The Main Elements of Quality Development

This is the third blog post about the quality concepts and programmes that I have developed over the last 3 decades. Over the years I have helped a wide range of service organisations (including British Airways, SAS, Hilton Hotels); governments in Russia, India, the EU and Mexico; and manufacturing companies all over the world improve their quality. In this series I'm giving a brief insight into some of the concepts that have been implemented in these companies and organisations to give you a better understanding of the concepts as well as the process you have to go through in order to improve your quality at all levels.

Please read the previous posts The Human Side of Quality and Quality Standards for the introduction to the topic of quality management and for definitions of the IP and AP levels, which I will describe in more detail in this post on quality development.

There may be a great difference between the IP level (Ideal Performance level) and the AP level (Actual Performance level), whether at individual, team or organisational level. The goal of the quality development process is to eliminiate this difference between the IP and the AP levels.

There are three main elements in the quality development process:

1. Definition of the IP level
2. Measuring the AP level
3. Quality development

1. Definition of the IP level
Determining the ideal/desired level of performance, i.e. the quality objective

2. Measuring the AP level
Clarifying the actual level of performance - the present standard

3. Quality development
Assessing the difference that has been ascertained between the IP level and the AP level and, if necessary, to establish and implement a plan for quality development in order to achieve the desired level.

I know that this all sounds straight forward, but in practice it isn't necessarily so. There might be many reasons why it is impossible to measure the AP level accurately (employees fearing for the loss of their jobs, area managers wanting to report higher numbers to the head office etc.).

In the next instalment of the series (available on Wednesday), I will give an insight into Quality Areas and Quality Factors, which are the basis for identifying and communicating the overall objectives, i.e. the IP level you want to achieve. Understanding these topics will allow you to work more specifically with your quality development and foster a quality culture in your company.

If you would like to find out more about how I can help your organisation measure its AP level, identify its IP level and develop a quality development programme, please contact Lis Touborg on +45 4822 5100 or by email: lt@clausmoller.com.

Thoughts on Quality: What is Measured - is Improved!

My experience gained from working on quality development in many different countries and cultures, organisations, departments, and teams around the world confirms the results of many surveys: People react positively to attention, interest in and reward for their efforts. Over the years I have developed a wide range of quality improvement tools that involves everybody in an organisation in the task of measuring, evaluating and developing quality. These tools help in the following ways:

• Everyone will be aware of both good and poor quality in connection with their own work
• Everyone will be aware of the existing quality level - and will know how much remains to be done before other people's demands and expectations are met
• Everyone has the experience of their managers, their colleagues and other people paying more attention and showing more interest in their work
• Other people's greater awareness combined with the greater quality awareness of the individual will lead to higher quality in itself:
• Whatever is in focus - whatever is measured - is improved!

It is also important to remember what Michael LeBoeuf said:

"You get more of the behavior you reward. You don't get what you hope for, ask for, wish for or beg for.
You get what you reward." - Michael LeBoeuf

Also be aware of the different types of rewards: thanks, recognition, salary increases, benefits, promotions, and greater responsibility.

To sum it up, one of the most important lessons in quality improvement is:

"What is rewarded - gets done!"