Our methodology: Quality as a Business Strategy

At Hallmark Building Supplies, Inc., quality and process improvements are fundamental to our success. Our business philosophy is founded on the System of Profound Knowledge developed by W. Edwards Deming in the late 1970’s. We use the methodology created by Associates in Process Improvement, Quality as a Business Strategy (QBS), to implement Deming’s philosophies, concepts and specific methods – and guide our decisions and business practices.

This strategy aims to enable the organization to provide products and services that will be in demand and to create a place where people can enjoy and take pride in their work.

Deming’s System of Profound Knowledge

The System of Profound Knowledge provides a theory by which to understand our workplace. The System of Profound Knowledge is composed of four interrelated parts.

• Appreciation for a system
  Most products, services or outcomes result from a complex system of interaction among people, procedures and equipment. Appreciation of a system helps us understand the interdependencies and interrelationships among all components and thus increases the quality our system produces and the accuracy of our improvement efforts.

• Knowledge about variation
  Everything operates as a system. Within that system everything varies. Knowledge of variation allows us to determine what variation is normal and occurs as a result of simply operating a system and what is outside of normal system operation. Process improvement happens when you are working to reduce the variation of your process or system.

• Theory of knowledge
  Management is prediction. The theory of knowledge helps us understand that the more knowledge you have about how a particular system functions, the better the prediction and the greater likelihood that the changes you make to the system will result in an improvement.

• Psychology
  The theory of psychology helps us understand what makes people resist or accept change. Everyone is different – they learn differently, act differently and react differently. Understanding that this is part of normal variation allows us to communicate and help foster an environment that is free of fear. It enhances our ability to successfully improve the system and create a workplace that is enjoyable.

Quality as a Business Strategy
Quality as a Business Strategy includes philosophies, concepts and specific methods for creating an interdependent system. It is a map, which in the theory, is converted to the actionable, results-oriented implementation of managing a business and quality improvement within an organization. QBS centers around five activities:

• Purpose activity
  The purpose of an organization is the reason the organization exists – the need in society that it fulfills. The basic elements of a company’s purpose statement are: the company’s mission, beliefs and values, and vision. The purpose statement helps a company maintain a long-term focus and fosters an environment of improvement and quality.

• System activity
  The system activity refers to viewing the organization as dynamic, adaptive to the needs of the customer and comprised of interdependent people, departments, equipment, facilities, processes and products all working toward a common goal.

  Everyone works as an interdependent system. Making a change in one area can dramatically positively or negatively impact another part of the organization. Link to a system view of Hallmark.

• Obtaining information
  This activity requires an established system to gather information relevant to the need the organization is fulfilling. Hallmark actively gathers and solicits feedback from our customers, channel partners and associates to help us plan, improve and guide our strategic direction to best meet the needs of our customers. To provide feedback, contact us.

• Planning activity
  The planning activity uses the information that has been gathered from the system to determine system improvements and to guide business operation plans.

• Managing improvement activities
  This activity provides a process for managing and implementing improvement efforts in various areas of our system. Each improvement effort starts with a charter that answers three basic questions: 1) What are we trying to accomplish? 2) How will we know a change is an improvement? 3) What changes can we make that will result in an improvement?

  In August, 1994, Cliff Norman and Associates for Process Improvement introduced Hallmark to QBS along with the idea of Profound Knowledge. As a result, Hallmark started to formalize the quality journey that is now part of our culture. Everyone in the Hallmark system is responsible for participating in our quality journey and improving the quality of everything we do.

  "Hallmark is outside the system...that is why you have become an example to study by others worldwide." Cliff Norman, Associates in Process Improvement.

  To learn more about Dr. Deming’s System of Profound Knowledge, the five elements of Profound Knowledge, or QBS, please contact This e-mail address is being protected from spambots. You need JavaScript enabled to view it