Expanding Quality boundaries

In his blog "A View from the Q", Paul Boraswki, indicates that he has attended a meeting in Washington organized by "Smart Manufacturing LeadershipCoalition." Coalition had assembled multiple organizations interested in generate business intelligence linked to process automation and technology solutions to transform businesses into profit innovation centers.

With this background Paul asks ASQ Influential Voices Group, how well understood are the contributions of the quality professional beyond what is traditionally thought of as the quality function?

The first thing that comes to mind is that we must start with a broader definition of what a quality professional is. I believe that is the person who has the knowledge, skills and abilities to support organizations to develop strategies that lead to results and long-term growth. To do this, in his toolbox he should have multiple tools to achieve that purpose and incorporate new ones according to the changing needs of his customers.

 

Quality must now move beyond the boundaries of organizations, to use the concepts, techniques and tools in solving the problems of the whole society, starting from an internal perspective and looking beyond how it affects all stakeholders.

Quality must evolve into a body of knowledge to ensure sustainability, therefore must have three axes: help produce results, to care for the planet and make all humans involved in the process have a better life.

Quality should therefore support to generate a system to meet the current and potential needs of the society.

The current challenge is therefore THE BIG Q  (without sacrificing quality at the base); it means get top corporate managers vision Quality as the main factor to add value to the system, as an essential part of the culture of organizations and society.

With that horizon Quality must include suppliers, organizations, customers, and the whole society. Quality must be taught as a knowledge management strategy transversal to any system.  If we all speak the same language, it builds confidence, which leads to growth.

If the control and improvement are the traditional paradigms of quality, new skills are needed to stimulate new ideas, innovation and dynamic exchange processes.

This expanded Quality should be aimed at seeking growth, developing talent at all levels of the organizations, optimize costs, drive innovation, develop corporate reputation, build customer loyalty, and achieve sustainable growth.

The question I have is as quality professionals, are we moving towards these new paradigms to achieve that with our work,  in order quality will focus on this new scenario.

 César Díaz