I never want to trivialize quality, but it seems as though there is more anxiety involved in quality than there ought to be. Poor quality undermines profitability in numerous ways; rework, scrap, and reputation losses, just to name a few. A proper and well-grounded definition on quality might help the matter. You see quality isn’t defined by defects or the rate of “bad parts” or even customer satisfaction. Quality is the measure of your CONSISTENCY in delivering goods, services, and/or information to meet your customers’ needs. Allow me to elaborate.
Ultimately, our customers are eager to do business with a supplier that can deliver a consistent product – without any surprises, complications, or problems – that solves their immediate problem with finality. Anything else is a hassel, and hassels are worth something to them monetarily. Without a doubt, they would enjoy the occasional delight – but not if it means the occasional disappointment. Consistency is the ultimate measure of quality.
Let’s unpack this notion of consistency and ask the fundamental question: How does one create a consistent output? This is where the problem becomes fairly simple. By definition, anything in a state of statistical control (stable and steady) is consistent. Therefore, through perpetual measurements we can determine if the output is consistent.
Look at the basic components of a consistent output. If the materials consumed or used in a process are in control AND the process which is applied to the materials is in control, then the output should also always be in control. If either the materials or the process has instability, then it becomes amplified in the output. Example: when we make homemade bread, if we have stable and consistent ingredients (same flour, eggs, pans, etc.) and use a stable process (same techniques, sequence, baker, etc.) then we have every expectation that the result will have very little difference in taste or form from batch to batch.
While it is true that control doesn’t guarantee that a process is in fact capable, that discussion is deep and will have to wait for another day. Sorry.
The basic concept of control is remarkably simple but it becomes difficult in complex systems. Additionally, there is another inescapable aspect to how we do business that needs to be reconciled. Quality relates to our entire enterprise. As such, regardless of what we provide to the market, there is more than just one facet of quality to wrestle with. In fact, there are three involved with nearly every transaction.
Product quality is the aspect most people instinctively associate with quality. However, product quality is only a modest portion. Product quality relates to the market’s perception of the “product” that sits on the shelf. A holistic quality philosophy includes more facets.
Process quality is another side of quality that arguably fewer tend to consider. Process quality involves the techniques, production technology, and even the skills and resources of the workforce that generates this useful product. Inconsistencies in these elements undermine process quality and therefore the overall quality in the eyes of the customer.
The third critical area of holistic quality is service quality. For most, this particular area is under-appreciated – maybe to the point of neglect. Service quality is arguably the most significant aspect of quality many organizations operate in. If this applies to you, beware. Customer experience is significantly rooted in this aspect of quality. To the savvy supplier, service quality can also be the differentiator that separates you from the competition.
Consider the three facets of holistic quality: product quality, process quality, and service quality. Examine if these three aspects are all stable and consistent. What do your customers have to say about it, for example. If you find areas of concern, ask yourself if the materials or process (or both) might be vulnerable to variability. Root out the causes of inconsistency and you can bolster your portfolio. You might be surprised that this will also reduce your costs, giving you added leverage in a competitive market.
Lean in and Lean on.