Page 74 - The Handbook for Quality Management a Complete Guide to Operational Excellence

60 B u s i n e s s - I n t e g r a t e d Q u a l i t y S y s t e m s C u s t o m e r - F o c u s e d O r g a n i z a t i o n s 61

Traditional Organizations Customer-Driven Organizations
Product and service –Short-term focus –Long-term focus
planning –Reactionary management –Prevention-based management
– Management by objectives –Customer-driven strategic
planning process
Measures of –Bottom-line financial results –Customer satisfaction
performance –Quick return on investment –Market share
–Long-term profitability
–Quality orientation
–Total productivity
Attitudes toward – Customers are irrational and – Voice of the customer is
customers a pain important
– Customers are a bottleneck – Professional treatment and
to profitability attention to customers are
–Hostile and careless required
–“Take it or leave it” attitude –Courteous and responsive
–Empathy and respectful attitude
Quality of products and – Provided according to – Provided according to customer
services organizational requirements requirements and needs
Marketing focus –Seller’s market – Increased market share and
– Careless about lost financial growth achieved
customers through customer
satisfaction
Process management – Focus on error and defect – Focus on error and defect
approach detection prevention
Product and service – It is OK for customers to wait – It is best to provide fast time-to -
delivery attitude for products and services market products and services
People orientation – People are the source of – People are an organization’s
problems and are burdens greatest resource
on the organization
Basis for decision –Product-driven –Customer-driven
making –Management by opinion –Management by data
Improvement strategy –Crisis management – Continuous process
– Management by fear and improvement
intimidation –Total process management
Mode of operation – Career-driven and – Management-supported
independent work improvement
– Customers, suppliers, and – Teamwork between suppliers,
process owners have nothing process owners, and customers
in common practiced

From Edosomwan (1993) by permission.

Table 4.1 Traditional Organizations versus Customer-Driven Organizations

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