Technical article
How to achieve the ideal balance of efficiency and effectiveness in your quality organization!
Munich– In recent years, corporate quality management has faced numerous changes. Increasing regulatory requirements, shifting customer expectations, new technologies, and intense cost pressures are factors that have led to greater optimization in quality management.
Because of these changes, quality organizations typically have significant untapped potential when it comes to the effectiveness and efficiency of their quality work. Examples include:
- the integration of new tasks and the expansion of these
- the use of opportunities created by automation
- Sustainable integration into core value creation
- proactive quality initiatives, and thus the allocation of resources and capacity toward preventing errors rather than correcting them.
But why do companies often fail to take advantage of these opportunities?
One reason lies in the lack of transparency regarding the resources involved in quality processes. For example: A technician performs a final inspection after assembling a part. The costs of the final inspection are recorded as pure production expenses, not as quality costs. While capacities within organizational units are relatively easy to measure, the contribution to process outcomes is generally not available at the push of a button. Companies are therefore advised to examine the output side—and thus the capacities expended on quality work—in order to fully exploit existing potential.
This is where we at KBC come in with two specific process models:
- The KBC Quality Scan (Q-Scan): The Q-Scan provides you with a 360-degree assessment of your company’s quality performance. Through a series of interviews, we evaluate the performance of defined key success factors. We use internal and external benchmarks to identify areas for improvement in your processes and organizational structure, and work with you to develop a plan of action.
- The KBC Process-Resource Matrix: Using the Process-Resource Matrix, we first identify all relevant quality processes and map the resources involved. Drawing on insights from the Q-Scan and process-theoretical considerations—such as span of control, elimination of processes, and opportunities arising from digitalization—we identify potential solutions for improving the organization’s efficiency.
Using the results from the two process models, you will receive a comprehensive analysis of your optimization needs, supplemented by KBC’s expertise in benchmarking. We work with you to translate these analyses into concrete action plans and support you throughout the implementation process.
