What Should The Quality Manager Do?

To have real impact, a quality manager must report to the Big Boss.

When I say quality manager, of course I’m talking about the department he or she manages as well.

I’ve been in the “quality business” for fifty years now. That’s right, fifty years. Much of my career—from source inspector to quality engineer, to corporate director of quality—was spent in other people’s operations. The one problem that I've observed in all those years is that nobody really knows what the quality manager should do.

Why the confusion? To start with, the title of quality manager is a problem. Manufacturing makes things, engineering designs things, and purchasing buys things. So, does the quality department quality things? I don’t think so, and that’s part of the problem.

In a few companies, the quality manager is a real member of management. In others, the quality manager is the one who ends up owning other people’s problems, chasing around trying to solve them, and getting someone to do something. I observed more of the latter than the former. So then, what should the quality manager and the quality Department do?

First, let me tell you why I know what the quality manager should do.

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Comments

Fantastic article

Dear David Crosby,

Fantastic article and you hit the bulls eye. I have always wondered 'what am I doing here as a Quality Manager' sometimes wondering when you hit a road block. The article is an eye opener. I am big fan of you and an inspiration for me. Thanks for this nice article.

Regards,
Sudarsan

Nice article

Dear David,
This article is perfect when it comes to what co-operates think now. Most companies are only concerned of revenues but not on quality. Because at the end of the day figures count and not quality. But at the end of the bizness its only quality that counts with customer.

They never learn

David,

Thanks for your insightful article. I have been a big fan of, and have implemented many of your ideas and methods along the way, most notably at Motorola in the 80's and 90's. It always amazes me that, no matter how many case studies and success stories (both historical and current) are presented and published, many companies still think "we're different". Since my 20 years as a Motorola Quality Executive (where incidently, I had the benefit and success attributable to the kind of reporting structure you refer to in this article), I have tried to sell and implement these concepts at many other companies. Similar to your war stories, the ones who subscribe to these types of roles, responsibilities, accountabilities and methods predominately are successful. In economically demanding times and with decreasing product life spans and technology cycles, sustainability seems to be much more difficult, even for those successful companies. However analysis still proves that those with strong Quality Systems, that have stuck to the principles, are suffering less and in some cases prospering, even during these difficult times. Looking forward to more of your thoughts on these topics and thanks for your insight for the last 30 years. Congratulations on a great career.

Bruce J Hayes
President
Executive Advisor Group
www.exec-advisors.com

Interested Article

i was working a Quality manager in a Hospital for the Past 5yrs, assessing the department and patient's feedback about our service and taking corrective action for the received feedback form the patients and timely informing the patients gives a customer retainment and improving theservices &it helpful for as to increase the customer database.
i have read these very interesting and helpful for us to update us in each level. i request the author to quote examples in the healthcare quality

R.SOMASUNDARAM MBA(Hospital&Health Systems Management)
Deputy Manager- Quality&HIS
Email:somumba2002@yahoo.com

Priorities & Values

I have been Quality Manager for a manufacturer for 6 years, and in the first 4 years, I had experiences that ranged from complete fulfillment to outright dejection. After looking at the reasons behind this wide spectrum, it became apparent that quality was undoubtedly viewed as a business priority, but not as a company value. The difference here being that priorities change daily (if not hourly), but a company's values tend to outlast the typical employee's tenure. If the Quality Manager cannot convince management that quality must be a core value, then his/her workday will be out of their control, and likely ulcerous in nature. When I confronted management on this, they were initially defensive and wary, but quickly warmed to my viewpoint as I came with enough data and solutions to the quality dilemmas we were facing so that the majority of the legwork had been done; I was included in the decision-making process by showing not just a good understanding of the issues the company faced, but providing innovative and effective solutions to fix them. My workday can be chaotic and exhausting, but I always feel I'm an equal member of the management team.

I suppose that is why my signature tagline is:

"Be the change you want to see in this world."
Gandhi

Quality Manager position

Previously my company had three labs, each with an independant Quality Management System and its own Quality Manager.

Then, the three QMSs got combined under one at the company level.

Do you know we can keep two Quality Managers. For the purpose of the ISO registration, one QM needs to be appointed by Management as the Management Representative, but is it a requirement at there is only one QM?

Thanks.