{"id":9020,"date":"2011-08-09T05:04:50","date_gmt":"2011-08-09T11:04:50","guid":{"rendered":"https:\/\/staging.opexlearning.com\/resources\/?p=9020"},"modified":"2014-10-11T18:02:07","modified_gmt":"2014-10-11T23:02:07","slug":"quality-management-system-survey","status":"publish","type":"post","link":"https:\/\/staging.opexlearning.com\/resources\/quality-management-system-survey\/9020\/","title":{"rendered":"Mckinsey Quality Management System &#8211; a Survey"},"content":{"rendered":"<div class=\"a296a24fa2fc69ef5487857f02f111e8\" data-index=\"9\" style=\"float: none; margin:10px 0 10px 0; text-align:center;\">\n<script async src=\"\/\/pagead2.googlesyndication.com\/pagead\/js\/adsbygoogle.js\"><\/script>\r\n<!-- Single Post readerboard -->\r\n<ins class=\"adsbygoogle\"\r\n     style=\"display:inline-block;width:728px;height:90px\"\r\n     data-ad-client=\"ca-pub-8207522353004717\"\r\n     data-ad-slot=\"1144967431\"><\/ins>\r\n<script>\r\n(adsbygoogle = window.adsbygoogle || []).push({});\r\n<\/script>\n<\/div>\n<p>I usually don&#8217;t read articles from Mckinsey, because I&#8217;ve found that the content is produced by non-industry people, making the writing seem superficial and, in general, lack meaning. That&#8217;s a broad statement, so let me qualify: except this one. I, do, however, find a lot of value in <a title=\"management consulting templates for download\" href=\"https:\/\/staging.opexlearning.com\/resources\/management-consulting-powerpoint-template-downloads\/\">Mckinsey PowerPoint Templates<\/a>. Some of their industry consultants have done some neat things with lean, like <a title=\"reduce delays at an airline case study\" href=\"https:\/\/staging.opexlearning.com\/resources\/eliminating-delays-lean\/13667\/\">reducing delays with lean for an airline company<\/a>.<\/p>\n<p>Mckinsey launched an interesting <a title=\"what is a critical to quality tree, or a ctq tree?\" href=\"https:\/\/staging.opexlearning.com\/resources\/critical-quality-tree-template-download\/\">Quality<\/a> Management System survey, which aims to measure the strength of the qualitative factors in your organization &#8211; on whether there is a strong enough infrastructure and focus on quality in your company. In their words,<\/p>\n<blockquote><p>The recent trends of the global economy have shown that quality of products\/services will play more and more of a critical role for a companies future. More demanding and informed costumers, fiercer competition, significant pressure on cost and a stronger reputational risk make quality a key aspect to staying and winning in the market. Many studies confirm that a well-structured and effective quality system is the must-have\u009d element to drive excellence in quality.<\/p><\/blockquote>\n<p>The survey approaches quality in four major areas:<\/p>\n<ol>\n<li>Quality strategy and KPI system  how the company sets aspirations on quality and executes its business to meet customer expectations<\/li>\n<li>Functional quality processes  how the individual functions contribute to the overall quality performance by ensuring robustness and continuous improvement of all processes of the value chain<\/li>\n<li>Quality organization and governance  how organization and related processes enable quality performance<\/li>\n<li>Quality mindset and capabilities  how the importance of quality is efficiently conveyed both internally and externally<\/li>\n<\/ol>\n<p>The survey is actually very good. You can find it on the Mckinsey internal site, but you must be a subscriber of Mckinsey Quarterly (so no link provided).<\/p>\n<p>Regardless, read the question below and self-evaluate. The questions are good and do point to structural areas for improvement.<\/p>\n<p>Below are the survey questions for which you might rate your own experience in your company against. The result of the survey will give your an outcome of either\u00a0(1) <strong>Lagging<\/strong>, (2), <strong>Deficit<\/strong>, (3) <strong>Good<\/strong>, (4) <strong>Leading<\/strong> on the four areas below.<\/p>\n<ul>\n<li>Quality strategy and KPI system<\/li>\n<li>Functional quality processes<\/li>\n<li>Quality organization and governance<\/li>\n<li>Quality mindset and capabilitites<\/li>\n<\/ul>\n<h2>Quality Strategy and KPI System<\/h2>\n<p>Choose one answer below:<\/p>\n<h3>1. In my company customer requirements on quality are &#8230;<\/h3>\n<ul>\n<li>Not regularly measured through customer surveys, insufficient data exists<\/li>\n<li>Not regularly measured through customer surveys, but some internal knowledge exists<\/li>\n<li>Regularly measured through customer surveys, but not for all segments\/products<\/li>\n<li>Systematically measured through extensive use of customer surveys<\/li>\n<li>I don&#8217;t know<\/li>\n<\/ul>\n<h3>2. In my company the number of key performance indicators (KPI) tracked for quality is &#8230;<\/h3>\n<ul>\n<li>3 &#8211; 5. They are only financials at a global level (e.g., warranty cost, cost of recalls, quality budget)<\/li>\n<li>3 &#8211; 5 financials (e.g., warranty cost, cost of recalls, quality budget) plus 3 &#8211; 5 operational (e.g., number of recalls, % of scrap, number of investigations\/ noncompliancy) at a global level<\/li>\n<li>5 -10 financials (e.g., warranty cost, cost of recalls, quality budget) plus 5 -10 operational at a global level (e.g., number of recalls, % of scrap, number of investigations\/ noncompliancy) and for the main departments<\/li>\n<li>More than 10 financials (e.g., warranty cost, cost of recalls, quality budget) plus more than 15 operational, both reactive and preventative, cascaded down from global to department\/site level<\/li>\n<li>I don&#8217;t know<\/li>\n<\/ul>\n<h3>3. In my company the accountability for quality KPIs is &#8230;<\/h3>\n<ul>\n<li>Not clearly assigned to any functional area\/department<\/li>\n<li>Assigned to some functional areas\/departments, but not to individual managers<\/li>\n<li>Consistently deployed and assigned to all functional areas\/departments, where some managers are individually responsible<\/li>\n<li>Consistently deployed and assigned to all functional areas\/departments, where all employees feel responsible to improve them<\/li>\n<li>I don&#8217;t know<\/li>\n<\/ul>\n<h3>4. In my company quality targets &#8230;<\/h3>\n<ul>\n<li>Are mainly focused on regulatory compliance and do not include customer requirements<\/li>\n<li>Include some key customer requirements beside regulatory compliance<\/li>\n<li>Fully cover customer requirements and regulatory compliance<\/li>\n<li>Are fully comprehensive and based on a deep understanding of cost-quality trade-offs<\/li>\n<li>I don&#8217;t know<\/li>\n<\/ul>\n<h3>5. In my company the quality goal tracking through KPIs is &#8230;<\/h3>\n<ul>\n<li>Yearly. Not systematic in terms of data consolidation and communication of results. Performance discussions\/reviews are not in place<\/li>\n<li>Quarterly with regular updates, consolidation process is mainly manual. Regular performance discussions\/reviews for top management are in place<\/li>\n<li>Monthly through an IT-based system transparent to most employees. Regular performance discussions\/reviews for line management are in place<\/li>\n<li>Weekly through an IT-based system transparent to all employees, who participate in regular performance discussions\/reviews<\/li>\n<li>I don&#8217;t know<\/li>\n<\/ul>\n<h3>6. In my company the direct quality cost as a percentage of sales (i.e., warranty + goodwill cost\/sales) is &#8230;<\/h3>\n<ul>\n<li>More than 8 %<\/li>\n<li>Between 6 an 8 %<\/li>\n<li>Between 4 and 6%<\/li>\n<li>I don&#8217;t know<\/li>\n<\/ul>\n<h2>Functional Quality Processes<\/h2>\n<h3>7. In my company production plants and facilities are &#8230;<\/h3>\n<ul>\n<li>Less than 25% quality certified (with ISO or other certification programs)<\/li>\n<li>Between 25 and 50% quality certified (with ISO or other certification programs)<\/li>\n<li>Between 50 and 75% quality certified (with ISO or other certification programs)<\/li>\n<li>All quality certified (with ISO or other certification programs)<\/li>\n<li>I don&#8217;t know<\/li>\n<\/ul>\n<h3>8. In my company the quality process in product development is &#8230;<\/h3>\n<ul>\n<li>Not officially formalized. The concept of quality-gates is not in place or hardly applied<\/li>\n<li>Based on quality-gates. Rules for passing Q-gates are not always clear or thoroughly followed<\/li>\n<li>Based on quality-gates. Strict and clear rules for passing Q-gates are implemented and usually followed<\/li>\n<li>Based on quality-gates. The R&amp;D process is continuously reviewed and improved<\/li>\n<li>I don&#8217;t know<\/li>\n<\/ul>\n<h3>9. In my company the approach to ensure high quality of supplied parts is &#8230;<\/h3>\n<ul>\n<li>Not standardized or formalized. Quality is generally verified locally when parts are received<\/li>\n<li>Standardized within some key functions. Suppliers are selected based on quality performance and audits are regularly performed<\/li>\n<li>Standardized based on a cross-functional supplier strategy. Supplier selection based on quality performance is a common practice<\/li>\n<li>Standardized based on a cross-functional supplier strategy. Supplier certification\/selection based on quality is part of the company culture<\/li>\n<li>I don&#8217;t know<\/li>\n<\/ul>\n<h3>10. In the manufacturing process of my company &#8230;<\/h3>\n<ul>\n<li>Few formal quality procedures are in place to protect quality (e.g., incoming parts control, equipment control, quality checks)<\/li>\n<li>Quality procedures exist for the key production processes. They are mainly developed by local plants with little or no revision<\/li>\n<li>Quality procedures are standardized across most of the sites. Periodic reviews are in place to ensure continuous improvement<\/li>\n<li>Quality procedures are standardized across all sites. Periodic reviews include cross-functional input and review of past changes<\/li>\n<li>I don&#8217;t know<\/li>\n<\/ul>\n<h3>11. In my company the customer feedback is &#8230;<\/h3>\n<ul>\n<li>Received by sales department and simply logged and clustered as positive or negative<\/li>\n<li>Received by sales and channeled centrally for analysis. Guidelines are sometimes deployed back to sales force<\/li>\n<li>Channeled centrally through a standard process for analysis, clear recommendations are derived for concerned functions<\/li>\n<li>Channeled centrally for analysis and enriched with sales force insights. Clear recommendations are derived for all functions<\/li>\n<li>I don&#8217;t know<\/li>\n<\/ul>\n<h3>12. In my company the way to process customer complaints\/repairs is &#8230;<\/h3>\n<ul>\n<li>Not standardized. Diagnosis and corrective actions are mainly carried out on an individual\/local basis with no formal follow-up<\/li>\n<li>Standardized only for classification and treatment of major and well-known defects<\/li>\n<li>Standardized for classification and treatment of all defects, including newly surfacing ones<\/li>\n<li>Highly standardized. Detection and eradication of new defects is rapid and efficient<\/li>\n<li>I don&#8217;t know<\/li>\n<\/ul>\n<h2>Quality Organization and Governance<\/h2>\n<h3>13. In my company the highest ranked person responsible for quality reports to &#8230;<\/h3>\n<ul>\n<li>Anybody below a Business Unit functional head<\/li>\n<li>The head of operations within a Business Unit or equivalent<\/li>\n<li>The CEO of a Business Unit, the head of Operations (COO), or equivalent<\/li>\n<li>The CEO\/President or equivalent<\/li>\n<li>I don&#8217;t know<\/li>\n<\/ul>\n<h3>14. In my company line managers &#8230;<\/h3>\n<ul>\n<li>Show little attention to quality within their own area of responsibility<\/li>\n<li>Take care of quality of some key activities, but mainly on an individual basis<\/li>\n<li>Are very careful of quality aspects for all critical processes within their area of responsibility<\/li>\n<li>Are held accountable for all implemented quality processes\/methods along the entire value chain<\/li>\n<li>I don&#8217;t know<\/li>\n<\/ul>\n<h3>15. In my company the evaluation process for employees in quality functions is &#8230;<\/h3>\n<ul>\n<li>Not formalized and does not take into account quality capabilities or quality success cases<\/li>\n<li>Clearly formalized incorporating quality skills for all employees, but career path opportunities in quality remain limited<\/li>\n<li>Clearly formalized incorporating quality skills for all employees, career paths include quality functions and tasks<\/li>\n<li>Clearly formalized and quality is a fundamental evaluation criteria. Most senior managers have or had a role in quality<\/li>\n<li>I don&#8217;t know<\/li>\n<\/ul>\n<h3>15. In my company decisions on quality issues are &#8230;<\/h3>\n<ul>\n<li>Made without specific preparation. There is no follow up on implementation of decisions taken<\/li>\n<li>Made in a dedicated Committee, organized on an &#8220;ad hoc&#8221; basis. Follow-up on previous decisions is not systematic<\/li>\n<li>Made on a monthly basis in a dedicated Committee. Follow up on implementation of previous decisions is part of the agenda<\/li>\n<li>Highly standardized. Detection and eradication of new defects is rapid and efficient<\/li>\n<li>I don&#8217;t know<\/li>\n<\/ul>\n<h3>16. In my company the incentive system for employees &#8230;<\/h3>\n<ul>\n<li>Does not include quality targets<\/li>\n<li>Includes 1 or more global quality KPIs (e.g., warranty costs, number of recalls)<\/li>\n<li>Includes at least 1 KPI based on individual contributions to quality in addition to 1 or more global KPIs<\/li>\n<li>Beside 1 or more global quality KPIs a significant share of variable pay is linked to individual contribution to quality<\/li>\n<li>I don&#8217;t know<\/li>\n<\/ul>\n<h2>Quality Mindset and Capabilities<\/h2>\n<h3>17. In my company the corporate vision\/policy on quality &#8230;<\/h3>\n<ul>\n<li>Is not formalized or is not clearly communicated and visible<\/li>\n<li>Exists at Corporate level and is displayed with posters in some departments<\/li>\n<li>Exists at Corporate level and is clearly communicated through posters in each department<\/li>\n<li>Is clearly understood by each employee. It is frequently communicated in innovative ways<\/li>\n<li>I don&#8217;t know<\/li>\n<\/ul>\n<h3>18. In my company the average skill level on quality of employees is &#8230;<\/h3>\n<ul>\n<li>Poor<\/li>\n<li>Average<\/li>\n<li>Good<\/li>\n<li>Excellent<\/li>\n<li>I don&#8217;t know<\/li>\n<\/ul>\n<h3>19. In my company individual suggestions to improve quality are &#8230;<\/h3>\n<ul>\n<li>Not leveraged<\/li>\n<li>Sometimes collected<\/li>\n<li>Regularly collected<\/li>\n<li>Regularly encouraged, collected and rewarded<\/li>\n<li>I don&#8217;t know<\/li>\n<\/ul>\n<h3>20. In my company internal communication on quality &#8230;<\/h3>\n<ul>\n<li>Happens mostly on an ad-hoc basis, mainly when quality issues come up<\/li>\n<li>Is not aligned across the whole company. It includes in most cases written media (e.g., newsletters, posters)<\/li>\n<li>Is aligned across the whole company. Sometimes interactive approaches are used as well<\/li>\n<li>Is a key element of the overall quality communication plan, including a comprehensive set of interactive tools<\/li>\n<li>I don&#8217;t know<\/li>\n<\/ul>\n<h3>21. In my company external communication &#8230;<\/h3>\n<ul>\n<li>Does not stress quality as a differentiating factor for marketing campaigns<\/li>\n<li>Are used to make some customer segments understand the level of quality of products\/services<\/li>\n<li>Leverages quality as an important influencing factor for most customer segments<\/li>\n<li>Uses quality as a key influencing and differentiating factor for all customer segments<\/li>\n<li>I don&#8217;t know<\/li>\n<\/ul>\n<!--CusAds0-->\n<div style=\"font-size: 0px; height: 0px; line-height: 0px; margin: 0; padding: 0; clear: both;\"><\/div>","protected":false},"excerpt":{"rendered":"<p>I usually don&#8217;t read articles from Mckinsey, because I&#8217;ve found that the content is produced by non-industry people, making the writing seem superficial and, in general, lack meaning. That&#8217;s a broad statement, so let me qualify: except this one. I, do, however, find a lot of value in Mckinsey PowerPoint Templates. Some of their industry [&hellip;]<\/p>\n","protected":false},"author":12327,"featured_media":9021,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"_genesis_hide_title":false,"_genesis_hide_breadcrumbs":false,"_genesis_hide_singular_image":false,"_genesis_hide_footer_widgets":false,"_genesis_custom_body_class":"","_genesis_custom_post_class":"","_genesis_layout":"","footnotes":""},"categories":[16],"tags":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v23.0 - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>Mckinsey Quality Management System - a Survey<\/title>\n<meta name=\"description\" content=\"Mckinsey Quality Management System - a Survey - this shows questions that give us insight into maturity of a management system in a company\" \/>\n<meta name=\"robots\" content=\"noindex, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Mckinsey Quality Management System - a Survey\" \/>\n<meta property=\"og:description\" content=\"Mckinsey Quality Management System - a Survey - this shows questions that give us insight into maturity of a management system in a company\" \/>\n<meta property=\"og:url\" content=\"https:\/\/staging.opexlearning.com\/resources\/quality-management-system-survey\/9020\/\" \/>\n<meta property=\"og:site_name\" content=\"OpEx Learning\" \/>\n<meta property=\"article:publisher\" content=\"https:\/\/www.facebook.com\/get.shmula\" \/>\n<meta property=\"article:published_time\" content=\"2011-08-09T11:04:50+00:00\" \/>\n<meta property=\"article:modified_time\" content=\"2014-10-11T23:02:07+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/staging.opexlearning.com\/resources\/wp-content\/uploads\/2011\/08\/quality-management-system.jpg\" \/>\n\t<meta property=\"og:image:width\" content=\"610\" \/>\n\t<meta property=\"og:image:height\" content=\"344\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/jpeg\" \/>\n<meta name=\"author\" content=\"Uday Kawar\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:creator\" content=\"@shmula\" \/>\n<meta name=\"twitter:site\" content=\"@shmula\" \/>\n<meta name=\"twitter:label1\" content=\"Written by\" \/>\n\t<meta name=\"twitter:data1\" content=\"Uday Kawar\" \/>\n\t<meta name=\"twitter:label2\" content=\"Est. reading time\" \/>\n\t<meta name=\"twitter:data2\" content=\"9 minutes\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\/\/schema.org\",\"@graph\":[{\"@type\":\"WebPage\",\"@id\":\"https:\/\/staging.opexlearning.com\/resources\/quality-management-system-survey\/9020\/\",\"url\":\"https:\/\/staging.opexlearning.com\/resources\/quality-management-system-survey\/9020\/\",\"name\":\"Mckinsey Quality Management System - 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