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PRINCIPES OPÉRATIONNELS - QUALITÉ EN ACTIONQUALITY FOR BUSINESS OBJECTIVES ENQuality must demonstrate that it contributes to the business improvement of the company. Operational objectives for quality : Quality must deal with problems that have heavy impact on the business of the company. These negative impacts can be :
But this is not enough. Quality must also be part of the business development with:
8 steps to reach the business objectives : 1) Criteria's identification : The catalogue will be different from the competition if the criteria are clearly identified by the customers. Quality objectives will not be general but will focus on the customers expectations. In order to clearly identify those expectations, it is recommended to establish the criteria and how to measure them. Then, the quality policy will be establish on a genuine ground. For more details see "Quality for the user". 2) Complaint treatment : This first step is important for customer satisfaction. Every thing must be done so that the customer can send his complaint and that the hot line is receptive, even in the case the complaint is hard to justify. The customer relation, the hot line and the after-sales are the front lines to manage at this point the customer satisfaction. it is important to concentrate the complaint treatment on the quality criteria that have been previoulsy settled. The first contact link to a complaint is of the utmost importance in order to build a confident relationship.
3) Incident resolution : We are in the case where the complaint is the result of a breakdown or a dysfunction that has been diagnose after the first call. In this case, the problem is taken over by the technical staff. The technical team and the after-sales are involved in order to resolve the problem. As for the complaints, it is important to focus the incident management on the quality criteria that are expected by the customers.
For this step, Six Sigma principles are applied . 4) Business management of the resolution : Complaint resolution is the first objective but its treatment must not speed down the production rate and "over-cost". Indeed, if each resolution is speeding down the production rate, then a lot of customers will be waiting the deliveries, thus causing numerous dissatisfactions. Also speeding down the production will increase stocking and generate financial costs.
5) Efficient management of requests : The "zero defect" is not any more sufficient. The customer is asking for regular updates of the catalogue with relevant options. Even more, he is expecting is supplier to integrate the most recetn high tech features. Innovation is not only a mean for improvement but is becoming an objective. The efficient management of requests is calling for flow optimisation and easy introduction of high tech innovation asks for flexibility. Those two actions have easy indicators to monitor : the number of managed flow and the number of innovations introduced. An efficient management request is also diminishing the in-work load, thus diminishing the financial burden of a stock.
To summarize, the incident and complaint management have to be linked with the economical efficiency of the quality policy. There is no way of performing customer satisfaction if the business plan can't sustain it. See details on Lean . 6) Management of the information system for quality : To answer to customers requests, to anticipate what will happen about new expectations or to follow up the resolution process need some relevant information, timeless and available. The starting point is to collect information, to process it and to deliver it to operational (query, historical, comparison...). Managing the information of a quality policy needs updated technologies : it is the information system (architecture and technologies) of the quality management system.
The important point is to answer to the customer expectations and requirements, neither more nor less. All quality objectives starts willing to build a confident relationship with the customer. It is only in this case that we will accept his remarks, even if they are not "nice". So it is important to regularly do some customer surveys in order to understand their true statement.
8) Third parties satisfaction : But since year 2010, the customer is not the only one to satisfy. Third parties are also expecting some results. Those persons are not directly invloved by the product or service delivered but they can be impact from side effects such as pollution, smell or noise. Some parties can also require that sustainable practices are deployed in the production process (natural resources management, biodiversity, social responsibility...). As for every customer, it is important to focus on third parties satisfaction criteria. For more details, see ISO 14001 , ISO 26000.
To conclude, Quality for business objectives in 8 steps :
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