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Improving the Quality Function: Driving Organizational Impact & Efficiency

ID: POP-219


Features:

12 Info Graphics

46 Data Graphics

96 Metrics


Pages: 87


Published: Pre-2013


Delivery Format: Shipped


 

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  • STUDY OVERVIEW
  • BENCHMARK CLASS
  • STUDY SNAPSHOT
  • KEY FINDINGS
  • VIEW TOC AND LIST OF EXHIBITS
Most organizations face the challenge of successfully configuring their Quality organizations to deliver optimal performance, impact and efficiency in today's market. Increasing regulations and pressure for organizational cost reduction further compound this issue. Companies across various industries can use information uncovered in this study to benchmark and improve their performance in critical quality areas such as:
  • Organizational Size and Management Structure- assesses size, structure, scope of service and roles & responsibilities of the Quality organization. Metrics covered include: organizational effectiveness ratings, corporate and non-corporate quality budgets, staffing levels (aggregate as well as segmented by manufacturing sites and total products).


  • Risk Measurement and Management- addresses topics such as Quality audits and self-assessments as well as critical-to-quality factors unearthed through analyzing voice of the customer. This section includes executive insights on effectively developing and managing a formalized risk management process. Metrics include: combinations of regulatory/certification audits with quality audits, frequency of site and vendor audits and product recall/failure rates.


  • Organizational Impact, Value and Performance- assesses financial impact of the Quality organization as well as performance management, measurement and value communication. Metrics include: percent of companies utilizing various quality tools and methods, quality cost savings and value communication tactic effectiveness ratings


  • Lessons Learned- highlights the key challenges and insights uncovered by executives at benchmarked quality organizations.

This 87-slide presentation is based on in-depth cross-industry surveys and interviews with executives at the world's leading companies, with special segment analysis for the Food & Beverage industry. This research was conducted through our Research Advisory Services.

Industries Profiled:
Manufacturing; Medical Device; Pharmaceutical; Financial Services; Banking; Chemical; Consumer Products; Electronics


Companies Profiled:
3M; Bank of America; Becton Dickinson; Convergys Employee Care; DuPont; General Mills; Harley-Davidson Financial Services; H. J. Heinz Company; Inveresk; a Charles River Company; Kohler Co.; Kraft Foods Inc.; Medtronic; Sauer-Danfoss; Siemens EMC; Sun Microsystems Inc.; The Coca-Cola Company; Xilinx


Study Snapshot

Improving the Quality Function: Driving Organizational Impact & Efficiency (POP-219) uncovers best practices in optimizing the quality organization. The study includes many graphics and metrics useful in discovering how top companies evaluate risk, organizational impact, value and performance of the quality function. Included in this research are: the rated effectiveness of different organizational models, ratio of quality to company FTEs, and the percent of annual site and vendor audits.

Key Findings

Companies in the top quartile for staffing level performance have fewer than 14 Quality FTEs per 1000 company FTEs.

  • Survey respondents name hybrid models as most effective organizational structure in decreasing consumer risk and avoiding regulatory fines.
  • Generally, risk management guidelines are driven by consumers and products. Increasingly, Critical to Quality measures are becoming an important link in driving the quality and risk management guidelines. The best companies implement a proactive – rather than reactive – approach to risk management. Such companies have tools and processes in place to ensure early identification and quick resolution of potential issues.
  • Benchmark partners employ an average of at least 3 tools/methods. The companies that use at least 3 tools have 100% organizational model effectiveness in decreasing consumer risk, and 93% effectiveness in avoiding regulatory fines and citations.
Table of Contents

Benchmark Class Profile
  • Analysis Guide
  • Organization Structure, Spend & Staffing
  • Risk Management & Measurement
  • Organizational Impact, Value & Performance
  • Lessons Learned
  • Next Steps & Capability Summary

List of Charts & Exhibits

Number of Products Managed
  • Number of Manufacturing Sites Served
  • Product Recalls and Failures
  • Possible audit combinations
  • Level of outsourcing by organizational model
  • Effectiveness of organizational models
  • Quality investment mix
  • Quality FTEs per 1000 company FTEs
  • Spend by number of products/manufacturing sites
  • Corporate & Non-corporate Quality span of control
  • Risk management & Site audit responsibility allocation
  • Vendor and site audit frequency
  • Site and vendor audit frequency based on organizational structure
  • Quality cost savings
  • Benchmark class usage of quality tools and methods such as Six Sigma