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How to achieve the optimal setup of efficiency and effectiveness in your quality organisation

The quality organisation of companies has been confronted with many changes in recent years. Increasing legal requirements, changing customer requirements, new technologies and high cost pressure are factors that have led to increased optimisations in quality organisation.

As a result of these changes, quality organisation usually holds high potential in terms of the effectiveness and efficiency of quality work. These include:

  • the interconnection and expansion of new tasks
  • the use of potentials resulting from automation
  • sustainable integration into core value creation
  • proactive quality activities and therefore the use of efforts and capacities for fault avoidance instead of fault elimination.

But why are these potentials often not used by companies?

One reason is the lack of transparency of the resources involved in quality processes. An example: A fitter performs a final inspection after he has assembled a part. The costs for the final inspection are booked as pure production costs, not as quality costs. While the capacities in organizational units are relatively easy to survey, the input to process results is usually not available at the push of a button. It is therefore advisable for companies to consider the service side and therefore the capacities spent on quality work in order to fully exploit existing potentials.

At this point we at KBC start with two specific process models:

  1. The KBC Quality Scan (Q-Scan):The Q-Scan gives you a 360-degree assessment of your company’s quality performance. In various interviews, we collect the characteristics of defined core success elements. We consult internal and external benchmarks and work out the resulting process-related and organisational needs for action together with you.
  2. The KBC Process Resource Matrix:Using the process resource matrix, we first collect all relevant quality processes and allocate the resources involved. With the findings from the Q-Scan and process theoretical considerations such as manager-to-staff ratio, elimination of processes, potentials resulting from digitisation, we illustrate solution approaches to increase the efficiency of the organisation.

With the results from these two process models, you receive a well-founded analysis of optimisation needs, enriched with KBC’s expertise in benchmarks. Together with you, we translate these analyses into concrete action plans and accompany you during their implementation.

Mit den Ergebnissen aus den beiden Vorgehensmodellen erhalten Sie eine fundierte Analyse der Optimierungsbedarfe, angereichert mit dem Fachwissen zu Benchmarks von KBC. Diese Analysen setzen wir in konkrete Maßnahmenpläne gemeinsam mit Ihnen um und begleiten Sie im Rahmen der inhaltlichen Realisierung.

Benedikt Budde

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