Читать книгу Statistical Quality Control - Bhisham C. Gupta - Страница 37

In this modern era, management and quality go hand in hand. Global customers are not only looking at the quality of the product they buy but also are looking at who manufactured it and how much they are committed to backing it up. Customers are also interested in determining the reliability of that commitment. Global competition puts so much pressure on management that they must make quality their top priority for the company. Managers can no longer satisfy employees, customers, or investors with just encouraging words: they must show solid outcomes, such as how much sales have gone up, how many new customers have been attracted, and the retention rate of old customers. All of this will fall in line only if management has made quality an important ongoing process.

Furthermore, management must understand that the customer defines quality, so management must make commitments to customers about the increased quality and value of the company’s products. In addition, management should understand that it is the employees who build the quality into products. Thus, management must make commitments to employees and give them the resources and tools they need. Management must also obtain the same kind of commitments from suppliers. Any sloppiness on the part of suppliers can ruin all the plans for ongoing process improvement or quality improvement. In the modern economic age, only companies and managements that make such commitments and follow through on them can assure themselves a bright future, job guarantees, and better compensation for their employees.

Management and quality are a two‐way street. Any company with good management delivers better quality, and having better quality means there is good management.