Monday, 28 September 2015

Managing Quality - from Abstraction to Reality

ISO 8402-1986 standard defines quality as "the totality of features and characteristics of a product or service that bears its ability to satisfy stated or implied needs."

Business Dictionary described this by using the following example:
If an automobile company finds a defect in one of their cars and makes a product recall, customer reliability and therefore production will decrease because trust will be lost in the car's quality.

Using this analogy, if an airline flight is disrupted or cancelled, customer loyalty will decrease making further operation unsustainable because trust in service quality will be lost. It’s as simple as that… or is it?

We use the word quality as an abstract, subjective attribute to describe services we think to be appealing to our customers. This appeal is reflected in the price, flight punctuality, care, and relationship. However delivering such services is a completely different thing - turning the abstract into reality often becomes an unsurmountable obstacle.

At the core of this problem are the conflicting interpretations of quality because it cannot be measured in a conventional way. It remains abstract to the decision makers, letting related problems grow until becoming too big to be resolved making a business profitable and prosperous. Despite the fact that quality is the key to long term success, current management practices and tools are not designed and organised to diagnose the root causes of quality related problems, nor to measure their impact on overall performance.

For companies opened to innovate, emerging methods and techniques which combine elements of quality, cost, and revenue to improve decision making at system level. For more information contact Astute Aviation.