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Products & Services Quality, Compliance and Regulatory Integration

Forming Business Structures to Facilitate Widespread Use of Quality

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ID: 4960


Features:

Metrics, Graphics, Detailed Process Map


Pages/Slides: 17


Published: Pre-2014


Delivery Format: Online PDF Document


 

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"Forming Business Structures to Facilitate Widespread Use of Quality"


STUDY OVERVIEW

In today’s ever increasing competitive marketplace, successful companies must employ the use of Integrated Quality Systems to make quality a part of every process of their business activities. But how do organizations accomplish this task? The process of integrating quality across an organization is an evolutionary journey that has predictable stages. Often companies undergo different levels of integration from simple integration for a business process to a full corporate integration affecting all processes and culture. It is useful for Quality professionals to understand this journey in terms of evolutionary stages. One interviewed executive states, “no matter where you achieve success, you always recognize you are in a long journey.”

This document will prepare executives in all industries to set out on this journey with practices and benchmarks from leading quality organizations that have successfully managed and benefited from a well-integrated quality function.

KEY TOPICS

  • Creating Standards of Excellence
  • Role of Leadership in Driving Quality
  • Integrating Quality into Job Responsibilities

KEY METRICS

  • Percentage of Companies with Quality Integration
  • Breakdown of reporting structure for Quality Groups Among Companies
  • Breakdown of Highest Management Level Leading Quality Groups
  • Ranking of Approaches Used for Issues Resolution

SAMPLE BEST PRACTICES

  • Co-location of quality staff, teams, experts and co-workers is a catalyst for embedding quality and expertise into the business operations. “People feel easier walking ten feet to ask a question rather than to the front of the building where quality would normally be,” said a Director of Strategy for a Healthcare Company.
  • Making quality leadership a desirable stop or destination on corporate career paths builds authority for the individual and cultivates bench strength among your most talented managers.
  • Clearly defined roles and responsibilities are critical to rapid issue resolution.

METHODOLOGY

This research was conducted by Best Practices, LLC through a large Research and Consulting project based on an in-depth survey of 38 companies across 15 different industries, and interviews and site visits with several of the participants.


Industries Profiled:
Biotech; Health Care; Banking; Financial Services; Manufacturing; Pharmaceutical; Energy; Retail; Internet; Chemical; Utilities; Insurance; Transportation; Consumer Products; Computer Hardware; Shipping; Telecommunications; Government; Computers


Companies Profiled:
Allergan; Wuxi Pharmatech; Wells Fargo; W.R. Grace; Wachovia; Vistakon; TXU Corp.; Staples; Sonoco; PSE&G; PolyOne Corporation; PG&E; Nationwide Insurance; MTR Corp. Ltd; MeadWestvaco Corp.; Marvin Windows and Doors; LifeScan; Kraft Foods; Johnson & Johnson Healthcare Systems; Janssen; GE Money; Fujitsu Computer Systems; Federal Express; Ethicon Endo-Surgery Inc.; EMC Corporation; Embarq; EchoStar Communications Corporation; DuPont Teijin Films; Dow Chemical; Dofasco; Deutsche Bank; DePuy Orthopaedics; Inc.; Department of Veterans' Affairs; Dell Computer

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