Composite Quality Maturity Matrix

Quality Maturity Models provide organizations with a roadmap for QMS evolution. The following assessment is based on a number of best-practice quality maturity models, including models created by Deloitte, LNS Research, and Phillip Crosby.


This snapshot summary assessment involves 5 quick questions to gauge your organization's composite maturity level. Your composite score will help your organization understand  the overall cost of quality benefit of developing a path to quality leadership. 

Begin The Assessment  
Level 1
Level 2
Level 3
Level 4
Level 5
DEVELOPING
CONTROLLED
INTEGRATED
HARMONIZED
LEADER
Strategy &
Leadership
Organization
& Culture
Business Process Excellence
Technology
Capabilities
Performance Management & KPIs
Strategy & Leadership
Describe the strategy and leadership within your organization
Quality is disconnected from corporate objectives with no formal initiatives for improvement
Quality efforts exist within the organization but with a short-term focus
Cross-departmental quality programs with a greater emphasis on the future
Enterprise-wide quality programs focused on longer-term improvements
Multi-year, global quality programs that are fully integrated into long-term corporate objectives
Strategy &
Leadership
Organization
& Culture
Business Process Excellence
Technology
Capabilities
Performance Management & KPIs
Organization & Culture
Describe the organization and culture within your organization
Quality is an operational function and not part of the culture of the company
Compliance is the driver for operational quality, aligned departmentally
Quality reports to upper management with an emphasis on effective problem solving across the organization
Quality and operational excellence are integrated into the corporate structure and a key part of corporate goals
Quality and operational excellence are engrained into the culture of the company and top of mind for upper management
Strategy &
Leadership
Organization
& Culture
Business Process Excellence
Technology
Capabilities
Performance Management & KPIs
Business Process Excellence
Describe the business process excellence within your organization
Quality processes are manual, paper-based, and reactionary
Quality processes are focused on compliance and problem correction
Quality processes are focused on cross-functional continuity and problem prevention
Best-practice quality processes expanded outside the four walls and focused on proactive efforts
End-to-end quality excellence across the extended value chain, focused on leading (versus lagging) indicators
Strategy &
Leadership
Organization
& Culture
Business Process Excellence
Technology
Capabilities
Performance Management & KPIs
Technology Capabilites
Describe the technology capability within your organization
Systems either don't exist, are inadequate, or are based on legacy technology
Automated point solutions are deployed, but in a siloed manner
Systems are integrated across the company, providing quality improvements and operational efficiencies
Comprehensive, global solution platforms are deployed, enabling quality and operational excellence
Expanded capabilities that leverage emerging, innovative technologies that lead to quality leadership
Strategy &
Leadership
Organization
& Culture
Business Process Excellence
Technology
Capabilities
Performance Management & KPIs
Performance Management & KPIs
Describe the performance management and KPIs within your organization
Performance is sporadically measured, manually calculated, and not connected to corporate goals
Lagging indicators generated by departments are not consistent or aggregated across the enterprise
Key operational and quality metrics are measured in a timely manner
Quality measures are proactive, aggregated across the global enterprise, and connected to corporate goals
Quality measures are real-time, predictive and prescriptive in nature, and directly connected to performance incentives