Why stay productivity, lead time, and quality targets of business processes often far away from wasteless value-adding performance?

Businesses specify productivity, lead time, and quality targets for business processes driven by market requirements, benchmarks, and analyses. However these targets often stay far away from wasteless value-adding performance. Often pure value-adding performance contributes only 5% to costs or lead … Continued

How value-adding performance, waste, and excellence of marketing, sales, R&D, and production are to be reported by controlling?

Companies increase profit contribution of quality management by quality controlling. Quality controlling co-ordinates profitable implementation of quality strategy by all quality activities through planning, execution, monitoring, and reporting. Often quality controlling has limited co-ordination power, because an explicit quality or excellence … Continued