
Quality Progress - March 2018 - 63
Quality Progress - March 2018 - Back to Basics
Quality Progress - March 2018 - cover3
Quality Progress - March 2018 - cover4
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