The future of quality management
Since our inception in 1919, the science of quality management has changed radically from inspection to the broad management discipline it is today, and the CQI has too.
The four major trends that have driven that change continue to influence the development of quality management principles, methods and tools:
Global Trade – the changing landscape of geopolitics and markets and supply chains, including international standardisation of product and management systems.
Technology – the introduction of Industry 4.0 technologies – big data, quantum computing, connectivity and robotics – that are changing business models, business systems and the very nature of work.
Personal & Societal Values - the increasing requirements on organisations to deliver personalised product and service, while meeting societies requirements to act a responsible corporate citizens with regard to ethics and behaviour.
Demographics – aging populations putting pressure on skills availability and public services, and the moral and business case for diversity in teams.
Like all professions, the quality profession and the CQI will need to adapt to this changing world it if it to remain relevant. The sections below summarise the changes we think will be required over the coming decade as at the CQI’s centenary year, 1919, and will be reviewed and updated periodically. These ‘visions for change’ drive the CQI Strategy.
| The Quality Management Discipline | The Quality Management Profession | The CQI |
|---|---|---|
| A broader scope: the trend for quality control, assurance and improvement to be embedded within the organisation will increase with digitalisation: quality management principles and skills will need to be embraced organisation-wide. | Global influence: the profession will be able to operate in an increasingly complex and fast-moving global context, dealing with new markets, new compliance, and new supply chain challenges. | Global player: we will need to serve society, organisations and the profession through a global perspective and presence. |
| Trust and guardianship: the role of quality management in translating policy into ways of working and culture will become more important as the societal requirement for ethical decision making become more profound. | Automation/Internet of Things: the profession will need to embrace technology in the design of business models and systems, building in digital control and assurance. | Leader in quality management practice: we will need to support the ongoing relevance of the discipline and profession through research aligned to the changes on the left. |
| Agility & adaptability: quality management will need to adapt to the increasing speed of change, balancing standardisation with the need for agility to release benefit from innovation at pace. | Big data: the profession will embrace data and analytics working with the data science and operations commutes to translate data into performance improvement. | Broadened scope: we will need to help all professionals, organisations, sectors and nations employ quality management as a competitive tool. |
| Technology: quality management will need to adapt to support digital transformation, shifting ‘left’ to helping organisations design and de-risk systems and processes, and helping organisations translate big data into real value in terms of preventing failure and solving complex problems. | New behaviours and roles: the profession will need to focus more on strategic leadership, improvement and championing organisational culture and conscience. | Redesigned offerings: we will need provide the expanded, personalised and digital offering that our members and volunteers expect and deserve in this digital age. |
| Strategic quality: customer value will become a key strategic driver for organisations to sustain and thrive: this will be a key focus for quality management. | Diversity: the profession may work in smaller quality teams as aspects of quality control, assurance and audit are automated, but embracing wider scopes of experience, skills and backgrounds to deliver its changed role. | Aligned operating model: we will to align our resources to deliver the above and ensure financial stability. |
| Learning: making time for professional development of teams and individuals will be the foundation for achieving the above. |