The way an organization handles quality generally differs from how it manages other business areas. Although no one questions the importance of tangible industrial functions like production or scheduling, too often quality is treated as an add-on. Some companies take an antiquated approach and treat it as an isolated and reactive “policing” department to be placated by other areas of the value chain. More forward-thinking enterprises understand that quality is integral to every part of that value chain. But few make a business case for its value to executives.

The focus and scope of a business case sets the executive priority. If the focus and scope stay on the department level, then chances are it will be considered a departmental initiative not “worthy” of executive sponsorship. However, if set properly, a business case can be the catalyst for executive sponsorship in addition to funding.

Achieving executive sponsorship of quality requires just such a business case, one that positions quality as critical to the entire organization.

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