It may seem easier not to be involved in controversial and emotionally charged discussions about future business areas. Perhaps it is also not the strength of every quality manager to get involved and contribute to these topics when, at the same time, demands from outside, i.e. customer pressure, keep him fully occupied.
But what if these requirements have something to do with the fact that the business partner is also thinking about his business model and now new demands on the quality management of the supplier arise from this? Wouldn’t it be better to be prepared for these customer expectations by actively participating in internal discussions within the company? In times of digitalization and digital transformation of entire processes, the quality manager’s task is to master this thin line between external influences and active participation in the company. No easy task, mind you.
This arena therefore logically follows the first two and ensures acceptance of quality management in times of change. It is also an active contribution to the development of the new job description of a quality manager. This results in prioritized tasks with great potential for the future. Not only because the quality manager has to cope with constantly growing demands, but also because he or she has to ensure that his or her work remains relevant to the success of the company.
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