Top Management Mindset and Approach Towards Quality
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One day, I got an opportunity to visit two companies and meet their top management teams.
When I reached the first company, I was informed that the organization was ISO 9001:2015 certified. In the chamber of a senior executive, I also noticed the ISO certification certificate displayed on the wall. I visited their manufacturing units and observed that supervisors were closely monitoring the operators. Inspectors were checking the finished goods. Whenever any defect was found, the nonconforming product was immediately segregated. The operators were warned, and pressure was applied on them to work more carefully. The production targets were clearly displayed on the walls. Production was taking place, but I felt an atmosphere of silence, tension, and pressure on the shop floor.
After that, I visited the second company. The top management informed me that they had not yet obtained any certification for compliance with ISO standards. However, they were planning to implement ISO 9001:2015 and ISO 14001:2015, and for this purpose, they had already sent some employees for training. During my visit to their manufacturing units, I noticed that the processes were clearly defined. Work instructions were displayed on the walls. Problems were openly discussed, and operators were encouraged to provide suggestions on how the processes could be improved further. The focus was on ensuring that processes function properly, and if any issue occurred, it was identified and corrected. When I asked about nonconforming products, I was told that due to continual monitoring and improvement of processes, the number of nonconforming products was very low. And whenever any nonconforming product was produced, the operators and the team discussed the root cause and identified what process improvement was required. The environment in this company appeared calm, positive, and cooperative. I did not feel any stress or fear.
In my opinion, the first company appeared more stressful and defensive, whereas the second company seemed stable, improvement-oriented, and confident. I believe the real difference between the two companies lies in the mindset of their top management and their approach towards quality. While the first company appeared to treat certification as a target, the second company was building Continual Improvement as a strong Quality Culture.
Experience-based learning - Certification may be important, but building a quality culture and focusing on continual improvement is far more important.
Regards,
Keshav Ram Singhal
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