Overview

In progressive companies, managers are not merely focused on enhancing organizational output and productivity, but are also aware of achieving greater degree of compliance and quality to the regulatory frameworks of their industries, economies and communities.

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Quality and compliance are not necessarily after thoughts, which are achieved through systems and software, rather it's a part of the management style of managers and leaders. In progressive companies, managers are not merely focused on enhancing organizational output and productivity, but are also aware of achieving greater degree of compliance and quality to the regulatory frameworks of their industries, economies and communities.

So, what does it mean to be a more compliant or "quality-aware" manager?

Embracing Six-Sigma, TQM...? No, not necessarily. Good managers understand how to create processes and organizations that minimize variance, produce repeatable

productive outcomes and have built in feedback flows from their internal and external customers. Case in point, one of our large Hi-Technology customers, is attempting to become more "customer focused" and deliver greater quality and satisfaction. Principles of Corrective Action and Preventive Action (CAPA) are being incorporated not just in business workflows, but how managers are being trained in this organization to handle customer issues and drive down defects and thereby enhance customer satisfaction.

In another example from a noted Automotive manufacturer, the entire senior management has shown commitment to compliance and quality by focusing on reducing cycle times to internal, supplier and customer issues. These commitments are being incorporated in forms of how the lines of businesses are being organized, how "compliance and quality" is every body's job, and how suppliers and managers are being rewarded for their contributions to quality and customer satisfaction.

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