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 strategy is missing, only common quality cost accounting is available, and only some quality activities are included. After an increase of transparency the company is able to controllably increase both profit contribution of quality management and profitability of quality.
Generally profitable implementation of strategic actions is co-ordinated by capital budgeting based on cost accounting and results accounts. However this is only partly true in quality and quality management practice. Some examples:
- Lack of an explicit, measurable quality strategy with actions
- Lack of key performance indicators (KPI) for quality profibility in balanced scorecards
- Only limited capital budgeting of quality actions
- Lack of quality controlling
- Lack of quality cost accounting and quality results accounts of quality gains or services
- Gaps in quality cost accounting for innovations and product engineering
- Lack of indirect quality process costs like HR management or marketing
We increase and customize transparency of the quality activities of your company. We analyze variation of indirect quality process costs by Statistical Engineering. We optimize or implement a quality controlling organization with interfaces.
So you are able to controllably increase both profit contribution of quality management and profitability of quality.