The structure of quality within an organization tends to vary based on numerous factors, including size, industry, business activities, etc. This Executive Case Study focuses on how quality is structured in Kimberly-Clark (K-C), a large global consumer products company. In comparison to other companies, K-C has a unique position in that it has dealt with many acquisitions and has various lines of business in regions around the globe.
LNS Research spoke with Kimberly-Clark in order to gain insight into the following questions:
- Serving so many countries and having gone through numerous acquisitions, how is quality structured in K-C?
How does your model transcend across functions? Do you think it needs more centralization?
What would you recommend to other executives who are trying to understand best practices around organizing their quality groups?