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things working together to produce the outcome of compliance: better safety, security, sustainability, quality

Porter includes the quality assurance (QA) function as part of the "Firm Infrastructure." The latter, is the more common emphasis as many organizations view quality and other compliance functions However, infrastructure activities are expanded to include other compliance activities such as: quality reduction, it can avoid future costs and differentiate a company from its competitors by achieving: higher quality

“end” it is the outcome of meeting all your obligations – better safety, security, sustainability, quality

designs to one standard, Operations follows different procedures, HR trains to yet another protocol, and Quality Most organizations I work with have separate kingdoms for safety, quality, environmental, security, ethics Here's what I've learned: a quality system that prevents defects means nothing if the security system When safety practices support quality outcomes, when quality practices enable environmental compliance Quality isn't a separate verification step; it's built into every value-creating activity.

find most compelling about Jidoka isn't the technical mechanisms, but the underlying philosophy about quality Traditional automation often pushes quality control to the end of the process—we automate first, then Jidoka reverses this: it builds quality consciousness into the automated process itself. Outcome standards often involve qualitative judgments that are difficult to codify.

increase the probability of compliance success across all domains (safety, security, sustainability, quality an essential aspect of compliance for vital programs that include Safety, Security, Sustainability, Quality

Back in the 1980s a similar thing happened with the quality movement. Back then we strove to achieve zero-defects utilizing quality control (QC) and quality assurance (QA) What we have learned since then is that inspection and audits seldom improve quality. Instead quality needs to be designed into products, services, and processes. Today, we can't imagine managing quality without managing it in every part of the value creation process

The focus on audits parallels similar approaches applied to quality, safety and environmental programs As an example, with quality it is well known that you cannot inspect quality into a product, you must Therefore to improve quality you need a proactive approach that anticipates, plans, and then acts to embed quality into the product and manufacturing processes. In high-risk industries this can easily be between 20%-30% to support all the necessary: quality, safety

Compliance as a category of programs is more akin to quality which has control and assurance functions but also strives to build quality into the design of products, services and all functions of the organization Instead of quality as job one or safety first programs, organizations now need to lead their risk & compliance

functions responsible for ensuring that all obligations connected with safety, security, sustainability, quality Every regulatory requirement, every quality standard, every environmental commitment, every customer measured by margins, but all the value that stakeholders demand: safety, security, sustainability, quality

I then went on to implement quality management systems, document management, records management, data and quality control. We were contending with quality at the event horizon — the place where risk becomes a reality – and that Quality control was exposing what was hidden and made it visible. All these other steps: inspection, quality control, corrective actions, etc. tacked on at the end of

However, we know that programs that support: quality, safety, risk, regulatory, environmental, and other