The Quality Management Maturity Grid

It always was difficult to present management with the status of quality in the organization; there is nothing about quality that can't be explained away. The Quality Management Maturity Grid provides a view of the whole operation by letting the evaluator use their own information. Usually they rate themselves a level higher than they really are but this leaves room for improvement. The Quality Management Maturity Grid is a wonderful tool for communications between senior management and those who are trying to install a cultural revolution. The Quality Management Maturity Grid is very useful for teaching also; it formed the basis for many quality college courses.

Maturity approaches have their roots in the field of quality management. One of the earliest of these is Crosby's Quality Management Maturity Grid (QMMG) which describes the typical behavior exhibited by a firm at five levels of ‘maturity’, for each of six aspects of quality management. The Quality Management Maturity Grid had a strong evolutionary theme, suggesting that companies were likely to evolve through five phases - Uncertainty, Awakening, Enlightenment, Wisdom, and Certainty – in their ascent to quality management excellence.

Measurement Categories	Stage I: Uncertainty	Stage II: Awakening	Stage III: Enlightenment	Stage IV: Wisdom	Stage V: Certainty
Management understanding and attitude	No comprehension of quality as a management tool. Tend to blame quality department for "quality problems"	Recognising that quality management may be of value but not willing to provide money or time to make it happen.	While going through quality improvement program learn more about quality management; becoming supportive and helpful.	Participating. Understand absolutes of quality management. Recognise their personal role in continuing emphasis.	Consider quality management an essential part of company system.
Quality organisation status	Quality is hidden in manufacturing or engineering departments. Inspection probably not part of organisation. Emphasis on appraisal and sorting.	A stronger quality leader is appointed but main emphasis is still on appraisal and moving the product. Still part of manufacturing or other.	Quality Department reports to top management, all appraisal is incorporated and manager has role in management of company.	Quality manager is an officer of company; effective status reporting and preventative action. Involved with consumer affairs and special assignments.	Quality manager on board of directors. Prevention is main concern. Quality is a thought leader.
Problem handling	Problems are fought as they occur; no resolution; inadequate definition; lots of yelling and accusations	Teams are set up to attack major problems. Long-range solutions are not solicited.	Corrective action communication established. Problems are faced openly and resolved in an orderly way.	Problems are identified early in their development. All functions are open to suggestion and improvement.	Except in the most unusual cases, problems are prevented.
Cost of quality as % of sales	Reported: unknown Actual: 20%	Reported: 3% Actual: 18%	Reported: 8% Actual: 12%	Reported: 6.5% Actual: 8%	Reported: 2.5% Actual: 2.5%
Quality improvement actions	No organised activities. No understanding of such activities.	Trying obvious "motivational" short-range efforts.	Implementation of the 14-step program with thorough understanding and establishment of each step.	Continuing the 14-step program and starting Make Certain	Quality improvement is a normal and continued activity.
Summation of company quality posture	"We don't know why we have problems with quality"	"Is it absolutely necessary to always have problems with quality?"	"Through management commitment and quality improvement we are identifying and resolving our problems"	"Defect prevention is a routine part of our operation"	"We know why we do not have problems with quality"

 Perhaps the best known derivative from this line of work is the Capability Maturity Model (CMM) in addition to the Quality Management Maturity Grid for software. The CMM takes a different approach however, identifying instead a cumulative set of ‘key process areas’ (KPAs) which all need to be performed as the maturity level increases. This is described as a ‘staged’ representation, and leads to the attribution of a single level for maturity in the range 1-5.