Dr.

Deming's 14 Points for

Management
W. Edwards Deming offered 14 key principles for management to follow for significantly
improving the effectiveness of a business or organization. Many of the principles are
philosophical. Others are more programmatic. All are transformative in nature. The
points were first presented in his book Out of the Crisis. Below is the condensation of
the 14 Points for Management as they appeared in the book.
1. Create constancy of purpose toward improvement of product and service, with the
aim to become competitive and to stay in business, and to provide jobs.
2. Adopt the new philosophy. We are in a new economic age. Western management
must awaken to the challenge, must learn their responsibilities, and take on leadership
for change.
3. Cease dependence on inspection to achieve quality. Eliminate the need for inspection
on a mass basis by building quality into the product in the first place.
4. End the practice of awarding business on the basis of price tag. Instead, minimize
total cost. Move toward a single supplier for any one item, on a long-term relationship
of loyalty and trust.
5. Improve constantly and forever the system of production and service, to improve
quality and productivity, and thus constantly decrease costs.
6. Institute training on the job.
7. Institute leadership (see Point 12 and Ch. 8). The aim of supervision should be to
help people and machines and gadgets to do a better job. Supervision of management
is in need of overhaul, as well as supervision of production workers.
8. Drive out fear, so that everyone may work effectively for the company (see Ch. 3).
9. Break down barriers between departments. People in research, design, sales, and
production must work as a team, to foresee problems of production and in use that may
be encountered with the product or service.
10. Eliminate slogans, exhortations, and targets for the work force asking for zero
defects and new levels of productivity. Such exhortations only create adversarial
relationships, as the bulk of the causes of low quality and low productivity belong to the
system and thus lie beyond the power of the work force.

Eliminate work standards (quotas) on the factory floor. Substitute leadership.

Eliminate management by objective. Eliminate management by numbers,
numerical goals. Substitute leadership.

11. Remove barriers that rob the hourly worker of his right to pride of workmanship.
The responsibility of supervisors must be changed from sheer numbers to quality.
12. Remove barriers that rob people in management and in engineering of their right to
pride of workmanship. This means, inter alia, abolishment of the annual or merit rating
and of management by objective (see Ch. 3).
13. Institute a vigorous program of education and self-improvement.
14. Put everybody in the company to work to accomplish the transformation. The
transformation is everybody's job

The 14 Points
1. Create a constant purpose toward improvement.
Plan for quality in the long term.

Resist reacting with short-term solutions.

Don't just do the same things better find better things to do.
Predict and prepare for future challenges, and always have the goal of getting
better.
2. Adopt the new philosophy.
Embrace quality throughout the organization.

Put your customers' needs first, rather than react to competitive pressure
and design products and services to meet those needs.
Be prepared for a major change in the way business is done. It's about
leading, not simply managing.
Create your quality vision, and implement it.
3. Stop depending on inspections.
Inspections are costly and unreliable and they don't improve quality, they
merely find a lack of quality.
Build quality into the process from start to finish.
Don't just find what you did wrong eliminate the "wrongs" altogether.
Use statistical control methods not physical inspections alone to prove
that the process is working.
4. Use a single supplier for any one item.
Quality relies on consistency the less variation you have in the input, the
less variation you'll have in the output.
Look at suppliers as your partners in quality. Encourage them to spend time
improving their own quality they shouldn't compete for your business
based on price alone.
Analyze the total cost to you, not just the initial cost of the product.
Use quality statistics to ensure that suppliers meet your quality standards.
5. Improve constantly and forever.
Continuously improve your systems and processes. Deming promoted
the Plan-Do-Check-Act approach to process analysis and improvement.
Emphasize training and education so everyone can do their jobs better.

Use kaizen as a model to reduce waste and to improve productivity,

effectiveness, and safety.
6. Use training on the job.
Train for consistency to help reduce variation.

Build a foundation of common knowledge.

Allow workers to understand their roles in the "big picture."
Encourage staff to learn from one another, and provide a culture and
environment for effective teamwork.
7. Implement leadership.
Expect your supervisors and managers to understand their workers and the
processes they use.
Don't simply supervise provide support and resources so that each staff
member can do his or her best. Be a coach instead of a policeman.
Figure out what each person actually needs to do his or her best.
Emphasize the importance of participative management and transformational
leadership.
Find ways to reach full potential, and don't just focus on meeting targets and
quotas.
8. Eliminate fear.
 Allow people to perform at their best by ensuring that they're not afraid to
express ideas or concerns.
Let everyone know that the goal is to achieve high quality by doing more
things right and that you're not interested in blaming people when mistakes
happen.
Make workers feel valued, and encourage them to look for better ways to do
things.
Ensure that your leaders are approachable and that they work with teams to
act in the company's best interests.
Use open and honest communication to remove fear from the organization.
9. Break down barriers between departments.
Build the "internal customer" concept recognize that each department or
function serves other departments that use their output.
Build a shared vision.
Use cross-functional teamwork to build understanding and reduce adversarial
relationships.
Focus on collaboration and consensus instead of compromise.
10. Get rid of unclear slogans.
Let people know exactly what you want don't make them guess.
"Excellence in service" is short and memorable, but what does it mean? How
is it achieved? The message is clearer in a slogan like "You can do better if
you try."
Don't let words and nice-sounding phrases replace effective leadership.
Outline your expectations, and then praise people face-to-face for doing good
work.
11. Eliminate management by objectives.
Look at how the process is carried out, not just numerical targets. Deming
said that production targets encourage high output and low quality.
Provide support and resources so that production levels and quality are high
and achievable.
Measure the process rather than the people behind the process.
Tip:
There are situations in which approaches like Management By
Objectives are appropriate, for example, in motivating sales-people. As
Deming points out, however, there are many situations where a focus on
objectives can lead people to cut corners with quality. You'll need to
decide for yourself whether or not to use these approaches. If you do, make
sure that you think through the behaviors that your objectives will
motivate.
12. Remove barriers to pride of workmanship.
Allow everyone to take pride in their work without being rated or compared.

Treat workers the same, and don't make them compete with other workers for
monetary or other rewards. Over time, the quality system will naturally raise
the level of everyone's work to an equally high level.
13. Implement education and self-improvement.
Improve the current skills of workers.

Encourage people to learn new skills to prepare for future changes and
challenges.
Build skills to make your workforce more adaptable to change, and better
able to find and achieve improvements.
14. Make "transformation" everyone's job.
Improve your overall organization by having each person take a step toward
quality.
Analyze each small step, and understand how it fits into the larger picture.
Use effective change management principles to introduce the new
philosophy and ideas in Deming's 14 points.
cost of Quality (COQ)
Knowledge Center > Learn About Quality > Cost of Quality

COST OF QUALITY ON ASQ TV

Quality Glossary Definition: Cost of Quality

Cost of poor quality (COPQ): The costs associated with providing poor quality products or services. There are four
categories: internal failure costs (costs associated with defects found before the customer receives the product or
service), external failure costs (costs associated with defects found after the customer receives the product or
service), appraisal costs (costs incurred to determine the degree of conformance to quality requirements) and
prevention costs (costs incurred to keep failure and appraisal costs to a minimum).

Cost of quality is a methodology that allows an organization to determine the extent to which its resources are used
for activities that prevent poor quality, that appraise the quality of the organizations products or services, and that
result from internal and external failures. Having such information allows an organization to determine the potential
savings to be gained by implementing process improvements.

Quality-related activities that incur costs may be divided into prevention costs, appraisal costs, and internal and
external failure costs.

Prevention costs
Prevention costs are incurred to prevent or avoid quality problems. These costs are associated with the design,
implementation, and maintenance of the quality management system. They are planned and incurred before actual
operation, and they could include:

Purchase Principles of Quality Costs

 Cost of Quality: What is it?

Also, click here to watch a special video on the cost of poor quality published by the ASQ Audit Division.

Product or service requirementsestablishment of specifications for incoming materials,

processes, finished products, and services
Quality planningcreation of plans for quality, reliability, operations, production, and
inspection
Quality assurancecreation and maintenance of the quality system
Trainingdevelopment, preparation, and maintenance of programs

Appraisal costs
Appraisal costs are associated with measuring and monitoring activities related to quality. These costs are associated
with the suppliers and customers evaluation of purchased materials, processes, products, and services to ensure
that they conform to specifications. They could include:

Verificationchecking of incoming material, process setup, and products against agreed

specifications
Quality auditsconfirmation that the quality system is functioning correctly
Supplier ratingassessment and approval of suppliers of products and services

Internal failure costs

Internal failure costs are incurred to remedy defects discovered before the product or service is delivered to the
customer. These costs occur when the results of work fail to reach design quality standards and are detected before
they are transferred to the customer. They could include:

Wasteperformance of unnecessary work or holding of stock as a result of errors, poor

organization, or communication
Scrapdefective product or material that cannot be repaired, used, or sold
Rework or rectificationcorrection of defective material or errors
Failure analysisactivity required to establish the causes of internal product or service
failure

External failure costs

External failure costs are incurred to remedy defects discovered by customers. These costs occur when products or
services that fail to reach design quality standards are not detected until after transfer to the customer. They could
include:

Repairs and servicingof both returned products and those in the field
Warranty claimsfailed products that are replaced or services that are re-performed under
a guarantee
Complaintsall work and costs associated with handling and servicing customers
complaints
 Returnshandling and investigation of rejected or recalled products, including transport
costs

Cost of quality and organizational objectives

The costs of doing a quality job, conducting quality
improvements, and achieving goals must be carefully
managed so that the long-term effect of quality on the
organization is a desirable one.
These costs must be a true measure of the quality effort,
and they are best determined from an analysis of the costs
of quality. Such an analysis provides a method of
assessing the effectiveness of the management of quality
and a means of determining problem areas, opportunities,
savings, and action priorities.
Cost of quality is also an important communication
tool. Philip Crosby demonstrated what a powerful tool it
could be to raise awareness of the importance of quality.
He referred to the measure as the price of
nonconformance and argued that organizations choose to
pay for poor quality.
Many organizations will have true quality-related costs as
high as 15 to 20 percent of sales revenue, some going as
high as 40 percent of total operations. A general rule of
thumb is that costs of poor quality in a thriving company
will be about 10 to 15 percent of operations. Effective
quality improvement programs can reduce this
substantially, thus making a direct contribution to profits.
The quality cost system, once established, should become
dynamic and have a positive impact on the achievement of
the organizations mission, goals, and objectives
1111

Philip Crosby: Zero Defects

Thinker

Philip Crosby (1926-2001) was an influential author, consultant and philosopher who developed

practical concepts to define and communicate quality and quality improvement practices. His influence

was extensive and global. He wrote the best-seller Quality is free in 1979, at a time when the quality

movement was a rising, innovative force in business and manufacturing. In the 1980s his consultancy

company was advising 40% of the Fortune 500 companies on quality management.

Life and career

Crosby was born in West Virginia in 1926. A graduate of
Western Reserve University, he saw service in the navy during
World War II and again during the Korean War, in-between he
completed a degree at Ohio College of Podiatric Medicine.
He started his working life on the assembly line in 1952 at
Crosley Corporation, later moving on to Bendix Corporation in
1955. After two years he left to become a senior quality
engineer for The Martins Company in Florida; it was there
where he developed and first implemented the Zero Defects
concept. After working his way up, in 1965 Crosby became
Corporate Vice-President and Director of Quality at ITT
Corporation for 14 years.
As a result of the interest shown in Quality is free, he left ITT
Corporation to set up his consultancy company, Philip Crosby
Associates Incorporated, and started to teach organizations
quality principles and practice as laid down in his book. In 1985
his company was floated for $30 million. In 1991 he retired
from Philip Crosby Associates to launch Career IV Inc. a
consultancy advising on the development of senior executives.

Key theory
Quality, Crosby emphasized, is neither intangible nor
immeasurable. It is a strategic imperative that can be
quantified and put back to work to improve the bottom line.
Acceptable quality or defect levels and traditional quality
control measures represent evidence of failure rather than
assurance of success. The emphasis, for Crosby, is on
prevention, not inspection and cure. The goal is to meet
requirements on time, first time and every time. He believes
that the prime responsibility for poor quality lies with
management, and that management sets the tone for the
quality initiative from the top.
Crosby's approach to quality is unambiguous. In his view,
good, bad, high and low quality are meaningless concepts, and
the meaning of quality is conformance to requirements. Non-
conforming products are ones that management has failed to
specify or control. The cost of non-conformance equals the cost
of not doing it right first time, and not rooting out any defects
in processes.
Zero defects does not mean that people never make mistakes,
but that companies should not begin with allowances or sub-
standard targets with mistakes as an in-built expectation.
Instead, work should be seen as a series of activities or
processes, defined by clear requirements, carried out to
produce identified outcomes.
Systems that allow things to go wrong - so that those things
have to be done again - can cost organisations between 20%
and 35% of their revenues, in Crosby's estimation.
His seminal approach to quality was laid out in Quality is
free and is often summarised as the 14 steps:

The 14 steps
1. Management commitment: The need for quality
improvement must be recognized and adopted by
management, with an emphasis on the need for
defect prevention. Quality improvement is equated
with profit improvement. A quality policy is needed
which states that ' each individual is expected to
perform exactly like the requirement or cause the
requirement to be officially changed to what we and
the customer really need.'
2. Quality improvement team: Representatives from
each department or function should be brought
together to form a quality improvement team. These
should be people who have sufficient authority to
commit the area they represent to action.
3. Quality measurement: The status of quality should
be determined throughout the company. This means
establishing quality measures for each area of
activity that are recorded to show where
improvement is possible, and where corrective action
is necessary. Crosby advocates delegation of this
task to the people who actually do the job, so setting
the stage for defect prevention on the job, where it
really counts.
4. Cost of quality evaluation: The cost of quality is
not an absolute performance measurement, but an
indication of where the action necessary to correct a
defect will result in greater profitability.
5. Quality awareness: This involves, through training
and the provision of visible evidence of the concern
for quality improvement, making employees aware
of the cost to the company of defects. Crosby
stresses that this sharing process is a - or even the -
key step in his view of quality.
6. Corrective action: Discussion about problems will
bring solutions to light and also raise other elements
for improvement. People need to see that problems
are being resolved on a regular basis. Corrective
action should then become a habit.
7. Establish an ad-hoc committee for the Zero
Defects Programme: Zero Defects is not a
motivation programme - its purpose is to
communicate and instil the notion that everyone
should do things right first time.
8. Supervisor training: All managers should undergo
formal training on the 14 steps before they are
implemented. A manager should understand each of
the 14 steps well enough to be able to explain them
to his or her people.
9. Zero Defects Day: It is important that the
commitment to Zero Defects as the performance
standard of the company makes an impact, and that
everyone gets the same message in the same way.
Zero Defects Day, when supervisors explain the
 programme to their people, should make a lasting
impression as a 'new attitude' day.
10. Goal setting: Each supervisor gets his or her
people to establish specific, measurable goals to
strive for. Usually, these comprise 30-, 60-, and 90-
day goals.
11. Error cause removal: Employees are asked to
describe, on a simple, one-page form, any problems
that prevent them from carrying out error-free work.
Problems should be acknowledged within twenty-four
hours by the function or unit to which the problem is
addressed. This constitutes a key step in building up
trust, as people will begin to grow more confident
that their problems will be addressed and dealt with.
12. Recognition: It is important to recognise those
who meet their goals or perform outstanding acts
with a prize or award, although this should not be in
financial form. The act of recognition is what is
important.
13. Quality Councils: The quality professionals and
team-leaders should meet regularly to discuss
improvements and upgrades to the quality
programme.
14. Do it over again: During the course of a typical
programme, lasting from 12 to18 months, turnover
and change will dissipate much of the educational
process.It is important to set up a new team of
representatives and begin the programme over
again, starting with Zero Defects day. This 'starting
over again' helps quality to become ingrained in the
organisation.
111111111111

Key works by Joseph Juran

Books
Managerial breakthrough. Revised ed. New York, McGraw-
Hill, 1994. (First published in 1964)
With Gryna, F. Quality planning and analysis. New York,
McGraw-Hill, 1993
Juran on quality by design. New York, Free Press, 1992
Juran on leadership for quality. New York, Free Press, 1989
Juran on planning for quality. New York, Free Press, 1988
Juran's quality control handbook. 4th ed. New York,
McGraw-Hill, 1988
Managerial breakthrough. New York, McGraw-Hill, 1964

Further reading
Dale, B. ed. Managing quality. London : Prentice Hall, 1994
The 5th ed. 2013 is available to CMI members from CMI Library
as an ebook.
Endres, A. Implementing Juran's road map for quality
leadership: benchmarks and results. New York NY: John
Wiley, 2000
Butman, J. Juran: a lifetime of influence. New York, John
Wiley, 1997
//////////////////

Dr. W. Edwards Deming

Dr. Deming's Ideas Dr. Deming's famous 14 Points, originally presented in Out of the Crisis, serve as
management guidelines. The points cultivate a fertile soil in which a more efficient workplace, higher
profits, and increased productivity may grow
What Is Business Process
Reengineering?
Business process reengineering
(BPR) involves the examination and
redesign of business processes and work
flows in your organization. A business
process is a set of related work activities
that are performed by employees to
achieve business goals. Basically,
a business process is the way we perform
our work and business process
reengineering is the process of changing
the way we do our work so we do it better
to accomplish the goals of our business.
Why Engage in Business Process
Reengineering
The idea behind business process
reengineering is to make your company
more flexible, responsive, efficient and
effective for all stakeholders, including
customers, employees and owners. In order
for BPR to work, your business must be
willing to make the following changes:
Change from a management focus to a
customer focus - the boss is not the
boss, the customer is the boss.
Empower your workers that are involved
in each process to have decision-
making and ownership in the process.
Change your emphasis from managing
activities to focusing on results.
Get away from 'score keeping' and
focus on leading and teaching so
employees can measure their own
results.
Change the company's orientation from
a functional orientation to a process or
cross-functional orientation. This allows
for an increase in organizational
knowledge among its members and a
greater degree of flexibility in
accomplishing tasks.
 Move from serial operations to
concurrent operations. In other words,
multitask instead of just doing one thing
at a time.
Get rid of overly complex and
convoluted processes in favor of simple,
streamlined processes. Use the KISS
Principle - keep it simple, stupid.
Stop trying to build an empire and
protect the status quo. Instead, invent
new systems and processes that look
towards the future
Business process reengineering
From Wikipedia, the free encyclopedia

Business process reengineering cycle

Business process re-engineering (BPR) is a business

management strategy, originally pioneered in the early
1990s, focusing on the analysis and design
of workflows and business processes within an
organization. BPR aimed to
help organizations fundamentally rethink how they do their
work in order to dramatically improve customer service,
cut operational costs, and become world-
class competitors.[1] In the mid-1990s, as many as 60% of
the Fortune 500 companies claimed to either have initiated
reengineering efforts, or to have plans to do so.[2]
BPR seeks to help companies radically restructure their
organizations by focusing on the ground-up design of their
business processes. According to Davenport (1990) a
business process is a set of logically related tasks
performed to achieve a defined business outcome. Re-
engineering emphasized a holistic focus on business
objectives and how processes related to them,
encouraging full-scale recreation of processes rather than
iterative optimization of sub-processes.[1]
Business process reengineering is also known as
business process redesign, business transformation, or
business process change management.
Overview[edit]

Reengineering guidance and relationship of mission and

work processes to information technology.
Business process reengineering (BPR) is the practice of
rethinking and redesigning the way work is done to better
support an organization's mission and reduce costs.
Reengineering starts with a high-level assessment of the
organization's mission, strategic goals, and customer
needs. Basic questions are asked, such as "Does our
mission need to be redefined? Are our strategic goals
aligned with our mission? Who are our customers?" An
organization may find that it is operating on questionable
assumptions, particularly in terms of the wants and needs
of its customers. Only after the organization rethinks what
it should be doing, does it go on to decide how best to do
it.[1]
Within the framework of this basic assessment of mission
and goals, re-engineering focuses on the organization's
business processesthe steps and procedures that
govern how resources are used to
create products and services that meet the needs of
particular customers or markets. As a structured ordering
of work steps across time and place, a business process
can be decomposed into specific activities, measured,
modeled, and improved. It can also be completely
redesigned or eliminated altogether. Re-engineering
identifies, analyzes, and re-designs an organization's core
business processes with the aim of achieving dramatic
improvements in critical performance measures, such as
cost, quality, service, and speed.[1]
Re-engineering recognizes that an organization's business
processes are usually fragmented into sub-processes and
tasks that are carried out by several specialized functional
areas within the organization. Often, no one is responsible
for the overall performance of the entire process.
Reengineering maintains that optimizing the performance
of sub-processes can result in some benefits, but cannot
yield dramatic improvements if the process itself is
fundamentally inefficient and outmoded. For that reason,
re-engineering focuses on re-designing the process as a
whole in order to achieve the greatest possible benefits to
the organization and their customers. This drive for
realizing dramatic improvements by fundamentally re-
thinking how the organization's work should be done
distinguishes the re-engineering from process
improvement efforts that focus on functional or
incremental improvement

//////////////////

BTL Marketing Definition

'BTL Marketing' stands for 'Below The Line Marketing'.

This kind of marketing is the kind of marketing that
targets specific groups of people with focus. For example,
a leaflet drop in a specific area, a Google Adwords
campaign targeting a certain group or a direct
telemarketing campaign targeting specific businesses.

This kind of marketing is best for conversions and direct

response.
An Example Of Below The Line Marketing Activity

The same cereal company could also run a direct

marketing campaign in a large city, targeting commuters
on the way to work. They might offer free cereal samples
along with vouchers that could be used in a local store.
This would be a strategy designed to target a specific
group of people and to try and encourage quick purchases,
or conversions.
A similar example of this that you might have seen before
is the Red Bull Mini (shown below)

BTL Marketing Example Image

Source

The Red Bull Mini is a great example of a BTL marketing campaign - free samples are given face-to-face to
people in local towns and cities.
Above The Line (ATL) and Below The Line (BTL) advertising are
two terms that are bandied around often these days in the
advertising world and often have the lay person confused as to
what they stand for. It might be worth our while to begin this by
defining what constitutes the metaphoric Line. To quote Michael
John Baker from The Marketing Book , the terms Above The Line
and Below The Line came into existence way back in 1954 with
the company Proctor and Gamble paying their advertising
agencies a different rate and separately from the agencies who
took on the other promotional activities.

What are ATL and BTL activities? They seem simple enough.
Above The Line (ATL) advertising is where mass media is used to
promote brands and reach out to the target consumers. These
include conventional media as we know it, television and radio
advertising, print as well as internet. This is communication that
is targeted to a wider spread of audience, and is not specific to
individual consumers. ATL advertising tries to reach out to the
mass as consumer audience.
Below the line (BTL) advertising is more one to one, and involves
the distribution of pamphlets, handbills, stickers, promotions,
brochures placed at point of sale, on the roads through banners
and placards. It could also involve product demos and samplings
at busy places like malls and market places or residential
complexes. For certain markets, like rural markets where the
reach of mass media like print or television is limited, BTL
marketing with direct consumer outreach programmes do make
the most sense. Says Raghu Khanna, CEO,
CASHurDRIVE, When budget is issue and the brand wants to
have a consumer connect BTL has better ROI.

THE IMPORTANCE OF THE GOOD

RELATION BETWEEN SUPPLIER
QUALITY AND PURCHASING IN THE
ORGANISATION.
March 13, 2013 by Miguel Brines in All Posts, AUTOMOTIVE.

Over the years I have been in contact with many companies and I have
seen different models from purchasing departments and supplier quality
approaches.

Supplier quality is the missing link between Quality and purchasing. The
target is always to apply the best quality standards to the cheapest (or
best cost concept now) suppliers in order to achieve the best results for
the company.

It makes no sense to use the cheapest suppliers and ignoring the quality
in decision-making on a supplier selection. It is necessary to involve in
an early stage Supplier Quality Management for applying their criteria.
Companies nowadays have more and more formularies, initial visits
audits and other tools to classify suppliers. Here the importance is from
purchasing to understand the minimum needs from quality to be
considered: This means that maybe the second supplier in the cost list
can be a long-term better option than the cheapest. In my opinion, it is
clear to understand that the lack of quality has a cost implication in long-
term.

On the other hand, we cannot miss the concept that all departments work
for the company profit. And therefore, introducing new suppliers in the
companies with a good purchasing strategy can end up in a market lead.
Competitors are doing it, always remember. Never underestimate
purchasing departments importance no matter if supplier quality reports
for purchasing or not.

Furthermore, here comes the support of Supplier Quality which is

key: how to develop a low-cost supplier. I can tell many success stories,
from working closely supplier quality aligned with purchasing. The way
to do it bias monitor them carefully, forget about your pride and spend a
bit of effort on continuous improvement activities. Supplier Quality
must understand the savings impact.
Further more in this global world a small/medium low-cost company can
be a perfect partner in global purchasing, all you need is just develop
them, give them business step by step and make sure your supplier
quality is monitoring them and supporting to improve standards, ending
up as a global partner.