Defining your quality initiatives

Improving quality and efficiency in an organization can often seem like a difficult task, given the numerous approaches out there.  Some companies believe their quality improvement initiatives are strong enough to withstand any obstacle in the marketplace, whereas other companies fail to have a strong enough stance on the subject entirely.  This can be as a direct result of poor leadership and accountability, cultural resistance, and even poor planning.  

In a recent article posted on, George Maszle summaries an excellent input-process-output (IPO) chart, called Quality and Productivity Improvement Processes, focusing on 10 positive factors that can be implemented in the workforce for a more productive and value-based development.   Some of these factors include selecting the right people and projects, integrated training, and enterprise-wide knowledge training, to name a few. 

Once these elements are executed across the board, they create five desired quality outputs as a result, which are: Improved value for customers, shareholders and society; improved intellectual capital; top line growth, bottom line growth; and positive cultural change.   Based on these five performance measures, many organizations who implemented this formula, according to Maszle, achieved moderate results with certain inputs, while other inputs resulted in significant success.

Every organization is unique in its own way, resulting in different values, cultures, responsibilities, and ultimately different goal setting.  Finding a sustainable quality formula that suits your organizational goals will help define positive characteristics within your company and bring you success moving forward.

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