‘If you fail to plan, you are planning to fail.” ~Ben Franklin
This is a quote I regurgitate often, and it seems to be somewhat of a theme in the latest View from the Q post as well.
ASQ’s new CEO, Bill Troy, is asking about having a clear vision, and he uses three examples and takeaways from the European Organization for Quality’s 58th Annual Congress this past June.
Within the functions of management, planning is first. Strategic planning starts with identifying a vision and mission for the organization, with the ultimate goal to make sure that all subsequent actions are consistent and communicated effectively to all stakeholders. In my management class, sometimes we’ll look up a company we all know and check out their vision and mission statements. Students can quickly pick up on whether or not it’s just marketing content, or if it’s something really consistent with their experiences as a consumer. Unfortunately, it’s all too easy to identify those that don’t match-up.
Troy uses the examples of Ikea and Volvo in his post and indicates he was “moved by the power and clarity that vision can bring.” I too have felt this. In that respect, I have to identify one company that I believe truly exemplifies their vision and mission… Enter Subaru:
- We will strive to create advanced technology on an ongoing basis and provide consumers with distinctive products with the highest level of quality and customer satisfaction.
- We will aim to continuously promote harmony between people, society and the environment while contributing to the prosperity of society.
- We will look to the future with a global perspective and aim to foster a vibrant, progressive company.
“The principles of good corporate citizenship have always been an integral part of the Subaru business in the United States. It is evident in how we relate to our employees, our customers, and our communities. But, we believe in the principle of Kaizen, or continuous improvement, too.” Tomomi Nakamura, Chairman and CEO Subaru of America, Inc.
I have experience both as a consumer of several Subaru vehicles, and I also have the pleasure of working with them as a client of Pro QC. As someone passionate about marketing, I also follow their campaigns and other performance indicators as well. It’s all clear and consistent with the vision and mission.
ASQ recently shared a quote on Facebook regarding the proof of the pudding is still in the eating…
- 95% of Subaru vehicles sold in the last 10 years are still on the road today.
- Subaru represents one of the highest repurchase-loyalty ratings in the U.S. market.
- For the fourth consecutive year (2010-2013), the Insurance Institute for Highway Safety (IIHS) has recognized Subaru as the only manufacturer with a Top Safety Pick winner for all models. The Insurance Institute for Highway Safety (IIHS) has recognized Subaru with more 2014 Top Safety Picks than any other brand.
- American Customer Satisfaction Index Ratings are not so shabby, as comparatively listed here. (I could also make a reference to Troy’s experience with Noriaki Kano’s presentation regarding Deming if you look at the top 5 in the index.)
- The zero landfill plants… Bill Troy mentions visiting the Volvo manufacturing facility, but Subaru sure does impress as well.
How do they do it? Why Subaru?
To tie this back to the Volvo mission Troy references as the “clearest organization vision statement he had ever come across,” I see it as more of a marketing positioning strategy. I have doubts as a consumer that it’s even possible, and I wonder how other consumer (stakeholder) concerns are affected by this. Granted, I did not do further research beyond the ASQ post, and I have nothing against Volvo.
It states simply, “by 2020, nobody shall be seriously injured or killed in a new Volvo.” Think about that for a minute. They are saying that by the year 2020 (not that long away) you cannot be killed or seriously injured if you are in a new Volvo, no matter the circumstances of the collision.
Per ASQ, “A clear vision helps in aligning everyone towards the same future state or objective, providing a basis for goal congruence.” Considering this definition, is Volvo a victim of Levitt’s marketing myopia?
Troy closes out his post asking about ASQ. In regards to whether or not ASQ has the right focus and whether it’s communicated well or not, I’d say we’re moving in the right direction. My takeaway from the recent World Conference, in addition to my 15 years as a member say that it certainly does.
By making quality a global priority, an organizational imperative, and a personal ethic, ASQ becomes the community for everyone who seeks quality concepts, technology, or tools to improve themselves and their world.
To increase the use and impact of quality in response to the diverse needs of the world.
If you’re interested in Pro QC’s mission, we recently went through the strategic planning process as well. I wrote a blog post about it, of course.
“The Pro QC Global Team enables our customers to project their interests in quality and conformance. Anywhere. Anytime.”