2. World class quality practices
Benchmark your quality practices with top
20 outstanding practices by CEOs who
are leading their organizations towards
the best in quality.
3. 1. Quality vision
There is a written quality vision that is the
basis for strategic planning and decisions
throughout the organization.
4. 2. Strategy with customer focus
There is a clear written strategy for quality.
The strategy is based on solid, scientific
information about our customers
needs/satisfaction.
5. 3. Quality goals
The total organization has long-term quality
goals based on reliable data about current
quality performance and customer
needs/satisfaction.
Note: Quality goals are specific,
measurable and related to the quality of
the goods and services provided by the
organization. Some people prefer the term
objectives for this concept.
6. 4. Deployed Goals
All components have quality goals set
through negotiation and data analysis.
Meeting these will result in the organization
reaching its goals.
Note: Goals must be divided into smaller
objectives, and specific individuals must be
assigned the responsibility and the
resources to meet every objective.
7. 5. Monitoring progress toward goals
Progress against quality goals is routinely
measured. Results reviewed regularly at all
levels of management. Corrective action is
prompt.
8. 6. Automation of processes
The world class organizations have
automated processes to deliver
speed, service and quality.
9. 7. Set priorities
Selection of quality projects is based on
data on customer evaluation of
performance, deficiencies in goods, costs
of poor quality and quality culture.
10. 8. Cross-functional teams
There are many formal cross-functional
teams solving quality problems and
planning the quality of new or replacement
goods.
12. 10. Review progress
Top management receives monthly short
status reports, has at least three progress
reviews of a project, offers constructive
reviews.
13. 11. Customer data
There is data in the organization that
fulfills the following:-
• Identification of customers
• Customer needs expressed in terms of benefits
sought
• The relative importance of each need
• Customer evaluation of your quality
• Customer evaluation of the competitions quality
• Measures of the performance of the competitions
goods and services
14. 12. Costs of poor quality
Costs of poor quality are all the costs
that would disappear if all work were
performed perfectly every time.
15. 13. Internal culture information
There is current, systematic and reliable
information specifically collected to assess
the internal quality culture.
16. 14. Audit of quality systems
Upper managers periodically conduct
such comprehensive audit; at least
annually for critical activities and
biannually for all.
17. 15. Quality culture
The top management anticipates that
their subordinates will usually make
sound decisions. They concentrate on
providing overall goals, methods and
resources.
18. 16. Consistency
Other activities are not allowed to interfere
with a assigned or scheduled quality
responsibilities.
Note: Consistency in quality means not
allowing the ordinary rush of business or
even extraordinary events to slow or
suspend the process.
20. 18. Changing culture through action
There is a proper training which prepares
participants to work as team members
using various tools within different quality
processes. There is also a system of
follow up with specific use of these tools
on the job as well.
21. 19. Motivation through recognition
Ample and frequent recognition is
provided for achievements in quality. The
recognition is of the kind that is valued by
our people.
22. 20. Motivation & Financial reward
The processes for merit rating,
compensation and promotion incorporate
performance with respect to quality as a
major factor.
