Quality culture is a business issue.
Quality is the main focus of the organisations these days and that is gauged by production and manufacturing. The concept of superiority is not that easy and creating a high-grade culture is quite challenging.
Paul Borawski from ASQ, pointed out in his blog that culture is about behavior and behavior is feelings driven. Lycoming imbibed this idea that helped them win 2010 Shingo Prize. Lycoming believes that superiority is the prime goal of the employees. Quality data are collected, analyzed, and shared to update the employees as they work. More or less all the employees, irrespective of position, are trained on core quality principles.
It is a daily practice at Caterpillar to review a bulletin board of customers’ quality issues in a meeting. The concerns continue to be on the board until they are taken care of. This exercise ascertains better productivity and exhibits the connection between work and the feedback of the customer. Some argue that it’s a matter of ensuring that everybody has access to high-quality tools. Others propose that organisational roles be required to monitor quality measures like rework.
A culture of quality cannot be achieved merely by talking about it; one has to be feel the need of it and implement it.