BENCHMARKINGYOUR QUALITY MATURITY

Turning A Cost Center Into A Profit Center

EXCERPTS FROM AN LNS RESEARCH STUDY CONDUCTED ON BEHALF OF PLEX

The Phases of QualityManagement Maturity

Every company faces its own natural progression towards quality management maturity.

How mature is your quality management?

AD HOCLagging operational and financial performer.Inability to meet current or future market demands.

CONTROLLEDModerate operational and financial performer.Ability to meet current market demands.Inability to meet future market demands.

PROACTIVEAverage operational and financial performer.Ability to meet and exceed current market demands.Potential to meet future market demands.

AGILEStrong operational and financial performer.Ability to meet and exceed current market demands.Fast follower as markets transform.

MARKET LEADERTop operational and financial performer.Ability to define markets, transform business models, and disrupt incumbents.

1

2

3

4

5

FROM• Homegrown,

corrective methods• Quality for quality’s sake• “More work” perception

TO• Next-generation

quality solutions• Preventing

non-conformance from ever happening

• How we run our business

Leadership and Culture: From a Department to a Responsibility

Early stages: Quality management lives in a quality department silo.

With maturity: Quality becomes ingrained in the corporate culture.

QUALITY AS A DEPARTMENT

QUALITY AS A RESPONSIBILITY

BUSINESS PERFORMANCE COMPLIANCE

COMMON VISION OF OPERATIONAL EXCELLENCE

EXECUTIVE MANAGER SHOP FLOOR QUALITY DEPT.

EXECUTIVE MANAGER SHOP FLOOR QUALITY DEPT.executives stated their organization considered quality more of a department than a responsibility.

1 IN 2

Business Process Excellence: From Reactiveto Proactive

Early stages: Business processes are based on manual checklists or spreadsheets kept by separate organizations.

With maturity: Cross-functional teams work in harmony, processes become more formalized, businesses invest in quality software solutions.

in business process excellence is closely aligned with the shifting of resources away from reactive, toward proactive quality measures.

MATURITY

DISJOINTED QUALITY PROCESSES

HARMONIZED QUALITY PROCESSES

CAPA

AUDIT

PPAP

SPC

CAPA

AUDIT

PPAP

SPC

Technology Capabilities: From Disparate to Integrated

Early stages: IT capabilities are deployed ad-hoc and as needed.

With maturity: Eventually, companies adopt holistic platform solutions. Market leaders run robust deployments of EQMS technology that integrate with other enterprise systems.

in technology maturity, nearly all IT capabilities are deployed on an ad-hoc and as needed basis.

EARLY

PLM

• APQP/FMEA• Design Quality• Inspection Plan

EHS

• Incident Management• Inspection

Management• SOPs

MOM

• In-Line and At-Line Testing

• SPC• HACCP

• NC Reporting

CRM

• Customer Complaints• Sentiment Analysis

• Warranty Management

EQMSReporting, Analytic, Configurability,

Mobility, Interoperability

PROCESS AUTOMATION

• NC/CAPA• Audit Management

• Supplier Quality Management

• Training & Certification• Change Management

• Risk Management

DOCUMENT MANAGEMENT

• Control (eSignature, View, Print, Read &

Understood)• Collaborate (Search,

Share, Comment)• Regulatory Submissions

Performance Management: From Separate and Local to Coordinated and Global

Early stages: Performance improvement data is collected locally.

With maturity: Market leaders establish standard quality, risk, and compliance KPIs that are measured globally.

Management maturity helps companies understand where more or less resources are required to make improvements, but like culture and IT, it is a journey.

PERFORMANCE

Role-BasedKPIs & Alerts

ContinuousImprovement Projects

Drill-DownAnalytics

Business Units, SitesProducts, Assets, Teams

Corporate Offices Utilities Manufacturing Distribution & Warehousing

BUSINESS DATA:

•Customers

•Partners

•Plans - Orders

•Costs - Assets

•Materials

•Compliance

ENERGY DATA:

•Price

•Usage

•Renewables

•EfficiencyProjects

•Demand Response

PRODUCTION DATA:

•Schedules - Orders

•Materials - Output

•Yield - Quality

•Efficiency

•Assets - Personnel

•Safety

LOGISTICS DATA:

•Schedules - Orders

•Inventory

•Shipments

•Facilities - Assets

•Personnel

•Safety

Industry-Specific Quality Maturity Example: Automotive

Automotive manufacturers must becertifiedtoconformtocertainstandards,butcertificationdoes not equal quality maturity.

Mature, market-leading suppliers are harmonizing their processes across plants and functional units, often using Web-enabled, cloud-based, and occasionally, true multi-tenant platforms.

MANUFACTURING

R&D / ENGINEERING

SERVICESUPPLIERS

Final TestTraceability

Field FailuresVoice of Customer

Failure DataChange Order

As-DesignedAs-Built

As-Maintained

Material PerformanceProcess Performance

Work InstructionsQuality Specifications

FOR EXAMPLES OF INDUSTRY-SPECIFIC QUALITY MATURITYAND RECOMMENDATIONS FOR HOW TO HELP YOUR QUALITY MANAGEMENT

BECOME MORE PROACTIVE AND AGILE,

DOWNLOAD THE FULL REPORT

WWW.PLEX.COM

© 2013 Plex Systems Proprietary + Confidential 11/18/14

It’s what’s next.