Quality Progress - March 2018 - 37

A quality professional can use periodic
customer satisfaction surveys to support
his or her organization's strategy by creating
a survey questionnaire that addresses operational and strategic matters.
and effectiveness of the organization's operations, and
the advocacy loyalty index reflects the degree of the
strategy's success and the continuity of the business.
In the case of low satisfaction rates, the causes of
customer dissatisfaction are identified and eliminated.
Low loyalty levels, however, mean that the organization's
strategy needs adjustment.
A quality professional can use periodic customer
satisfaction surveys to support his or her organization's strategy by creating a survey questionnaire that
addresses operational and strategic matters. The traditional survey questionnaire asks customers to score the
attributes of the product or service that drives customer
satisfaction and includes open-ended questions.
The questionnaire can be designed to focus on the
organization's strategy by including questions that
address the organization's strategic agenda. Examples of
this include questions about performance of competitors
in comparison with the organization, new entrants into
the market, substitutions to the organization's product or
service, new technologies that may disrupt the organization's operations and other risks that could make the
organization's strategy obsolete.
The following are some questions that address the
strategic issues of an organization:
1. What do you like about doing business with the
organization?
2. What don't you like about doing business with the
organization?
3. What would you like to see the organization do differently in the future?
4. In which areas is the organization ahead of its
competitors?
5. In which areas is the organization behind its
competitors?
6. What technology could improve the quality, cost
or delivery time of the organization's products or
services?
7. Is there an alternative to one of the organization's products or services? What is it? When could it potentially
replace the organization's product or service?

8. Have you engaged a different business to provide the
services the organization offers? What is your experience with that business?
The answers to these questions and the subsequent
analysis of information complement the market research
process that helps assess the organization's existing
strategy.
The risks to the organization's strategy may threaten
its existence. Thus, predicting and coping with these
risks is consistent with risk-based thinking.

A sustainable advantage

Developing a sustainable competitive advantage entails
reviewing the organization's capabilities (resources, processes and values), developing new capabilities (either
internally or by acquisition), choosing which customers
to serve, selecting what to do (and what not to do), and
tailoring a system of activities that aligns with the organization's strategic position.
This sequence will put pressure on the organization to
continually improve operational effectiveness.
Quality professionals can use internal audits and
customer surveys to assess the alignment of the
organization's processes with its strategic direction,
and whether the market is responding positively to this
strategy or adjustment is needed.
It is important that quality professionals identify the
procedures and values unique to each business unit and
implement individualized assessment criteria, rather
than relying on the criteria of the mainstream business.
To gauge the market response to the organization's
strategy, the customer survey questionnaire must be
modified to address the organization's strategic agenda.
Contributing to the organization's strategic agenda will
create a new dimension to the quality professional's job,
present an opportunity for development, and increase
the quality professional's job satisfaction and visibility.
BIBLIOGRAPHY
Porter, Michael E., Competitive Advantage: Creating and Sustaining
Superior Performance, Free Press, 1998.

Alaa Kafafi is a quality management and
organizational excellence consultant in
Vancouver, Canada. He has a master's
degree in fluid mechanics from Cairo
University, Egypt. Kafafi is an ASQcertified Six Sigma Black Belt, manager
of quality/organizational excellence and
quality engineer.

qualityprogress.com ❘ March 2018

QP 37


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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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