Grade Attempt Attempt Attempt 1Completion Summary Attempt 1 Theodore Corcoran Available: Dec 12, 2016 12:01 AM - Dec 18, 2016 11:59 PM Written: Dec 13, 2016 7:26 PM - Dec 13, 2016 8:26 PM Quizzes Event Log Timing Time Limit: 1:00:00 (enforced) Grace Period: 0:05:00 before being graded as late Time Spent: 1:00:00 Grading Feedback Auto-Grade Final Score / 20 Student View Preview 0 / 20 Graded (G) Attempt Feedback Skip Toolbars for Attempt Feedback. More Insert actions. Format Paragraph Address Preformatted H1 - Heading 1 H2 - Heading 2 H3 - Heading 3 H4 - Heading 4 H5 Show All Components Quiz Results ions What are the three basic steps of an organizational change process? Creating, acquiring, and transferring knowledge and in modifying the behavior of their employees. First Cycle elimination of variety in portfolio of business by reducing the nonperforming business units as judged by market performance. The elimination of unprofitable businesses practices Second - simplifying and eliminating non-value-added activities through creative efforts of teams using work-outs and the change action process. Third- challenge employees to keep looking for creative ways to apply new learning from any source to improve business. hree basic stages. The first stage involves questioning the organization's current state and dislodging accepted patterns of behavi re developed to replace suspended old activities. The final period consists of institutionalizing the new behaviors and attitudes. alue of 0 was assigned) et ycle are: List the six stages of a quality life cycle 1. Adoption: the implementation stage of a new quality initiative. 2. Regeneration: When a new quality initiative is used I conjunction with an existing one to generate new energy and impact 3. Energizing: 4. Maturation: 5. Limitation or Stagnation: 6. Decline: Page 675 alue of 0 was assigned) et Summarize a culture of performance excellence within an organization. 1. it must create and maintain an awareness of quality by dissemination results throughout the organization. 2. It must provide evidence of management leadership, such as serving on quality council, providing, resources, or championing quality projects 3. it must encourage self-development and empowerment through the design of jobs, use of empowered teams, and personal commitment to quality. 4. It must provide opportunities for employee participation to inspire action, such as improvement teams, product design reviews, or Six Sigma training. 5. it must provide recognition and rewards, including public acknowledgement for good performance as well as tangible benefits. ence can be summarized as follows: lence in performanceobtaining desired behaviors and results. That is, there is a clear focus on results that support the organiza hat their success is contingent upon the successful performance of their employees. People are the most important driver of perfo work. There is clear alignment at the three levels of qualityorganization, process, and individual. mitted to creating conditions and consequences that support and sustain strong performance. Finally, leadership is vital to success alue of 0 was assigned) et List a few characteristics of small firms that adversely affect the implementation of TQ principles. 1 The lack of market clout, which may impact a small firm's ability to get suppliers involved I quality efforts. 2 Not recognizing the importance of human resource management strategies in quality 3 Lack of professional management expertise and the short-term focus. 4. Lower technical knowledge and expertise making it difficult for smaller firms to effectively use quality tools and improvement techniques. 5. The informal nature of communication and lack of structured information systems, which inhibit implementation. Page 684 ch may impact a small firm's ability to get suppliers involved in quality efforts. ce of human resource management strategies in quality, and therefore experiencing lower levels of employee empowerment, invo ment expertise and the short-term focus, which often results in inadequate allocation of resources to TQ efforts. nd expertise, making it difficult for smaller firms to effectively use quality tools and improvement techniques. unication and lack of structured information systems, which inhibit implementation. alue of 0 was assigned) et Above it the text book that I am using and would also like to know how do I search for questions in general for this text book. Changing Organizational Culture Strategic change is broad in scope and stems from strategic objectives, which are generally externally focused and relate to significant customer, market, product/service, or technological opportunities and challenges. Process change is narrow in scope and deals with the operations of an organization. An accumulation of continuously improving process changes can lead to a positive and sustainable culture change. 1 Sustaining Performance Excellence ...the ability to address current needs and have the agility and management skills and structure to prepare successfully for the future. Building and sustaining performance excellence requires effective leadership, a commitment to change the adoption of sound practices and implementation strategies, and continual organizational learning. 2 Contrasts: Strategic versus Process Changes 3 To Managing Change Ask the tough questions: Why is the change necessary or why are we doing this? What will the change look like or do to the organization (departments, jobs)? What needs to happen or what problems will be encountered? What's in it for each individual? How are we going to manage the effort on an ongoing basis? What have we learned and how can we leverage it? 4 Key Behaviors for a positive quality culture Create and maintain an awareness of quality by disseminating results throughout the organization Provide evidence of management leadership, such as serving on a quality council, providing resources, or championing quality projects Encourage self-development and empowerment through the design of jobs, use of empowered teams, and personal commitment to quality Provide opportunities for employee participation to inspire action, such as improvement teams, product design reviews, or Six Sigma training Provide recognition and rewards, including public acknowledgment for good performance as well as tangible benefits 5 Role of the Workforce Senior leadership must provide the vision. Middle managers provide the leadership by which the vision of senior management is translated into the operations of the organization, and act as role models for first-level managers and employees. The workforce delivers quality and, for a performance excellence strategy to succeed, must be granted not only empowerment, but ownership. 6 Barriers to Change Lack of what Deming called \"constancy of purpose.\" Lack of a holistic systems perspective. Lack of alignment and integration with the organizational system. Alignment refers to consistency of plans, processes, information, resource decisions, actions, results, and analyses to support key organization-wide goals. Integration refers to the harmonization of plans, processes, information, resource decisions, actions, results, and analyses to support key organization-wide goals. Recognizing Different Perspectives on Quality is the first step towards Performance Excellence. An enterprise must have an overall approach or philosophy to make sure that all divisions and functions within it work towards common vision, mission, and goals, even though different functions of the organization may have different perspectives of quality. The management must understand the different views and align measurement metrics to achieve goals. The differences in views may be due to past experiences and current attitudes or feelings. Alignment of views of quality of an organization and its employees is necessary in order to meet and exceed customer expectations of products or services provided by the company. Traditional Differing Perspectives on Quality Engineering Perspective Operations Perspective Strategic Management Perspective Marketing Perspective Financial Perspective Human Resources Perspective Product Design & Engineering Perspectives on Quality Involves all of those activities associated with developing a product from concept development to final design and implementation. Product may be assessed using statistical models and Life Testing which is a facet of reliability engineering that concerns itself with determining whether a product will fail under controlled conditions during a specified life. Reliability may increased through redundancy of critical components. On-line quality control in manufacturing and service is monitored and improved through Statistical Process Control (SPC) which is concerned with monitoring process stability and computing process capability. Operations Perspective on Quality The operations management view of quality is rooted in the problem solving and systems approach. The systems view involves the understanding that product quality is the result of the interactions of several variables such as machines, labor, procedures, planning, and management Operations managers are very concerned about product and process design. However, rather than focusing on only the technical aspects of these activities, operations management (OM) concentrates on the management of these activities. OM considers the manufacturing or warehousing or other operations as a system and tries to optimize or improve the entire system. The Systems View of Operation Management Planning Organizing Outputs Conversion Process Outputs Inputs Models Behavior Feedback Controlling Operations/Marketing Interface A major advance in operations management has been the improved understanding of the operations/marketing interface. The interface has resulted in an increased focus on the customer. This externalized view is important as operations managers in firms still tend to be focused heavily on meeting production schedules, sometimes at the expense of good quality. Marketing Perspective on Quality Marketing efforts are often focused on managing perceptions of quality. Relationship Management Directing attention toward satisfying and delivering value to the customer. Tools for Influencing Customer Perceptions of Quality Note: Price and advertising are the primary tools for influencing customer perceptions of quality, but are imperfect mechanisms. Marketing Perspective on Quality Focus on Service Another important contribution of the marketing perspective has been the focus on service. Customer service surveys are important tools for assessing the multiple dimensions of quality. Financial Perspective on Quality One of the most commonly asked questions about quality management is \"will it pay us financial benefits?\" The financial perspective relies more on quantified, measurable, results-oriented thinking. According to Law of Diminishing Marginal Returns there is a point at which investments in quality improvement will become uneconomical. According to the quadratic economic quality level model, at any given time, higher levels of quality may result in higher expenditures. This time restricted view misses the benefits from continual improvement. W. Edwards Deming made the first theoretical attempt to link quality improvements to financial results through the \"Deming Value Chain.\" Improve Quality Productivity Improves Cost decrease because of less rework, fewer mistakes, fewer delays, snags; better use of machine-time and materials Stay in Business Capture the Market Provide Jobs and More Jobs Basic Economic Quality Level Model Total Quality Costs = Sum of Losses and Gains Cost Costs of Improving Quality Minimum Cost Losses due to poor quality Optimum Quality Level Quality Human Resource Perspective on Quality Understanding the human resource perspective on quality is essential as it is impossible to implement quality without the commitment and action of employees. Related Concepts Employee Empowerment (TEI - Total Employee Involvement) Organizational Design (OD) Job Analysis 360-degree evaluation Total Quality Human Resources Management L14.2 Building on Best Practices Actions for 'L14.2 Building on Best Practices' Print All employees play a role in TQ implementation; from senior managers, who lead and provide resources, to middle managers who act as change agents and assure that goals are met. In turn, the workforce must take personal responsibility for making things happen. Even unions play a role, as they must work for the welfare of their members, while also working cooperatively with management. Best practices are those that are recognized by the business community to lead to successful performance. Some best practices are \"universal\" including cycle-time analysis, process value analysis, process simplification, strategic planning, and formal supplier certification programs. Others depend on a company's level of performance. For instance, low performers must stick to basics such as process simplification, training, and teamwork, while high performers can benefit from benchmarking world-class organizations and using more advanced approaches. DownloadSend to Binder Best Practices for Quality and Performance Excellence ...those that are recognized by the business community (and often verified through some type of research) to lead to successful performance. Research suggests that trying to implement all the best practices of worldclass organizations may not be a good strategy. In fact, implementing the wrong practices can actually hurt the organization. 1 Performance Excellence Culture A premium is placed on excellence in performanceobtaining desired behaviors and results. That is, there is a clear focus on results that support the organization's mission, vision, and strategic objectives. Organizations acknowledge that their success is contingent upon the successful performance of their employees. People are the most important driver of performance. Strategic outcomes drive the work. Management is strongly committed to creating conditions and consequences that support and sustain strong performance. Finally, leadership is vital to success. 2 Strategies for Quality and Performance Excellence ISO 9000 Six Sigma Baldrige Integration of two or more of these. Note: A successful strategy needs to fit within the existing organization culture and capabilities. 3 Building on Best Practices \"Universal\" best practices Cycle time analysis Process value analysis Process simplification Strategic planning Formal supplier certification programs Note: Beyond these five, best practices depend on an organization's current level of performance. That is, organizations must build their capability slowly and methodically. 4 Examples of Quality Engines 5 Example: Mesa Products Quality Management System 6 Quality Profile: Montgomery County Public Schools MCPS comprehensive reform efforts are guided by the district's strategic plan, Our Call to Action: Pursuit of Excellence (OCA). Senior leaders engage in extensive outreach with partners, customers, and the community to solicit shared concerns and expectations that are codified in the OCA. MCPS \"reverse engineered\" the education process by starting with the goal of college and career readiness, and then identifying the knowledge and skills needed for students to reach that target. 7 Quality Profile: The City of Coral Springs In 1993, the City of Coral Springs began its journey to be a high-performing \"municipal corporation,\" a city government following a corporate management model. The organizational culture is reflected in its four core values: customer focus, leadership, empowered employees, and continuous improvement. Teams of employees from across the organization work together to solve problems and review processes, promoting cooperation and driving organizational innovation. Challenges in Small Organizations and Nonprofits Lack of understanding and knowledge of what needs to be done and how to do it. Lack of resources needed to establish and maintain more formal quality systems. Lack of market clout, which may impact a small firm's ability to get suppliers involved in quality efforts. Not recognizing the importance of human resource management strategies in quality. Lack of professional management expertise and the short-term focus. Lower technical knowledge and expertise. The informal nature of communication and lack of structured information systems. 1 L14.3 Effective Implementation Actions for 'L14.3 Effective Implementation' Print Typical organizations encounter numerous barriers to successful implementation. They need to recognize these barriers and avoid the common mistakes that stifle quality efforts, particularly the lack of alignment and integration between components of the organizational system. Alignment is the consistency of plans, processes, actions, information, decisions, results, analysis, and learning to support key organization-wide goals. Integration refers to the harmonization of plans, processes, information, resource decisions, actions, results, and analyses to support key organization-wide goals. Change is always difficult to accomplish, and organizations generally should manage change as a three-stage process. The first stage involves questioning the organization's current state and dislodging accepted patterns of behavior. The second stage is a state of flux, where new approaches are developed to replace suspended old activities. The final stage consists of institutionalizing the new behaviors and attitudes. Principles for Effective Implementation Committed leadership from top management. Integration with existing initiatives, business strategy, and performance measurement. Process thinking. Disciplined customer and market intelligence gathering. A bottom-line orientation. Leadership in the trenches. Training. Continuous reinforcement and rewards. 1 Journey Toward Performance Excellence Quality life cycle 1. Adoption: The implementation stage of a new quality initiative. 2. Regeneration: When a new quality initiative is used in conjunction with an existing one to generate new energy and impact 3. Energizing: When an existing quality initiative is refocused and given new resources 4. Maturation: When quality is strategically aligned and deployed across the organization 5. Limitation or stagnation: When quality has not been strategically driven or aligned 6. Decline: When a quality management system (QMS) has had a limited impact, initiatives are failing, and the QMS is awaiting termination 2 The Baldrige \"Roadmap\" 3 Organizational Learning Sustaining Performance Excellence requires continual learning. Learning organizations have become skilled in creating, acquiring, and transferring knowledge and in modifying the behavior of their employees and other contributors to their enterprises. Learning organizations have to become good at performing five main activities systematic problem solving, experimentation with new approaches, learning from their own experiences and history, learning from the experiences and best practices of others, and transferring knowledge quickly and efficiently throughout the organization Quality System Audits Quality Audits Internal assessment tool to identify areas for improvement. Study ways to improve customer service and to ascertain whether current customer service processes are being performed. Audit Process The audit process is based on a framework of standards, concepts, procedures, and reporting practices. Disciplined process that relies heavily on evidence, analysis, convention, and informed professional judgment. Main Ingredients to An Audit Auditing principle A fundamental truth, primary law, or doctrine that indicates the objective of the audit. Auditing standard Is a measurement of performance or a criterion establishing professional authority and consent. Auditing procedure Establishes the courses of action available to the auditor to judge the adherence to the standards and the validity of the application of the principles. Quality System Audits Best Practices Findings should be fact based Good Ex 1 - \"No incoming inspection procedure exists\" Good Ex 2 - \"Temperature gauge on welder not within calibration\" Avoid statements telling how to perform the corrective action Bad Ex 1 - \"Need to document a procedure for incoming inspection\" Bad Ex 2 - \"Need to calibrate temperature gauge\" Types of Audits Supplier audits Conducted by purchasers of their suppliers. Certification audits Used to maintain a certification such as ISO 9000 or ISO 14000. Award audits Involve site visits to externally validate the claims made by applicants in their applications for the Baldrige, state quality awards, customer awards, and other prizes. Consultant audits Studies performed by consultants to determine the maturity of a company in the quality pursuit and to help identify areas to be addressed in future quality plans. Presidential audits Performed by a team led by the president of the company. These audits are usually operational and quality-related in focus. Kaoru Ishikawa was an advocate of presidential audits. Self Assessment: Basic Elements Management involvement and leadership Product and process design Product control Customer and supplier communications Quality improvement Employee participation Education and training Quality information 1 Are We Making Progress? The Baldrige Program provides two simple instruments called Are We Making Progress? (one for employees and one for leaders). They provide a way of capturing the voice of the employee and the perspective of leadership to develop baseline measurements of an organization's progress using the Baldrige criteria. 2 Importance of Follow-Up of Self-Assessment Results Many organizations derive little benefit from conducting self-assessment and achieve few of the process improvements suggested by self-study. Reasons: Managers do not sense a problem Managers react negatively or by denial Managers don't know what to do with the information 3 Leveraging Self-Assessment Findings Prepare to be humbled Many managers have trouble believing that the performance levels of the organization are as low as they appear. Talk through the findings Discussing the issues, concerns, and ideas can generate greater shared perspective among executives and improve consensus. Recognize institutional influences Discussion about the environmental motivators of the project can sensitize managers to these outside influences. Grind out the follow-up 4 A Quality View Toward the Future [Quality] has become one of the twentieth century's most important management ideas. It has exorcised the traditional business and graduate management school notion that a company's success means making products and offering services quicker and cheaper, selling them hard and providing a product service net to try to catch those that don't work well. It has replaced this notion with the business principle that making products better is the best way to make them quicker and cheaper and that what is done to make quality better anywhere in an organization makes it better everywhere in the organization. - A.V. Feigenbaum and Donald S. Feigenbaum Learning Objectives Quality and Leadership You are able to describe the requirement for building and sustaining performance excellence. Fundamental Concepts Supporting Quality Decisions You are able to differentiate between organizational changes resulting from strategy development and implementation (i.e., \"strategic change\"), and organizational changes resulting from operational assessment activities (i.e., \"process change\"). Quality and Organization Success You are able to explain that some best practices are \"universal\" and others depend on a company's level of performance. Quality and Leadership You are able to explain that all employees play a role in TQ implementation. Quality and Organization Success You are able to explain that change is difficult to accomplish and organizations generally should manage change as a three-stage process. Fundamental Concepts Supporting Quality Decisions You are able to defend the concept that implementing Six Sigma can provide key insights that can apply to implementing any type of quality and performance excellence initiative. Quality and Organization Success You are able to propose the concept of self-assessment - the holistic evaluation of processes and performance - as a starting point to build a quality organization