When I started my career as an industrial engineer, “total quality management” and “culture of quality” were on many corporate agendas. The concepts seemed easily applicable to the manufacturing environment, but as I transitioned to the biopharmaceutical industry and professional services roles, I began to challenge traditional views on quality, which suggested that quality existed when each member of the organization did what was right instead of what was wrong. Quality is about more than knowing and following rules. Quality is a mindset; a value; a critical component of a company’s culture. A strong culture of quality enhances the organization’s value proposition. An organization’s attitude towards quality reflects their desire to be distinguished by excellence, and to be characterized by their outstanding people and the value of the products and services they provide.
But, in an industry where quality is expected and measured against universal standards, how can one leverage quality as a differentiator? High-performing organizations inculcate and empower quality-based thinking at all levels based on three pillars: context, performance, and leadership.
Context is about knowing the rules and regulations. It’s also about having the ability to interpret them in ways that reflect a deep understanding of their relevance to the business and the impact that individual decisions have on quality. Regulations establish clear goals and objectives, but do not prescribe an implementation strategy. Context enables the design of pathways to compliance that are commensurate with specific needs and each project’s unique characteristics, complexities, and risks. The ability to design and offer practical, fit-for-purpose solutions increases stakeholder trust, demonstrates adaptability and risk-based thinking, and showcases quality-based decision making.
Performance is about getting the job done. Performance requires the combination of context with skills, talents, and experience to make decisions in complex situations within challenging timelines. Clients and stakeholders often measure performance in terms of efficiency, cost-effectiveness, and the absence of errors. To achieve this, the organization must establish processes, procedures, and controls that enable them to work with speed and accuracy the first time, every time. Consistent performance increases client satisfaction, demonstrates reliability and integrity, and showcases a level of quality that distinguishes the organization from its competitors.
Leadership is about personal accountability and the ability to welcome, teach, guide, and serve others. Leaders foster collaboration, demonstrate professionalism and integrity, and perform contextually at levels that not only reflect their personal convictions but also represent their organization’s values. An organization recognized as a leader cements its position as trusted provider, increases client satisfaction and retention, and secures a competitive advantage.
A friend and mentor once said to me that “A vision is more than an idea or a goal. A vision is a call to action.” If the organization’s vision is to be distinguished by excellence, and to be characterized by their outstanding people and the value of the products and services they provide, they must become fully engaged in the strengthening of their quality posture by cultivating quality-based thinking, embracing and intentionally living their values, and prioritizing context, performance, and leadership in everything they do.
💡 So, how do you do this? Below are some ideas to get you started.
Context
Invite cross-functional conversations where you discuss and evaluate regulatory requirements from different perspectives to learn what is important to each stage of the project.
Consider that “the way we’ve always done it” is not the only way to do it. Leverage the expertise and experience of every team member to design new and creative ways to ensure compliance without increasing operational burden.
Conduct risk assessments to help you prioritize and adapt strategies.
Research what others in our industry are doing and reflect on the advantages and disadvantages of establishing similar practices.
Performance
Optimize processes and procedures. If something isn’t working, try something new until you find a solution that helps you be consistent.
Don’t rely on others to catch mistakes. Instead, be proactive by checking and double checking your work.
Under-promise and over-deliver. Clearly define realistic expectations that consistently set you and your team up for success.
Collaborate, collaborate, collaborate! Everyone in your team is working towards the same goal; trust them to have your same interests in mind.
Leadership
Resist placing blame or deflecting responsibility. Hold yourself accountable to the same standards that you expect of others.
Honor commitments and expectations. Do what you’re called to do, when you’re called to do it, and in the way it’s meant to be done.
Avoid premature escalation. Reach out to key contributors and work together to identify possible solutions and find compromise.
Invest in the success of others through teaching, coaching, and mentoring.
A strong quality culture can equip your organization to face new challenges as the company grows and allow you to adapt quickly and efficiently in the face of an ever-changing regulatory landscape and evolving cyber threats. How will you become involved in strengthening your quality culture?