Your startup is growing rapidly. How do you maintain quality control as operations expand?

Sistematizar los procesos. Al iniciar la startup los emprendedores participan en muchos procesos y tareas que dominan por la ejecución constante. El problema es que cuando van creciendo hay algunos procesos que se va delegando a nuevas personas por lo que va ser determinante en la calidad del producto o servicio documentar las mejores prácticas en cada proceso para utilizarlos como material de capacitación y/o consulta. Esto incluye los controles de calidad que se realizan en cada etapa de producción del producto o servicio.

To maintain quality control as your startup expands, focus on clear standards and systematic processes. Define quality expectations and implement regular inspections and testing. Train your team thoroughly on quality procedures and empower them to identify and address issues. Utilize technology for automation and data analysis to improve efficiency and catch defects early. Gather feedback from customers and stakeholders to continuously improve. Ensure suppliers and partners also meet your quality standards. Foster a culture of ongoing improvement and ensure leadership commitment to supporting these efforts with resources and guidance. These steps will help sustain growth and customer satisfaction effectively.

Keeping a dynamic and efficient hiring process is the key! Having the right recruitment tools in place is mandatory for that, we see now two trends here. 1. Retain the tools currently in use, or 2. Explore new tools that offer newer capabilities. The challenge lies in the absence of a clear method to measure the efficiency of your current recruitment process!! With the recent advancements in AI, every TA or C-suite Executive should actually consider exploring new tools. Some questions to consider: 1. What improvements will this new tool bring? Are these improvements quantifiable? 2. What are the costs associated with the change, including implementation and training? 3. Any previous success stories? any customers to speak with? +more..

Uma contratação para a área de qualidade deve ser muito estratégica, pois pode causar um impacto muito grande no controle de qualidade da empresa, seja positivo ou não. É importante deixar claro as atividades, dar autonomia para melhorar processos e acompanhar o desenvolvimento dessa contratação. É muito importante fornecer as ferramentas e informações necessárias para que essa pessoa possa trabalhar e contribuir para o crescimento da startup através do controle de qualidade.

Hiring senior talent for your startup is crucial, as the right skills and mindsets drive growth. It’s the people who define the processes that leverage this growth, the experts who develop the technologies, and those who shape the organization. A common mistake I see first-time founders make is hiring too many junior employees (due to limited funding) and attempting to build an organization with inexperienced, low-cost labor, such as working students. While this approach might be viable in the initial months, transitioning your organization from ideation to piloting and then to market requires experienced professionals. These seasoned individuals will make your organization more effective and professional, helping to avoid costly mistakes.

I would love to have process approach correctly .because it is know that quality always produces at origin level.another thing are come in a different way taking other step to improve quality is a treatment of work

A otimização de processos é um dos principais fatores que elevaram às start-ups ao alto patamar que estão hoje. É crucial ter uma visão macro dos processos que regem o negócio para saber atuar de forma pontual melhorando a qualidade do produto/serviço e entregando de forma ágil, o que difere das empresas tradicionais.

Defining the right metrics (KPIs) to track, but also to steer your organization (OKRs) are crucial to ensure you are heading towards the same direction and identify bottlenecks along the way. There is a lot of best practice out there in terms of defining the right KPIs, my advice here is to use your customer journey to ensure you are tracking the entire funnel. Another advice would be to track the right metrics on the right management level, meaning you set up a high level management dashboard with the most relevant 5-10 KPIs and if you want to dig deeper the department leaders will have their own KPIs with a more granular view. Oftentimes too many KPIs are being used on e.g. the management layers which prohibits effective steering.

Métricas são relevantes para qualquer negócio, Falconi disse que sem medição não há gestão. As métricas são como bússolas que apontam a diferença em que a empresa está indo, e é através delas que o gestor tomará decisões. É importante salientar que as decisões devem ser baseadas em dados tangíveis, e não na intuição.

Expand the culture of quality within the company because quality is not just a department; it is a habit and an attitude that improves services and products.

Culture is key when anything chaotic is happening (and scale is mostly chaotic). Things won't be perfect, so you ideally would drive a culture of excellence, rather than perfection, so that mistakes lead not to paralysis but rapid feedback and remediation loops. But the key with elite teams of all kinds - military special forces, sports teams, business units - is that when chaos reigns and things get harder, they get BETTER - they are elevated by the challenge.

Understanding stakeholders’ needs and expectations is crucial for identifying opportunities for process improvement and enhancing outcomes. By actively engaging with stakeholders and gathering their insights, you can pinpoint areas that require change, thereby driving continuous improvement and achieving better results.