The 7 Capital Sins of Quality Management

Introducing a quality management system is no easy feat. Something frequently goes wrong before any success stories are written. At a presentation, the CAQ provider Babtec reported on the seven capital sins of quality management – and how to avoid them.

On October 27, 2015, more than 70 interested persons came to the BayArena in Leverkusen, Germany for the presentation, “The 7 Capital Sins of Quality Management.” Based on their more than twenty years of project experience, Babtec branch manager Peter Mörs and his sales colleague Jonas Gerlich reported on the most frequently recurring mistakes:

1. Not making a decision.
The sheer will to change does not lead to success. Whoever really would like to change something must sooner or later come to a decision – just as with the introduction of CAQ software.

2. Fallacy I: The software will solve all problems.
Introducing a software solution is the first step. But it is only a small building block of the overall project. In order for a CAQ project to be successful, existing processes have to be aligned with the software where necessary – and not just the other way around.

3. Fallacy II: The supplier is solely responsible.
Introducing a new software is always a joint venture between the customer and the supplier. Only with good cooperation and collaboration will the project lead to success and not be doomed to failure from the beginning.

4. Lack of resources.
Even the most perfect CAQ software is useless if no one can operate it. Every tool is only as powerful as the person using it. Qualified training of the employees must therefore be part of a successful introduction.

5. Overloading project goals.
Every beginning is difficult. A revolution should therefore not always immediately be expected from a CAQ project. Only those who have realistic goals from the outset will benefit in the long run from the new support.

6. Failure to involve the employees.
A CAQ solution is not just a matter of quality management. In order to gain acceptance throughout the whole company, all employees affected – from IT to management – should be involved in the project from the outset.

7. Fallacy III: A single problem can stop the entire project. 

If several project steps cannot be implemented for a space flight, NASA does not immediately cancel the entire mission. Although a CAQ project is not a moon landing, it it also true in this case that only those who do not lose sight of the big picture are going to succeed.

“The implementation of an IT project greatly depends on the quality of project management,” says Peter Mörs. This is true also for the successful implementation of CAQ software, he says. The Babtec branch manager is confident that whoever avoids the seven capital sins of quality management has the best chance for a successful project.  Mörs has been working for over 30 years in the quality sector and has been personally involved in many of Babtec’s more than 1,000 CAQ installations.