Organizations always strive for customer satisfaction, because this latter turns respectively into customer loyalty, repeat purchase and business recommendation. This is the natural cycle of customer’s database expansion and business growth. Measuring customer satisfaction is not easy; it requires getting feedback from customers by setting variables, distributing surveys, calling customers and much more. It also evolves gathering data thru the different used tools and analyzing them. feedback management system came to automate this process, centralize data, and generate results to be effective recommendations to top management. Thus, promoting a culture of quality and improving effectiveness.
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ISO 9001 is perhaps the most recognizable “brand” among the published standards defined by the International Organization for Standardization (ISO). We often see the “ISO 9001 Certified” banners proudly displayed outside manufacturing facilities as we drive past. Many large organizations insist that their vendors be ISO 9001 certified. An entire industry has sprung up around the topic of ISO standards, – including the “9000” family of standards that are focused on quality.
5 min read
In 1993, Peter Senge popularized the concept of a “learning organization” in his bestselling book, The Fifth Discipline. He described learning organizations as ones “where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning how to learn together.”
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A culture of quality doesn’t happen by accident. If it’s really a priority for your organization, then leaders throughout the company must make time for it. They must nurture it. They need to allocate a portion of the agenda at management meetings to talk about it. They should reinforce it in communications to employees. They must dedicate the necessary time and resources to make sure that a culture of quality survives and thrives everywhere in the organization, every day.
6 min read
At one time or another, most of us have heard a friend or colleague complain that their heart just isn’t in their work anymore. Their motivation has plummeted. Their work environment is uninspiring. Perhaps you have even felt that way yourself, – a victim to that nagging feeling that the product of your labor just doesn’t seem as meaningful as it used to be.
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A new generation of cloud ERP software is bringing the benefits of on-demand financials, inventory, logistics, and manufacturing to today’s small and midsized organizations. Most of the major ERP vendors don’t handle quality management out of the box, though; preferring instead to work with best of breed solutions that have proven their value in the QMS space.
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“A culture of quality is one in which everybody in the organization, not just the quality controllers, is responsible for quality.” This quote, by Lee Harvey and Diana Green mentioned in their article “Defining Quality”, is the perfect definition of a culture of quality. In this context, an organization is perceived to have a culture of quality, when quality is embedded in its spirit and translated into actual actions that are performed by literally everyone, from the CEO to the middle management and frontline staff. To know more about a culture of quality read our previously published blog: What is a Culture of Quality?
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Your company is committed to building a quality culture. You’ve hired the right people, said all the right things, and established quality programs to drive better results. Even when all those things are in place, though, it can sometimes feel as if your organization has reached a plateau. You know you’re on the right path, but you want to take your quality culture to the next level. How do you move beyond the progress you’ve already made to build a deeper commitment to quality throughout the organization? That process often benefits from some introspection.