In the past, when you saw a member of the Quality team walking purposefully towards you across the office floor, it might have induced a fear that the “police” were after you. That is at least how some of the industry leaders we have spoken with have described the reputation of the Quality manager.
This approach may have been very effective in getting things done in the short term. But in recent conversations with quality experts, the need for a quality-focused culture has been almost universally highlighted. Businesses need to take a new approach, where each colleague knows the value of the process from end to end. The “why” behind the “what”.
What does Quality mean today?
You might think it is very much based around the look and feel of a car. Perhaps a satisfying heavy clunk when the door shuts, the powerful sound of acceleration, or the sleek lines of the headlights. However, automotive quality encompasses the entire lifecycle of vehicles and components, from design and manufacturing to customer satisfaction and after-sales support. It also involves the integration of advanced technologies, stringent quality control processes, reliable supply chains, and compliance with regulations. Now, with advances in software turning cars into something more akin to computers, customers are increasingly aware of the capability of their cars.
Design, of course, will always remain important. Nobody wants to drive an ugly car if they can avoid it. But with the sprint forward in vehicle development, the experience in today’s driving world is more about the interaction between human and auto.
Interactive software needs to be of high quality because recent advancements mean that people expect more. Some cars are beginning to use the science behind fingerprint and facial recognition to unlock doors and start engines. With this tech graduating from our phones into our vehicles we also need to be aware of the safety aspect. Computers crash. Batteries overheat.
Technology has levelled the playing field to some extent, so quality should be evident as much in the service provided as it is in the product. This includes not only aftersales and customer service but also a robust sustainability policy, for example. Customers can easily research brands online, and with EV bringing new entrants to the market, competition is only getting stronger. There is a growing need for vehicle brands to stand out, and not just for the bright colours in their range.
So how do Quality leaders reach that zenith of a fully engaged quality culture in the workplace?
The recurring theme from our contacts in the industry is that it is a real mix of soft and technical skills and strong leadership that is required to pull everything together, linking design, engineering, suppliers, manufacturing, and through the distribution chain to customers.
Quality should be a company value, a key part of the organisation’s people culture. It should begin at the top and cascade through the organisation, promoting a strong message of quality at every level.
Cross-departmental communication enables all teams to learn their part in producing a high-quality product, their role in promoting it, and their connection to the customers.
Relationships both internally and with suppliers lead to smoother working practices and quick resolution of issues. Perceived quality from businesses’ marketing efforts drives customer expectations. Great service and going beyond will bring customers back to a business repeatedly.
Our conversations have also revealed how some leaders have developed a more nurturing approach at the heart of the quality team itself, promoting the empowerment of team members and using open and transparent communication.
The technical skills that are required have evolved too, and now manufacturers need to look more through the lens of a software developer than that of a mechanical producer. Data analysis is vital to avoid issues and faults before they arise.
AI has joined with already existing tech to enhance production and predict faults before they even occur. This allows a much more proactive approach to manufacturing and a higher quality of product, which leads to fewer faults and recalls.
Strategically, a constant cycle of review and improvement in production is required to ensure efficiency. The industry will continue to evolve, so quality needs to be agile and adaptable.
The pace of change is accelerating, and businesses need to be ready to embrace it.
The customer experience
The dramatic improvement in materials, fit, finish, and product reliability across the volume and premium brands has driven consumer expectations upwards in the automotive sector. A consequence of this has been a challenge to luxury and supercar brands to evolve their approach to quality, since customers will no longer tolerate ‘characterful failures’ of hand-built cars with elite badges.
Perceived quality now plays a key part in the customer experience, starting from the online experience when choosing a vehicle, through the test drive, handover, dealer engagement, connectivity with personal devices and after-sales interaction. With manufacturers aiming not just to reach but to exceed customer expectations in this environment, the challenge is significant. If everyone in the organisation buys into a culture of quality, it creates a more collaborative working environment with clear aims and goals. Colleagues are better able to face the demands of future developments in technology and change in the automotive and mobility markets while still producing high-quality products for happy customers.
