3 Things Elephants Teaches Us About The Future of Quality

There is an ancient Indian parable about six blind scholars who have heard about an animal called ‘elephant’. The problem was that neither one of them did not know what one was like, although they spent most of their time debating on it. Finally, they get a chance to meet an elephant for the first time. Each one of them touches a different part of the elephant body and attempted to describe what an elephant is. Obviously, each of them established a unique perspective on what an elephant is, derived from the unique experience one had. Each believed passionately his answer was the only true one. But, as you can guess, all were wrong. They only knew part of the truth. 

A lot of versions to this story, each illustrate the same message. Our individual perceptions sometimes lead to miscommunication and conflict – and it teaches us something important about quality.

A Disconnect Between Whats Needs to be Done to What Actually is Done.

When decision-makers discuss an aggressive time to market constraints, they often ignore the mighty “elephant” in the room. Not that they don’t care about quality, they just don’t have a choice. Facing ever-shorter product life cycles and a fiercely competitive environment, they must get the business. After all, a basic element of customer satisfaction is getting a customer. Sometimes, it means skipping essential quality processes. Inevitable when a Quality system perceived as bureaucratic without adding significant value. It’s not just your company, your industry or your customers. It’s everywhere. All customers are anxious about time to market, and every potential supplier out there strives to get the business.

A Misalignment on What Quality is.

If you ever tried to debate with others on what is quality, you already know that the term quality means different things to different people. Not convinced? ask around, see for yourself how many definitions of quality exists. I actually tried to count it but stopped after 50. So many definitions and each might be correct, depending on its circumstances, purpose and of course the person whom you are talking. In fact, there is no generally agreed definition of quality. In other words, what you call Quality and what management sees as the important aspects of Quality are often not aligned. This is a key obstacle that inherently exists in many organizations: What your CEO think on quality and what you are doing to improve quality might be not aligned at all. A consequence of such misalignment is a weak Quality system that doesn’t know how to generate significant value for the organization. Symptoms are a disproportionate allocation of resources, lack of urgency for Quality and/or lack of commitment and support from top management. Usually, all come together. 

A Disconnect between Quality and the Business.

Today more than ever, Quality strategic goals and objectives are not in direct support of the business’ goals and objectives. While the world is changing, points of view are changing, key business processes adapted accordingly. But, Quality systems remain constants and inflexible. Not only does Quality not speak the language of the business, but there is no meeting of the minds between what the business wants and what Quality delivers.  

Can You See the Problem?

We are trying to deal with current industry needs using traditional quality processes. Risking in making an outrageous statement; traditional quality is no longer serving current business needs. Some people might say: irrelevant. When Quality is not perceived as an enabler of business strategy, it ultimately risks being ignored or pushed away from the chain of value. None of us want that.  

What Can You Do Differently?

The quality profession must shift and adapt itself to the ever-changing business environment. Quality leaders should detach themselves from bureaucracy and lead a transformation in the way Quality is planned and executed. Innovation and leadership are the top competencies quality manager needs. Struggle to develop them now, or you are risking in being irrelevant sometimes soon. Yes, it would be best if you aimed to re-invent the wheel. No, don’t follow processes just because you use to. Learn which box you are fit in then get outside your box and find new ways to do Quality and increase its circles of influence. Stop looking at Quality as a silo. Instead, see how it fits the bigger picture. 

Keep remembering YOU are leading the quality system. Management trust YOU to know the best. Management relies on YOU to add value to the business throughout Quality.