Large amount of energy and efforts have gone to develop frameworks for quality management in companies. TQM, TPM, ISO certification, Lean practices, six sigma quality are some exemplars of such frameworks focused on developing quality. However there are certain fundamental questions that are unanswered by these questions.
- When some companies are having more than 50% of their value addition from their supply base, is having these quality management focussed on internal company sufficient?
- At best what is visible when it comes to external supply quality management is objective performance monitoring - Can all quality parameters be objective in its nature and controlled by just measuring quality of supplies?
- Most of the internal quality management focusses on continuous improvement and companies have asked their suppliers for Kaizen, lean and other practices to harness the benefits of continuous improvement - But is continuous improvement preferred over rapid improvement considering rapid product changes, increasing need for radical innovation?
- Supply chain has focussed so much on the process way of managing things, How much is quality managed from a process perspective?
- Should quality be the issue of the quality department or be integral in the supply chain - if integral how do we implement and measure them?
- How should proactive thinking be integrated in the supply chain quality management?
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