I was working with a client when someone commented that they didn’t think they had any quality problems because they heard no complaints from the customer. “We haven’t had anyone complain about that.”
If you are relying on customer feedback (read, “complaints”) to gauge your quality, then you have effectively outsourced your quality control to your customer. Is that your intention?
How do you measure and track your quality? Is it what your customer expects?
Trust is the human experience of quality. Poor quality has more than a tangible, empirical effect on people. Poor quality has an emotional effect–disappointment, sadness, anger, disgust. It’s this emotional effect that should concern organizations the most. Why? Because emotions drive behaviors, and–importantly–these emotions drive the stories that people tell about you and your company. Through your approach to quality, you influence the stories that others tell about you and your organization. See the connection? How has quality affected you?
Quality = Trust. On a primitive, emotional level, quality is trust; poor quality is mistrust. Here’s an example: my wife and I purchased a washer and drier from a national department store. It took five visits from delivery and repair people to install the units correctly. And that’s not counting the numerous phone calls my wife made to arrange and confirm the visits. The service was so poor it was laughable. (To be fair, the service people were doing their best; by my assessment, it was their service and repair systems that were broken.) Anyway, we don’t trust that company anymore. Why is this important? When your company skimps on quality, or cheats on quality agreements (explicit and implicit), you are saying “we may be untrustworthy; we can’t be trusted.” And if you do nothing to manage your quality, then you are saying that you are ok with that.