![]() ![]() While there is no ‘one size fits all’ approach to follow when structuring your quality team, there are some best practices I’ve seen work well in organisations, and they tend to align with the size and stage of growth of your business. What that structure looks like can hugely impact your results as a business and a department. ![]() Teams must be structured in a way to meet targets. Growing a quality team is, unfortunately, still seen as a non-value added overhead, rather than an investment for the future that will have a direct impact on the bottom line. For example, in the past twelve months, 48 per cent of quality professionals said that the business had grown, but only 20 per cent said their department had increased in size. In fact, the Global Governance, Risk and Compliance Report 2019 confirmed this. ![]() Modern quality management teams are accountable for delivering a balanced scorecard of metrics – from improving efficiency to increasing profitability and waste reduction initiatives to enabling growth.ĭespite all this responsibility, quality teams rarely scale at the same pace as the rest of the organisation. Long gone are the days when all your quality team was expected to do was tick a long list of regulatory compliance checkboxes. Kate Armitage, Head of Quality Assurance at Qualsys, puts together her best practice guide for who you should include in your quality team. Organisations Employing Auditors (OEAs). ![]()
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