业务组织需要有一个公司满足客户需求的过程。服务交付不限于有形产品，而是对公司向消费者提供的健康服务的管理。公司的质量管理确保公司生产的产品或服务始终保持高质量(Basu, 2013)。质量管理不仅关注最终的交付物，它还考虑到为达到最终结果而采用的过程。公司需要有一个健全的计划，质量控制，保证和质量改进过程(Basu, 2013)。质量并不局限于任何一种物理产品。消费者对产品有一定的期望。消费者的感知质量和期望也需要得到满足。
在某些情况下，这些公司不能满足消费者的期望。这被认为是质量上的差距。可以使用SERQUAL模型显式定义这些间隙。沟通差距、交付差距、政策差距、知识差距和感知差距是交付过程中出现的主要差距(Simpson et al.， 2015)。单个公司开发用于分析产品质量的度量标准，并派生出持续改进过程的方法。
联合利华在20世纪90年代早期开发了一个以消费者为中心的质量计划。它是最早采用全面质量管理的先驱之一(Lasserre, 2012)。在此之后，开发了多个质量管理程序。联合利华也采用了精益生产过程的一些基本理念，从而拥有一个动态的产品开发过程。它还鼓励子公司和供应商遵循这些质量管理协议(Basu， & Wright, 2012)。公司从根本上避免了对客户期望差距的监控。在公司内部运营管理策略被转变为一个更加透明和负责任的过程。这使公司能够发展强大的商业道德和管理。
Business organization needs to have a process where the company meets the customer requirements. Service delivery is not limited to tangible products rather it is management of the wholesome services provided by the company to its consumers. Quality management of a company ensures that the products or service produced by a company is consistently high quality (Basu, 2013). Quality management does not focus only on the final deliverable it also takes into consideration the processes adopted to achieve the final result. There is a need for companies to have a robust planning, quality control, assurance and quality improvement process (Basu, 2013). Quality is not limited to any one physical product. Consumers have certain expectation of a product. Perceived quality of the consumer and expectations also needs to be met.
In some cases the companies do not meet consumer expectations. This is considered to be a gap in quality. These gaps can be explicitly defined using the SERQUAL model. Communication gap, Delivery gap, policy gap, knowledge gap and perception gap are the main gaps that arise during delivery (Simpson et al., 2015). Individual companies develop metrics for analysis of quality of product and derive ways to continually improve the process.
Unilever has diversified products and consumers across the global arena. There are many quality management programs that have been developed by companies. Each company creates their own individualized quality management programs to ensure their consumers to be satisfied. Unilever Company follows lean production, total quality management and Six Sigma to continually deliver performance.
Unilever developed a consumer centric quality program early in 1990s. It was one of the early pioneers to adopt Total Quality Management (Lasserre, 2012). Subsequent to this there have been multiple quality management programs that have been developed. Unilever also adopts some fundamental ideologies of lean production process to have a dynamic product development process. It also encouraged its subsidiaries and suppliers to follow these protocols of quality management (Basu, & Wright, 2012). Fundamentally the company to avoid the gaps in customer expectation tried to monitor. Within the company operations management strategy was changed to a more transparent and accountable process. This enabled the company to develop strong business ethics and management.
Unilever has management operations in many global areas. Hence the company also followed heterogeneous culture management programs. Suppliers for Unilever are an intricate list of companies and organizations (Lasserre, 2012). An effort to ensure supplier emphasize was given to supply chain management.