ND VALUE
ION
y organizations add value because they have an
f their companies’ value chains and increasing
own those chains, from their suppliers, through
e way to the end customer. Far from being seen
ey are recognized for generating tangible value
ight customers at every possible touchpoint on
ney.
that: those leading organizations “left-shift” so
roduction process gets more attention upfront.
volve all the departments that drive the cost of
departments such as R&D and procurement, for
of the shift, quality groups move their activities
supplier side and toward product development.
stream data – drawn from customers – to guide
activities. By engaging in critical QA and testing
n in product development, companies can preerrors
and mitigate risks, minimizing CoPQ.
also seen that the quality leaders embed quality
e heart of value creation. They know that their
ent methodology must be deeply integrated into
alue processes. Their higher objective is making
ements as opposed to fast-tracking fixes, and
the company to help make quality part of everyguage.”
(See also Section 4 below.)
, the quality leaders look (and work) far beyond
ur walls. They acknowledge that there is a quality
re adept at working with external stakeholders
ppliers’ suppliers to customers’ customers. They
holder alignment as critical – a valuable opporimprove
product and service quality but also to
complexity of the supply chain and remain agile.