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Balancing Internal Friction and Quality Culture in a Global Electronics Organization [Executive Q&A]

quality management systemDifferent management styles and cultures as well as business types are major driving factors for the way quality is structured within an organization. In some cases, it makes more sense to give greater responsibility to local sites, while in others it is beneficial to have a corporate quality team driving global standards. The discussion over whether more decentralized or centralized quality structures is a critical issue for many quality leaders today. This Executive Case Study aims to shed some light on key questions about how quality should be structured in an organization.

LNS interviewed the former Chief Quality Officer (CQO) of UTStracom, KP Lim. Having experience at UTStarcom and with many other large electronics manufacturers, we asked for his thoughts on the following questions.

  • In your experiences, which quality group structure works the best?
  • What happens when you try to change the quality structure of an organization?
  • How do you address and overcome internal friction?
  • When you centralize quality, do you leave room for any flexibility

Author Name: Mehul Shah, Mike Roberts
Date: Apr 18, 2013

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