A Quality Culture

1 Reply

A Quality Culture

Posted by Luigi Sille on Jan 5, 2019 6:49 am

Resistance to change is a normal behavior of human beings.

Changing to a quality culture is something difficult in the beginning, but it is NOT IMPOSSIBLE.

Quality culture values and beliefs:

1.Collaborative behavior (Both employees and managers)

2.Feedback of customers is important and used for continuous improvement

3.Employees are empowered

4.Teamwork

5.Managers are committed and involved

6.Training and education is crucial (all employees)

7.Internal customers are important (EMPLOYEES)

8.A reward and promotion system is present

Juran lists 5 steps for changing to a quality culture:

1.Create and maintain an awareness of quality

2.Provide evidence of management leadership on quality

3.Provide for self-development and empowerment

4.Provide participation as a means of inspiring action

5.Provide recognition and rewards.

Quality Questions:

1.How can we remove FEAR of change?

2.How can we promote a quality culture?

(It took us like 8 years to create a quality culture in our organization. But once you are there, you can for sure notice HUGE improvements)

Your reaction is valuable.

“It’s all about Quality”

Re: A Quality Culture

Posted by Daniel Zrymiak on Jan 5, 2019 10:51 am

Hi Luigi Sille‍ 

Let's say, hypothetically, that these proposed changes were affecting a global, tax-exempt, non-profit.

This is my 7-step plan.

1. Acknowledge that the status quo is not sustainable.  Take accountability and ownership for the outcomes and results to date, and for making the necessary improvements. 

2. Engage the stakeholders respectfully as part of the solution (not casting blame and disparagement, accusing them of being part of the problem).  Disclose the situation and context, and inform everyone of their part to play in the desired eventual future state.

3. Operate within the bounds and constraints of the existing governance protocols, as outlined by key constitutional references (i.e. Articles of Incorporation, Bylaws, Policies, Agreements).  Don't subvert the protocols and safeguards just to push through a personal agenda or force a long-desired outcome.

4. Openly interact, communicate with membership, and consider solutions.  Achieve consensus and mandates through the following Robert's Rules methods including:
  • Notices of Motions communicated to membership in advance of votes or resolutions
  • Reaching Consensus from constituents of representative (i.e. SAC, TCC BoD members) before resolutions are discussed and votes are cast, with votes reflecting the majority viewpoint of informed members.
  • Forming Quorums of legitimate participants (i.e. Regular Members for member votes, Senior/Fellow Members for BoD votes) convened to discuss and vote.
  • Communicating outcomes like Minutes of meetings, including resolutions and proceedings, are fully documented and available for review by the full membership within 3 days of the meeting.  Approval of minutes at subsequent meetings is for archiving purposes, not the prerequisite to communicate.
5. Plan and deploy solutions and upgrades in a methodical and urgent manner, adapting to changes by being agile and responsive.

6. Confirm the fulfillment of the changes and monitor progress to confirm that changes are effective and providing the desired outcomes.

7. Credit and acknowledge the constructive work of all participants, and instilling a culture of servant leadership and progressive collaboration.

Change Management works best from a foundation of clear ground rules and transparent disclosure.  When the core components of the foundation are compromised (i.e. steps, 2, 3, and 4) the outcomes will be flawed and met with discontent and dissatisfaction.