By Lesley Worthington.
The challenge lies in articulating these concepts so that they're as clear to the others as they are to you.
Here are some ideas:
- Quality Policy:
Think of explaining the Quality Policy as the organization’s promise
about quality. It’s the big-picture statement that says, “Here’s what
quality means to us, and here’s the direction we’re headed.” You could
explain it to others by saying, “It’s like our quality compass—it keeps
us pointed in the right direction and aligned with what the company
stands for.” Bonus: Tie it back to the company’s mission or values so it
feels even more relevant.
- Quality Objectives: These are the stepping stones that help us fulfill the Quality Policy. They’re specific, measurable goals that show how we’re making progress toward that promise. To explain it simply, you could say, “Think of these as our quality scorecards—they help us track how well we’re delivering on our quality commitment. And just like business goals, they’ll shift and evolve to keep up with the company’s priorities.”
One
quick tip for engaging upper management: Always try to tie these terms
back to the business strategy. That's what they care about. And that
might make them sit up and pay attention. Make it clear that a
well-articulated Quality Policy and measurable Quality Objectives are
not just quality goals but business imperatives.
If an objective
is too vague like "Improve customer satisfaction," help them refine it.
Suggest a measurable alternative, such as "Increase customer retention
rates by 10% this quarter." This gives everyone in the organization a
concrete, trackable goal to aim for.
The better we can
articulate these key quality terms, the easier it will be to get buy-in
from everyone - from the C-suite to those on the shop floor.
Posted by Dr. Tim Sandle, Pharmaceutical Microbiology Resources (http://www.pharmamicroresources.com/)
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