quality - laqi.orglaqi.org/pdf/revistas/186_Ing.pdfcoherence, respect, and potential; consequently, you must not allow yourself to send the wrong signal to others, the signal that

Quality Magazine • www.laqi.org 1

qualitymagazine

edition

186

Total quality management aldo piñero

How an organization survives a crisisHéctor Ayala

Ecuadorian organizations were rewarded for their excellence and quality

Understanding leadership and its power stylesPedro Amador

Decision making: fear more than methodology!Jorge Arias

2 Quality Magazine • www.laqi.org Quality Magazine • www.laqi.org 3

SUMMARY

summaryarticles

Letter from the publisherEdition Nº186

Letter from the CEOMessage from the President of LAQI04 06

1610-14

20-24 26

30Ecuadorian organizations were rewarded for their excellence and quality

Pedro AmadorUnderstanding leadership and its power styles

Jorge AriasDecision making: fear more than methodology!

Aldo PiñeroTotal quality management

Héctor AyalaHow an organization survives a crisis

INDICE

http://laqi.org/mexico/

http://laqi.org/mexico/

http://laqi.org/bolivia/


Letter from the Publisher

EDITORIAL

Managing directorDaniel M. Da [email protected]

Editor-in-chiefAna Lucía Ramos [email protected] Art editorAndrea [email protected]

Copy editorMariano [email protected]

Dear readers,

Welcome to a new edition of Quality Magazine.

In this edition, we offer you a substantial selection of interesting articles that develop topics such as corporate quality management, corporate crisis, entrepreneurship, among others; they will undoubtedly be very useful and will offer knowledge that can help in the implementation of corporate practices in your organizations. Additionally, thorough our series of reports, you will know more about the experience of successful organizations of different sectors in the market.

We are always thankful for serving as a source of information and a channel for the dissemination of the relevant texts written by our pool of experts; they are highly qualified professionals with vast experience in corporate management, and, in their specialized articles, present relevant topics that are being discussed in the corporate sector today.

That is why they require the attention of corporate leaders.As in every new edition, we invite you to continue helping us by sharing your valuable corporate experiences so as to enrich even more this digital medium, always focusing on the tireless search for quality in all the process of an organization.

Success!


Daniel Maximilian Da CostaFounder & CEO

Latin American Quality Institute

Letter from the CEO

dANIELMAXIMILIANDA COSTAfounder & ceoLAQI

LETTER FROM THE CEO

Dear readers,

I welcome all of you who constitute the LAQI Member Network. In this new edition of Quality Magazine, you will find relevant information about the organizations in the Network, as well as several interesting articles of different topics, which will be extremely useful in your management practices.

Some days ago, the IX edition of the Ecuador Quality Summit took place, the first of the conventions that will take place this year. It was extremely pleasing to meet again the organizations that took part in this important event in previous editions. This is a clear indicator that they still maintain the strong commitment to offer quality by means of a corporate culture that is directed at good labor practices and social responsibility, which will provide them with sustainability in the market.

We are sure that this rewarding experience of being able to rely on committed and consistent organizations will be repeated in the next 2016 Quality Summits, which will take place in Brazil, Bolivia, Mexico and Peru.

As usual, we hope that the content of this edition is useful and influences the practices and processes in your organizations, which are directed at excellence and sustainable development. We invite you to enjoy this publication made exclusively for you.

See you next time.


ENTREPRENEURSHIP

Com mais de 30 anos de tradição, o Old West conquistou a cidade de Curitiba (PR)com um atendimento de excelência e um menu que surpreende até os paladares mais exigentes.

Em 2015, o Old West foi agraciado como Prêmio Latin American Quality Awards, concedido pelo Latin American Quality Institute e hoje é reconhecido como um dos melhores estabelecimentos gastronômicos do Brasil.

Acesse o site e conheça o Old Westwww.oldwest.com.br 0

5

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sexta-feira, 15 de abril de 2016 13:42:04


DECISION MAKING: Fear more than

Methodology!

The growth of an organization depends to a great extent on Decision Making, and

decision making depends on your personality and leadership, more than on a given

methodology that seems to be infallible! That is all!

Jorge Arias

In a globalized world, where change is the only constant, the Leaders of every Organization find themselves involved in the creative needs that positively affect the operation of their business, which forces them to leave behind old frameworks in order to concentrate on devising new attitudes, unique and differentiated, so as to offer their customers in anticipation what no one can offer them.

However, there is great fear in leaving known territories, and we do not accept the fact that we could do things better that way, because working in our comfort zone makes us feel secure and apparently productive. We are members of a society because we act and think like all others, talk about the same controversial topics at the table, accept the beliefs with which we have grown up, and use the clothes in fashion so as to feel that we are a part of today’s world, or the world considered in fashion at the time (even if this is an action performed by the average person or by most people). Have you asked yourself this: What would happen if we could leave this dull and predisposed environment, in order to propose significant changes that would allow us to achieve a better position in our market, or on a personal level in our current position?

You must accept the fact that it is outside their comfort zone that your team members’ true potential appears. There is the place where the real essence of hidden skill can be seen! Maybe neither you nor anyone else in your business noticed that such essence existed.

Why do you hesitate in making decisions?

1. The comfort zone. Leaving the comfort zone is a decision that most people fear, even when previous quantitative and qualitative analyses indicate that it is the right decision, or when the evidence shows that the time has come to change, no matter the cost within the organization.

2. Fear of risks. Risking yourself is no small problem. Most people prefer to avoid risks, and they look for the safe side, because they do not know whether their own potential or their team members’ is enough to assure the success of their decisions. Therefore, they prefer to move slowly, instead of engaging in a new adventure. You must know that no one knows what they may achieve until they try. Taking chances is the only way to reach the goal. “Danger” is a great encouragement to action, and only through actions things get done.

3. Fear of failure. No one likes to have bad results as a product of bad decisions. Insecurity has overcome several executives who have decided to do only what they are told and follow the rules so that they can assign a bad result to the person who has made the decision to change, thus acting as “Pilate,” i.e., washing their hands and blaming others when results were not achieved. When you are creative enough and have the guts to think differently from the way you are used to, you will be able to unchain the power of the organization, but if you do not show the necessary personality to do it, you not only will find yourself tangled in failure, but you will also lose your credibility and your leadership in the view of others.

Jorge Arias

E-mail: [email protected]

Tel: +52 33 3615 3471 / +52 33 3615 6861

Página Web: www.cehu.com


4. Fear of losing credibility. How can you gain credibility and trust if you do not make high-impact decisions? People expect too much of their leaders; they like to play with winners, and they do not like the idea of following weak leaders. In order to gain their credibility, they must observe you making strong decisions, significant decisions; they must observe you always doing what is right. They want to see you taking responsibility. Is that clear?

5. Lack of personality. I have repeated several times: As a leader, you must not be seen by others as one who lacks personality. It is not a question of “constantly threatening” others, telling them what will happen if they do not achieve results; it is a question of taking the responsibility of aligning the organization “no matter the cost,” and making decisions that assure a better future for your organization and for yourself. Personality conveys coherence, respect, and potential; consequently, you must not allow yourself to send the wrong signal to others, the signal that you hesitate or that you lack the guts before difficulties; it is You the one who leads. Understand that!

Achieving a high level of trust among those who follow you requires fighting the biggest of your battles: fighting against yourself.

In order to assure different results, it is required to think and act differently, too. The time has come to make room to gaining Trust and Credibility from those around you by doing more and talking less, i.e., being coherent with the values of the business, showing a Level of Leadership above average, and establishing the new bases of performance that will align your resources and allow you to implement your vision of the business. You must therefore be willing to leave familiar ground and assume the consequences that it implies.

Today countless seminars are available related to studying new methodologies to make decisions, prioritizing them in order to assure a high degree of assertiveness. Problem-Analysis and Decision-Making Frameworks come and go all over the world. Brainstorming, 8D (Eight Disciplines Problem Solving), among others, are topics implemented in several organizations, but “What happens in the end?”, “What happens when you have to make important decisions that imply transcendental change for the organization?”, “What happens when you are taken by the fear of firing workers who represent a conflict of interest in your organization?”, “What happens when the decision you must make has family of kinship implications?” I will tell you what happens: YOU WILL HESITATE! And by escaping your responsibility in making decisions of this size, you will lose your team members’ credibility; when this happens, you will also lose their commitment, motivation and absolute support. Therefore, be willing to change, because the time has come to be strong and win back the credibility that you have lost.

How can you gain credibility?

Remember this:

1. Coherence. Act consistently, in accordance with the values and principles of the organization. Do not for one second move away from them! As a leader, you are the one who must be the model and an example of absolute respect and commitment to what supports your vision of the business.

2. Facts and results. Your credibility must be based on reality, not on appearances. The position you occupy is merely a name; your results in the long run will tell people who you are and how much you are worth.

3. Do not improvise; do not rest on your laurels. Work seriously, with discipline, and above all measure the impact of each and every one of your actions, as well as your team members’. If something does not add value to the organization – for God’s sake! – forget it, and do not waste any more time with it.

4. Stand by your word. People in general expect that you honor your commitments. Do not contradict yourself, nor change your opinions too quickly. When you break your agreements unilaterally, you also lose others’ commitments. It is as simple as that!

5. Be coherent. You must not have different values for your personal life and your professional life. You must not be a person of double personality, so be willing to live with integrity and without conflicts of interest.

6. Loyalty. If you want others to be loyal to you, do not compromise their reputations with false comments. On the contrary, the best way to stop “rumors and the grapevine” in your business is not allowing them to happen.

7. Recognize only the achievements. Reward results, wherever they come from, but never pay for the sake of paying; do not pay if team members do not generate revenue through the added value of each position. In other words, when you pay for nothing, you must be aware that you are creating “lazy people” in your organization; eliminating such a cancer will be difficult, because you are the one who are spreading it throughout the organization. Even if you do not believe it, it will mean the death of your business.


8. Trust others, or fire them. If you hired the team members around you, you are responsible for their success or their failure, and you must take such responsibility. Whenever they do not hit the bull’s eye, You have not done your job right; you have not led them, trained them or supported them accordingly, in order to allocate tasks that will be successful within the organization.

9. Listen. Maybe you are an expert in some area, but this does not mean that another person cannot have a better or new idea. Whenever you consider yourself the expert, you will not listen to the others, and you will tend to become attached to the idea of not changing your Status Quo.t

• Learn faster than the others. This is the only way to win. Your leadership must not become static; it must reinvent itself from time to time. Highly effective leaders have three things in common:

motivation, skills and opportunity. Do not fear the failure in a process of change. Mistakes are inherent in any complex system; they are healthy and necessary, because from them we get wisdom. Consequently, learn and do not stop; stop wasting time “licking your wounds” for what happened, and understand that very few achieved success the first time. Failures, repeated failures, are the footprints left on the path to success!

In order to go far, you must change your ATTITUDE; in order to go beyond our limits, we must first put our potential to the test, and then the potential of those who help us. Take full responsibility. Be surprised by discovering that you can do things you feared you would not be able to. The decision lies in Yourself! Abandon the fear, build a new framework, and discover that it is possible to achieve success by lightening the burden; let each one take their own responsibility and add value to their dreams. Decide to eliminate whatever creates problems. Take your leadership back!


When someone explained to me years ago the types of power, I never forgot

them, but I could never imagine that, in practice, I would learn much more from individuals than from theory itself. I shall explain the ideas with simple examples, because, honestly, definitions for me are hard to understand. The underlying idea here is to be able to analyze the implications when someone asks us something, that is, gives us an order.

UNDERSTANDING LEADERSHIP AND

ITS POWER STYLES

PedroAmador

Especialista en Coaching y Comunicación

E-mail: [email protected]

Teléfono: +971 55 179 1508

Web: www.autocoaching.es www.migpsvital.com

There are always three styles at play, and it is worth analyzing each perspective separately.

– Expert power: it is obtained through appreciation and wisdom from the people who give us the order. For instance, if we are doctors and a Nobel Prize in Physiology or Medicine asks us something, there will be no doubt that the person knows exactly what he or she is asking us.

– Charisma power: it brings us peace, and usually reflects our values and ideas. It comes many times from popular individuals whom we admire, individuals who foster trust in ourselves, even if we barely know them.

– Coercive power: it is represented in the organization chart, and may simply come from our bosses. Maybe they have no idea of what they are asking us, but, as they are our bosses (or the president of a country), we can do nothing but obey them. I have been told several times about reward power, one that can reward our actions, with money or any other intangible reward, but I always prefer to consider it as part of the coercive power (only our boss has the power to give us a raise).

After establishing the above distinctions, comes the great exercise. Have you thought about two people discussing an order, and what type of power they want to exert? A good observation can give us an idea of how the conversation will end. I have met several team leaders who have become inflexible; they do not like it when a team member (often better qualified) discusses their orders. Charismatic people may spend hours talking to a qualified individual so as to convince him or her that they are right. It is also a lot of fun to observe how a charismatic individual obeys an order form a coercive leader, with a fake smile and a glaring look that means “I’ll pay you back.”

As usual, a happy medium points to a fundamental value: it is always better to deal with people who can exert a little of the three styles. In my opinion, you must have some knowledge of the subject so that you know what you are talking about; you must have enough charisma to convey ideas nicely; and, of course, you must have a hierarchical position that allows you to implement all the initiatives that come up.

What could be worse? When someone is given hierarchical power with no idea of the subject, that is, with no expert power. And you know what is funnier? That team leaders like this are increasingly more common. And it is not good to admit that you know nothing about the subject... It is stupidity that creates incompetent people with power!


quality management


aldopiñero

Especialista en Gestión y Análisis Organizacional

[email protected]

T. +54 11 4464 3558 +54 11 15 6586 1248

www.atpyasociados.com

TOTAL QUALITY MANAGEMENT

The management process of the transforma-tion into Total Quality Management (TQM) con-stitutes a total corporate approach centered

around satisfying – and very often exceeding – cus-tomer expectations, as well as significantly reduc-ing the resulting costs, which is thought to have an impact in 15% to 25% of the revenues due to sales.

For several people, senior management included, TQM is ambiguous, meaning excellent or outstand-ing. We must consider that if we cannot define TQM, we will not be able to measure it, much less achieve it. If it cannot be achieved, the cost of a bad TQM will continue to erode the future possibilities of profit-ability and competitiveness.

Achieving a lasting combination of attitudi-nal and technological change requires “a specific design,” and also “total, broad management, both in technical and attitudinal terms.” Surveys carried out during the years 2009 and 2010, and updated in 2014, about “what is the major difficulty of the manager in successfully per-forming his or her task towards results?” strongly pointed to the lack of attitude to attain the principle of “knowing how / doing,” which is the effective task of leadership during critical circumstances.

We must then ask ourselves:

Why do we experience implementation difficulties?

The best answer is: THE INSUFFICIENT APPLICATION IN MANAGEMENT OF THE INTE-GRATED CONCEPT OF THE THREE SUBSYSTEMS THAT INTERACT IN EVERY ORGANIZA-

TIONAL MODEL IN ANY PART OF THE WORLD:

Therefore, we must consider the whole chain of value as an integral part of the orga-nization.

Consumer = the one who effectively consumes the products of the organization.

Customer = all those individuals who could consume the products of the organization, but do not for different reasons.


In the diagram above, you will notice that there are no sequential or referential connectors. That is be-cause the value chain is a harmonic whole. Consider this: a bicycle chain has more than 100 links, but if one of them is missing, there will be no traction, and you will not be able to ride the bicycle. Therefore, the answer to the question “which is the most im-portant link in the chain?” is obvious: All of them. The same is valid for the most important link in the value chain of the organization.

Because of this, TQM encompasses ALL in the man-agement of the organization, the quantitative and the qualitative aspects, which deeply permeate the three subsystems in which we all act.

I suggest that you observe how your organization performs so as to test the complete value chain, and grade it from 1 to 6 (1 and 2 = investigate; 3 and 4 = investigate; 5 and 6 = continue improving).

In order to perform such an evaluation, I suggest a short but complete guide in nine principles. It will undoubtedly guide you satisfactorily.

1. Why is TQM important?2. Make sure customers determine TQM.3. Treat everything as a process (or as a part of

one).4. Improve continually.5. Consider TQM from the beginning.6. Solve problems using facts and data.7. Have everyone participate.8. Who are your customers?

“One person with passion is better than forty people merely interested.”

E. M. Forster

1. WHY IS TQM IMPORTANT?

• Because of the high cost of doing things wrongly, repeating tasks, correcting repetitive mistakes, not avoiding waste, among other concepts.

• Because of the competitive advantages brought by offering customers TQM in products and ser-vices, which they perceive as real TQM.

• Because of what it means to achieve higher prof-its for investments, today and tomorrow.

2. MAKE SURE CUSTOMERS DETERMINE TQM

• Customer voice must be heard and listened to in all the organization. The actions implemented in the organization must receive constant informa-tion from the customer voice.

• The goal is to obtain customers for life.• Having a TQM policy means conveying to your

next customer an error-free job.• Customer feedback must be constantly obtained

in order to determine where and how to im-prove – constant feedback facilitates continual improvement.

• Customer complaints must be seen as opportu-nities to improve TQM and value, which results in an advantage over the competition.

• Know how customers use your products and services – observe them, talk to them, and un-derstand their level of satisfaction.

• Use customer voice to define TQM and value. TQM and value must not be defined internally and then offered to the customer right away.

• Use TQM – according to customers’ definition – to determine internal processes.

• Customer requirements and expectations must determine all decisions.

• All individuals in the organization constitute internal suppliers and interconnected internal customers to serve the paying customer.


3. TREAT EVERYTHING AS A PROCESS (OR AS A PART OF ONE)

• A process is a sequence of activities that produce outcomes (products, services, information) or desired results.

• Everything must be treated as a process in order to be understood, standardized, controlled, and therefore continually improved.

• The best known process must be followed as standard procedure until a better process is found and conveyed to all those involved in the organization.

• In order to assure total customer satisfaction, integrated management, with interconnected functions, is required.

• TQM based on customer satisfaction is in turn based on considering the next function or indi-vidual in the process as if it were the customer, and on the response to customer expectations, internally and externally.

• A society with all key suppliers is established, enabling to take part in the continual improve-ment of the processes, products and services.

• Considering the next process as if it were “the customer” creates an interconnection system that assures the highest TQM in products and services for the final consumer.

• Reliable processes are developed and used in all goals of the organization. Reliable processes will render consistent results, thus satisfying and exceeding customer expectations.

4. IMPROVE CONTINUALLY

• Customer expectations change constantly. Organizations must implement continual im-provement to respond to and exceed custom-ers’ changing expectations.

• The organization that best manages continual improvement wins.

• Continual improvement is a prevention mecha-nism against setbacks. Whenever you remain static, you move back in relation to the com-petition.

• Continual improvement comes from several small steps and improvements.

• Small improvements are more feasible.• Small improvements bring a sense of momen-

tum, commitment and energy.• Small improvements increase the sense of prop-

erty and responsibility on all levels.• Continual improvement must be converted into

an integral part of everyone’s tasks and respon-sibilities – everyday.

• Improvement must not be interrupted, even when we are rated as the best.

• The ultimate goal is the endless improvement of processes.


HOW AN ORGANIZATION

SURVIVES A CRISIS

Crisis. This word has been profusely repeated recently, moving from daily life to a personal and corporate level. But what is crisis?

How can we define crisis for an organization? In general terms, we can define crisis as situations that create unexpected changes that affect an already planned structure one way or another. For an organization in particular, a crisis can be internal when something that we could not identify at the right moment destabilizes the normal working system of our organization, but a crisis can also be external, and this is the crisis with which we are more used to watching, feeling, touching, questioning and even attacking with all our strength.

Héctor o. Ayala

COACHING & ARQUITECTURA EMPRESARIAL

[email protected]

Miembro directivo de la RED GLOBAL DE MENTORES

Red Global de Mentoreswww.linkedin.com/in/hec-

tor-ayala-a307253b

On several occasions, as an example, it is common to find companies that have projects, team members, great professionals and great ideas, including projects that have received prizes, but the crisis for them is where to find liquid cash. This constitutes an external stress factor, because it is something that we cannot solve thorough decision making inside the organization. Therefore, we can point several external factors that create stress for organizations such as currency devaluation, government policies, competence, unemployment, and several other factors that we definitely cannot control.

But what can an organization do these days to survive such a changing environment and such disruptive occasions, especially if the organization is small or has few resources?

Allow me to share some advice:

• Mold the personality of your organization. Survival today depends on how much team members and the environment trust the organization. This is not about selling triumphantly. These are hard times for everyone. Tell the truth: some expenses were acceptable six months ago, but not anymore, right? Be coherent with your environment and your revenues.

• Keep your team members in high spirits. A common temptation during a crisis is to cut off expenses very drastically. Don’t do that. It is no time to spend too much, or to purchase with no reason. But it is important to celebrate. Find a way to involve the whole team when there is something worth celebrating. Be creative: there are several ways to save money and maintain team members’ morale at the same time; involving everyone is always cheaper.

• Be careful how you handle your suppliers. Organizations many times want the supplier to receive the burden for what a bank did not lend them. This is a mistake. You must maintain good relations with your suppliers: ask for what is necessary, and pay on time. Difficult times sooner or later will come to pass; do not create a bad reputation, because it will be hard to remove once it is established.

• Do the best you can with what you have. Be involved with things that yield immediate cash, that do not require big investments, and that can become sustainable through your team’s hard work during the first year. Use your own resources. They must be enough to provide what is fair in order to generate cash and cover some of the expenses. When the economy improves, you will be above the average companies that are still trying to be self-sustainable.

• Choose innovation. Look for new roads, new customers, new markets, new products, develop new strategies, innovate, innovate, innovate in all areas and in all directions.

• Listen. One way or another, markets talk. Listen to them. Markets are like individuals; be attentive. They also have feelings; be aware of them, understand them. Learn the art of listening to what the markets say, because in them lies the key to your corporate development. It is important to learn how to listen to them because even in the worst moments of a crisis that your company is going through, the markets will still be telling you their needs.

• Develop. Above all, look for a way to develop. Develop yourself, develop your team members, invest in your own development. Developing implies the commitment to trying to achieve excellence. In the end, every cent invested in your own development and in your team members’ will always come back multiplied.

To conclude. There is not only one way, nor only one magic formula that allows an organization to get out of a crisis, but one is for certain: you must act. No matter the formula that you decide to implement, act. In the end, actions will bring results that you will be able to measure, and then you will see whether the decisions were correct or not, but the most important fact is that by then you will farther away from the point where you were originally. Do not allow an internal or external crisis to destroy your organization. For sure, there is a way out for everyone. If you cannot see it yourself, ask for the help of a professional consultant.


ECUADOR QUALITY SUMMIT

2016


ECUADORIAN ORGANIZATIONS WERE REWARDED FOR EXCELLENCE AND

QUALITY IN THEIR MANAGEMENTThe Latin American Quality Institute awarded the “Empresa Ecuatoriana del año 2016” prize to the most important organizations of different sectors

The Hilton Colón Quito Hotel facilities were the scenario for the IX edition of the Ecuador Quality Summit corporate meeting, whose

main topic was “Goal 2016: Implementing the path towards Total Quality.” The event hosted approximately 100 representatives of the leading organizations in the country, the ones that were awarded as the best of the year for their responsible actions and practices as an indication of their quality management.

Among the activities was a series of presentations of different topics, developed by renowned experts who shared their vast experience and knowledge with the attending entrepreneurs.

The first one was entitled “Quality and Innovation: From continual improvement to continual innovation,” presented by Mr. Johan Estuve Bello, a consultant of corporate development and Director of the Proyecto Happiness for Latin America. The presentation aimed at providing knowledge about how continual innovation is related to the role of learning in continual improvement, and how both are necessary to assure the survival of the business.

Then the second presentation took place: “CSR management for Corporate Reputation: Identifying opportunities through good practices and effective communication,” presented by Mr. Roque Morán Latorre, founder and president of the Instituto de Responsabilidad Social Empresarial del Ecuador. The presentation discussed CSR as a key element in building corporate reputation, as well as the importance of its adequate communication within each interest group of the organization.

The third presentation focused on the topic “I am the Brand: Tendencies and strategies in Branding”; the presenter, distinguished marketing expert Gustavo Gallo Mendoza, showed the latest tendencies on how organizations are designing their branding strategies: from connecting emotionally, to optimizing their interaction channels, to using social media to achieve a true engagement with the consumer.

Additionally, after the presentations, our innovative module Masterminds®, took place with the theme “Actors of change: Building a responsible corporate culture,” conducted by Colombian expert in corporate development, Jaime España. During the session, the participant entrepreneurs exchanged experiences and contributed new ideas that will help future implementations in the management of their organizations.

Closing the event there was the ceremony to award the “Empresa Ecuatoriana del Año 2016,” prize, which recognized the best practices in Quality and Corporate Social Responsibility to xx organizations present in the event.”We are pleased to see that each year there are more organizations committed to good corporate practices and quality management. We congratulate and acknowledge the effort made by all these organizations, leaders in their own sectors, which, through their constant search for excellence, have consolidated their position in a highly competitive and demanding market,” said Daniel Maximilian Da Costa, founder and CEO of the Latin American Quality Institute (LAQI), the organization responsible for the event.

About the IX Ecuador Quality Summit

It was the ninth edition of the annual corporate meeting that gathers distinguished corporate leaders of the country, with the goal of exchanging experiences, best responsible practices, and successful cases, thus helping them to acquire new knowledge on topics such as Total Quality Management and Corporate Social Responsibility.


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quality - laqi.orglaqi.org/pdf/revistas/186_Ing.pdfcoherence, respect, and potential; consequently, you must not allow yourself to send the wrong signal to others, the signal that