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In today’s fast paced economy and increasing global competition, the pressure is mounting on us to meet and exceed our stakeholders’ expectations. The variety and complexity of issues we are expected to handle in our professional world can be overwhelming.
The application of “quality” evolved over the last decade from mere “control” and “assurance” to the magnitude of a “culture”. “Quality” has become a discipline in the academic world, which led to numerous breakthroughs in many industries. It is amazing to see the influence quality has on the many facets of industry including supply chain management, engineering, production, human resources, and many other areas.
Conventional ‘quality wisdom’ ’resides’ in the right lobe of the brain (logic) where one may find systems related to issues such as: Total Quality Management (TQM), Six Sigma, Lean Manufacturing, Re-engineering and the like, all representing certain constraints. Measuring the success of these relies on the use of tangible key performance indicators such as profitability and market share for example.
Cutting edge thinking about quality values requires the measurements of important intangible attributes such as employees morale and change in attitudes for example. These would provide managers with a better understanding of their organization and a clearer picture of the challenges that lie ahead. Engaging the left lobe of the brain (emotions), one can effectively address issues such as culture, leadership versus management, communication, team building, and knowledge management, to name just a few. Measuring tangible issues is easier, than measuring feelings attitude and workplace atmosphere. This is one of the reasons that this panel was conceived and formed.
To achieve excellence in a world subject to constant changes at an unprecedented rate, one must create an environment that takes the “system” (Six Sigma, TQM, Lean, just to name a few) and binds it with an invisible glue to hold the pieces of the puzzle together. This “virtual glue” is what some define as the “organizational culture”.
This is the Maritime Quality Culture mission. We encourage you to visit our What to Expect section and learn more about Panel O-50 and how relevant it is to your personal and professional life.
We always welcome your valuable feedback.
Doron Zilbershtein
Leader, Panel O-50: Maritime Quality Culture
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