SQM Implementation Plan Type of Organization: Living Water Bookstore. Living Water Bookstore is a small independent Christian bookstore that has been in business since 1978. It is family-owned and operated. Their mission is to strive to offer high quality and personal service, and to stay in Paris so that the people of the small town will continue to be able to purchase Christian products in their own town. The staff is committed to the business and their customers; this excerpt from the Living Water website attests to that: \"Living Water Bookstore offers the widest selection of Bibles in Northeast Texas and Southeast Oklahoma. We offer a range of versions and work to get the best deals for our customers... Since our company opened its doors in 1978, we've treated every customer like they were a part of our family. Other companies may offer similar services, but our services are the best, and come with a personal touch.\" The company will be undergoing a change in management at the beginning of 2014; the owner's granddaughter will be purchasing the business. Leadership Team: The Leadership Team for Implementing Strategies of Success for the bookstore is the owner, _______, his wife who is the accountant of the business, _______, and their granddaughter (the manager), _______. (Names removed) The Owner of the business is responsible for overseeing all aspects of the business to ensure that everything is functioning properly. He or she must oversee spending, employees, and customer satisfaction to ensure the business' success. The Accountant is responsible for keeping track of business spending and setting the budget to make sure that the persons doing the ordering for the business do not overspend. She or he is also responsible for making sure all government regulations are fulfilled, like quarterly reports. 2 The Manager is responsible for the day-to-day operations of the business, including purchasing, overseeing the employees, scheduling, and receiving orders just to name a few. All the members of the Leadership Team are committed to quality management and would like to enact strategies that reflect that. Culture: The culture of Living Water Bookstore is their values, principles, and integrity, within which are their beliefs, practices, habits, and traditions. The Beliefs are in their Mission to offer high quality and personal service, and in the fact that the people of their town need their service. Their Practices are exceeding customer satisfaction, meeting ethical standards, and doing whatever they can to make sure that they are helpful and that goals are met. Living Water makes it a Habit to display unwavering commitment to the customer, to be honest and humble, and to balance business life and personal life. The Traditions are of a family-owned and operated business, with a family atmosphere. The changes or improvements needed are 1) supporting and enabling employees with knowledge and skills, 2) implementation of quality initiatives, and 3) communication with the surrounding area to let them know about the business. Existing Improvement Initiatives: Improvement Initiatives are beneficial to the bookstore, and imperative for total quality management. If total quality management is to be achieved, the leadership of the store must be dedicated to it, setting the example of supporting continuous improvement. Really the only major way that Living Water is currently trying to improve quality is by making sure that everyone is aware of how to do general procedures correctly. However, the fact that they are putting quality management into the hands of every member of the organization is also worth noting. Strategic Management Model-Integrating Quality: 3 Mission - The Mission of Living Water Bookstore is to strive to offer high quality and personal service, and to stay in Paris so that the people of the small town will continue to be able to purchase Christian products in their own town. They are committed to the business and their customers, and want to treat each customer as family. External and Internal Assessments - (SWOT Analysis): (Internal Assessment) Strengths: The things that the bookstore is doing well are mostly in the area of customer service. They strive to make a lasting, personal connection with each customer, and that keeps the customers coming back. They also excel at differentiation and keeping up with new products. They have many different products and they always have the new products in stock when they come out. Weaknesses: A major weakness of the business is organization. So much so that it almost isn't worth mentioning anything else. There are too many products on the shelves and it can sometimes be difficult to find things. Another weakness is out-of-date software. (External Assessment) Opportunities: There are many opportunities for the store. The town has many outreach programs that Living Water could participate in to solidify their presence. Also, Hastings (the only other bookstore in town) is closing in June which could mean more business. Threats: Threats include the possibility that because of Hastings' closing, another bookstore might move in. Another major threat is that many people in Paris do not know that the bookstore is open, so something needs to be done about that. Vision - The vision of Living Water Bookstore is to be the premier choice in Northeast Texas for Christian literature, music, and gifts. They hope to provide even more superior customer service 4 and to increase their visibility in order to increase profits by 25% before the year 2018. They will increase their product lines and achieve a high level of organization which will make the bookstore run more efficiently. Goals and Objectives - The goals of Living Water are embedded in their vision statement. The goals are to 1) be the premiere choice for Christian products in Northeast Texas, 2) increase visibility, 3) increase profits by 25% before the year 2018, and 4) achieve a high level of organization. Strategy Formulation - - Make goals and ideas clearly known to employees - Create more advertising and communication to make the business more visible - Implement organization initiatives - Bring technology up to date Strategy Implementation (Deployment) - - Holding weekly meetings to talk about the week's performance - Publish newspaper articles and participate in community events - Create a system for organizing excess inventory - Research and select a new operating system Measurement and Feedback - The bookstore is making a measureable amount of money. If 25% more profits are achieved by 2018, the goal will be met. The bookstore's leadership staff should work closely and come to agreements on TQM measures. Living Water needs to attempt to meet their goals by making them known to the staff, so that everyone in the business will be on the same page. Feedback may come through customer critique or be derived from the weekly meetings held with the staff members. 5 Alignment of 5 P's: Purpose - the Mission, Vision, Goals, and Objectives of the bookstore. The Mission of Living Water Bookstore is to strive to offer high quality and personal service. The Purpose is to stay in Paris so that the people of the small town will continue to be able to purchase Christian products in their own town. As stated earlier, the vision of Living Water to be the premier choice in Northeast Texas for Christian literature, music, and gifts. They hope to provide even more superior customer service and to increase their visibility in order to increase profits by 25% before the year 2018. They will increase their product lines and achieve a high level of organization which will make the bookstore run more efficiently. Goals and Objectives: The goals of Living Water are embedded in their vision statement. The goals are to 1) be the premiere choice for Christian products in Northeast Texas, 2) increase visibility, 3) increase profits by 25% before the year 2018, and 4) achieve a high level of organization. Principles - the Integrity, Ethics, and Values of the bookstore. The Integrity of a Christian bookstore or organization is incredibly important. On one hand one wants to be a good example of honesty and reliability, but on the other hand, consumers absolutely expect it. This can be a driving factor, but can also put a lot of pressure on an organization. Ethics also play a large part of the business. For the bookstore, this means trying to provide the best prices possible, never trying to take advantage, and always attempting to be fair. Values: the Values go along with the bookstore's Integrity and Ethics, as well as its Principles. At Living Water, customer satisfaction, differentiation, and integrity are all things that are highly valued. Processes - The Processes of the bookstore are the instructions and guidelines for operation which are set forth in training and are expected to be fulfilled by the employees for the duration 6 of their work at the bookstore. These are not currently set forth in a manner that is efficient, so that is something that should be remedied. People - the people are the owner, manager, and staff. Each of the people whose job it is to perform work consistent with the Principles and Processes of the bookstore makes up the People of Living Water Bookstore. Performance - The Performance factor of the Five P's consists of the performance reviews given to employees. These are not currently routine; however, in order to have a TQM success, they should be. Employees will receive weekly feedback with a quality checklist of their performance. This will enable management to see what is being done right, who is taking the steps to improve and innovate in the store, and who is not quite hitting the mark in the manner that they should be. Training: Right now, training is not as standardized as it should be (as mentioned in the Processes section). The training of the manager on the owner and accountant's jobs is going well and is fairly regulated; however, the training of general employees probably lacks something to be desired. Employees now mostly learn by example, and while this can be helpful after the original methods are taught, if they are just given general principles then left to learn for themselves, they will not be as successful. The leadership should also be more of an involved presence, so as to lead by example. The employees should learn this way so that they do things in the way that management would have them to do them. Communicating SQM Initiatives: Two-way communication is the only way of conveying the change to Strategic Quality Management to employees of the bookstore. There should be weekly meetings with the team members, as discussed earlier, and these meetings should give the employees the know-how needed to implement Strategic Quality Management initiatives. The 7 reasons for the change will be conveyed so that employees will respect the change and also be confident in their own implementation of that change. The employees should be the main people implementing the change, and are the resources that will make the SQM a success. The bookstore should also create an atmosphere that makes employees feel like they can come to the management privately with things in the store that are concerning to them. Teams: Because the bookstore is a very small business, there will not be much use for teams. The hierarchy in place lends itself to having only a management team and a staff team. This is what is already happening, but by making the employees see that they are a functional unit, perhaps their skills, communication, and effectiveness can improve, which will be helpful in implementing SQM. Empowerment: Recently, Living Water has expanded to have more employees. Prior to April, there was only the leadership team and one sole employee who worked mostly with the manager. Now there are four part-time employees, so the bookstore has been working on making them feel more empowered to try new things and implement their own changes. They know that if their work is not approved of it will go back to the way it was before, but they are not afraid to share ideas and try them out to see if they might work. This will be incredibly helpful in strategic quality management, because they feel empowered and will feel like they can take on bigger roles in the initiatives set forth by management. Process Documentation, Ownership, Management, and Improvement: Most all processes are managed by all employees, with the exception of Bible imprinting and order management. Serving customers, fulfilling special orders, stocking, and shipping are all done by general staff members and management alike. Because these processes are all so independent, there is not really a process flowchart to be made. Perhaps this means that 8 something should be put into place that makes the entire operation a fluidly transitioning operation, but right now it is not. People are so important in the Five P's because they are the active portion. Their decisions will make or break the SQM initiative. It is for that reason that the People of the bookstore will: - Eliminate non-essential items (items that do not add value to the organization) - Be involved in the effort for quality management - Empower and act empowered Quality Awards: Because the business is so small, there are no quality awards. However, if it continues to grow, it would be feasible that small rewards may be given to great staff members. Benchmarking: The Measurement and Comparison to surrounding area Bookstores: Living Water Bookstore Targets: Gain Higher Visibility Be More Involved in the Community Other Organizations Mardel / Generally Lowest Prices Lifeway / Most diverse products Update Operating System On some levels, Living Water cannot compete with these other companies, so they will choose to excel at what they know they can and leave the rest up to their high customer satisfaction rate. Measurement of SQM Success: Success will be measured by quality, productivity, and customer satisfaction. Quality: products will be sold defect free and on-time, they will display accuracy. Productivity: the time it takes for routine tasks will be quantifiably diminished, unnecessary processes will be eliminated. Customer Satisfaction: customers will be satisfied with the service, employees will be satisfied with their jobs, and leadership will be satisfied by both. 9 Successes & Failures: The bookstore will gain from its successes by continuing the quality initiatives already in place by keeping all people involved satisfied, and continually learning and growing. But the bookstore will learn more from its failures, in order to grow and improve where it is lacking. They will be turned around to be used for something good. Visibility of Success Publicized: The bookstore has a monthly newsletter in which a feature called \"A Note from Dave\" will mention what is happening and how it has been successful. They will also use the local newspaper to announce these successes. Ensuring Long-Term Continuous Success (Conclusion): Living Water Bookstore is committed to quality and excellence for its staff and its customers. It is the goal of the store to continue to meet customer satisfaction, but take it to an even higher level of surpassing customer's expectations. Living Water will use everything it learns, from its successes and its failures, to move forward and produce higher quality work. They will get serious about quality, and better organize their products for a better shopping experience and work environment. As long as Living Water can remember their vision, goals, and objectives, and as long as they seek to better their organization, they will see success. 10 Works Cited Pryor, M., White, J., Toombs, L. \"Strategic Quality Management: A Strategic Systems Approach to Continuous Improvement\". 2007. 1 SQM Implementation Plan Type of Organization: Texas State University. The Texas State University is an educational system focusing on quality education for our students with the assistance of their future careers. The University is an accredited university with the State of Texas. The Mission of the University is on the future success of the students by offering quality, yet challenging education by our highly qualified and professional staff of educators. The faculty and staff of Texas State University are dedicated and committed to the multicultural teachings, and quality learning and achievements of each student. Leadership Team: The Leadership Team for Implementing Strategies of Success, for the University is the Office of the President (Chief Executive Officer); Office of the Provost (Chief Academic Officer) & Vice President for Academic and Student Affairs; the Office of Business & Administration; the Office of Institutional Advancement; and the Department of Student Success. The President & CEO of the University is responsible for overseeing the whole system with Administration, Faculty & Staff, Students and their Organizations to ensure the success and future success of the university. The Provost & Vice President for Academic and Student Affairs is in charge of overseeing the Academic departments, the Dean of students, Curriculum, ensuring high quality education. Business & Administration focuses on the facilities and finances of the university. Institutional Advancement ensures the University's success by working toward Student Recruitment, Alumni Relations and fundraising efforts; 2 The Student Success Department is imperative to the universities success of the students with offering services to the students to help them with Orientation, orienting the students with the university's schedules, and Career Development helping with preparing for graduation and future jobs. Culture: The culture of the University is our principles, values and integrity. What come with the principles listed are our beliefs, habits, practices and traditions. The Beliefs are in our Mission of the quality and excellence in educating students from around the world in our culturally diverse atmosphere. The Habits is the structured curriculum maintained at the school. Our Practices are achieving quality initiatives and implementing departments designed to maintain a smooth functioning organization, along with ethical standards set in place. The Traditions of the University is our Alma Mater, activities on and off campus, as well as serving the community. The changes or improvements needed are 1) focus on and implement quality leadership and management, 2) supporting and enabling faculty and students with achievements of success, 3) participation of quality initiatives, 4) communication, by advertising the University's achievements to ensure high enrollments, and lastly 5) utilizing Idea Generation tools to help solve major issues, and to sort ideas and opinions; suggestions. Existing Improvement Initiatives: Improvement Initiatives are imperative to the University, for total quality management. The necessary management behaviors of the administration and faculty must demonstrate a commitment to TQM, by setting an example by managing quality as a key strategic issue and supporting continuous improvement. The university implements strategies into the organizations plans for the means of continuous quality improvement. It also focus' on the organization of the university's teams for quality improvement. The Administration of the University maintains continuous communication with the faculty and staff 3 as a means of raising quality awareness and reinforcing the message. As well as publicizing Quality of Service achievements for Instructors and achievements of students, and the generous contributions and endowments made to the university for scholarship funding among other things. Training and education are given to all employees including the Administration in order for everyone to understand new concepts, skills, tools and techniques that are necessary for a change initiative and be able to apply them in their daily work. All employees in every department are reminded and accountable for initiating and maintaining quality improvements. A quality system is included in the processes of the University for working towards continuous improvement initiatives. Lastly, the University uses Benchmarking to compare to the quality initiatives of other universities to measure up to the initiative standards and exceed those of others. Strategic Management Model-Integrating Quality: Mission- The Mission of Texas State University is to provide a personal educational experience for a diverse community of life-long learners. Our purpose is to discover and disseminate knowledge for leadership and service in an interconnected and dynamic world. Our challenge is to nurture partnerships for the intellectual, cultural, social, and economic vitality of Texas and beyond. External and Internal Assessments- (SWOT Analysis): (Internal Assessment) Strengths: Four new student housing facilities constructed, offering more housing for future students allowing for higher enrollment. New Music Hall and Arts Building constructed for larger performance area and new auditorium. New Science Building with high tech equipment, meeting demands of students and offering up-to-date educational tools. 4 Weaknesses: Low enrollment rate needs improvement. Financial Aid Department understaffed, lacks timely responses for students and parents. (External Assessment) Opportunities: The University posses' land in the outlining areas, offering as rental property to the community gaining extra profit for the school. Cities and towns in the surrounding areas offer potential future students to the University. Threats: Other Universities offering potentially newer and better programs opportunities and facilities. The City is depending on the University to bring in new business, rather than making plans of expansion, which ultimately bring in more people to the area offering the University more attention. Vision- Texas State University will become the university of choice for all those seeking a higher education in the State of Texas and beyond. It will provide traditional and non-traditional learning opportunities through existing and new programs that set high expectations and goals for students, faculty and staff. The University will provide a sense of community through a nurturing environment for all individuals in order to maximize learning, career and personal development. Texas State University will become a place where students, faculty, staff, and community are engaged in the pursuit of excellence. Goals and Objectives- The goals of the University are to 1) have the highest enrollment and graduation percentages in the State, 2) have a desirable University and Community to bring in prospective business owners to expand the city, causing for potential higher enrollment, gaining attention to the area and University, 3) Offer new programs to compete with local Universities. Strategy Formulation-Designing Teams in areas of the University to strategize on effectiveness of key areas 5 -Opening a Student Success Department -Meeting with the City on Ideas of City expansion -Create more advertisement and communication to make our university the most attractive to potential students -Meet with faculty-using Idea Generation tool tactics on specific areas of programs that could potentially be offered at the university. Strategy Implementation (Deployment)-Implement a University-wide Goal Project -Mandatory Team meetings on Quality Excellence and Achievements -Student Success Department reaching out to all new students to secure relationship to school with students and encouragement to complete their degree -Attend City Council meetings to engage community of awareness to possibilities to University and the City -Updated University's website and internal student's software system. Measurement and Feedback- The University is sustaining a measurable amount of students. It has gained a 10% increase in enrollment of new students. The University is still working in close connections with City improvements, and quality measurements have been met within many departments. Improving awareness of goals - stressing success - improving graduation rates, is one modification necessary for the University. Another modification needed is to initiate and offer more support to the students and their parents. Alignment of 5 P's: Purpose- the Mission, Vision, Goals and Objectives of the University. Mission: The Mission of Texas State University is to provide a personal educational experience for a diverse community 6 of life-long learners. Our purpose is to discover and disseminate knowledge for leadership and service in an interconnected and dynamic world. Our challenge is to nurture partnerships for the intellectual, cultural, social, and economic vitality of Texas and beyond. Vision: Texas State University will become the university of choice for all those seeking a higher education in the State of Texas and beyond. It will provide traditional and non-traditional learning opportunities through existing and new programs that set high expectations and goals for students, faculty and staff. The University will provide a sense of community through a nurturing environment for all individuals in order to maximize learning, career and personal development. Texas State University will become a place where students, faculty, staff, and community are engaged in the pursuit of excellence. Goals and Objectives: The goals of the University are to 1) have the highest enrollment and graduation percentages in the State, 2) have a desirable University and Community to bring in prospective business owners to expand the city, causing for potential higher enrollment, gaining attention to the area and University, 3) Offer new programs to compete with local Universities. Principles- are the Integrity, Ethics and Values of the University. Integrity: The integrity of the University is very important. We want the students and community to value our efforts. We uphold the highest level of integrity by fostering to the needs of individuals. Ethics: The University upholds the highest level of ethical standards, and supports and attends ethical seminars provided by the University with professional speakers made available to all employees and students. Values: Our values go along with our principles, which are achieving quality initiatives and implementing departments designed to maintain a smooth functioning organization, along with ethical standards set in place. 7 Processes- The process of the University are the departments that construct the University as a whole. Some of the departments are, but not limited to, Admissions, Financial Aid and Scholarships, the Housing Department, all the way to Maintenance. People- The People are the faculty, administrators, staff...all the employees of the University that perform work consistent with the Principles and Processes of the university. Performance- The Performance factor of the 5 P's consists of evaluations offered to students to get feedback concerning Instructors performance and behavior, classroom material. Also, questionnaire's on all new processes, such as new technology for student use. Each department participates in the same way with having individual department evaluations as a means of offering quality services. For example, the Counseling Department gives out questionnaires on services offered and the effectiveness of them. The Housing Department gives out questionnaires on the housing facilities to ensure student's needs are being met. These types of questionnaires are all part of continuous improvement initiatives. Training: Different methods of training are made available to the Administration, faculty and staff of the University as a tool for continuous quality improvements, and necessary for informational purposes and staying current with new regulations, as well as new program requirements. Most training is held my leaders of departments such as Directors or the Dean of any particular department. There are other types of training, such as Continuing Education classes, Seminars (i.e. Ethical Behaviors), Forums (i.e. Q&A's with upper Administration and students to assess the needs of students and for improvement initiatives), Meetings (i.e. on Leadership and Success), and Quality Improvement Meetings on a Monthly or Semi-Annual basis. For example, using the Quality Improvement Meeting as an example, in the Financial Aid Department it is imperative to stay informed and perform to the latest laws and procedures 8 applicable to State regulations; therefore continuous training is necessary. With leadership training, to be effective, the Directors or Deans must contribute to the training by following through themselves, so that their employees may be lead by example. Communicating SQM Initiatives: Two-way communication is the only way of conveying the change to Strategic Quality Management, to employees of the University. A meeting involving all personnel, and follow-up meetings by each department held by management or Directors, or Deans, etc. to reiterate and influence the change to keep employees enthusiastic about the change is how the transition is to be handled. The initial University-wide personnel meeting will give all employees the basic knowledge needed for implementing the change, over to SQM. This meeting will discuss the Vision of the new way of how things will be initiated and handled. The leaders will be trained and have the knowledge of the new concept and will apply the methods necessary for the transition. The leaders will show their integrity so that employees will feel more confident in this change. The reasons for the change to SQM will be conveyed for the purpose of the employees understanding of it; as well it will be related to improvements of the University. The employees of the University are the major resources to making the transition work. Action plans will be set in place so that all personnel know their position in the change. Weekly department meetings will take place for measurement and feedback of the transition to improve or correct anything that needs to be handled. And as always, employees are encouraged to have private meetings with their department head if they feel it is necessary to discuss issues of concern. Teams: Because each department functions separately, although together for the purpose of the University and its students, the departments will be put into Functional Teams, by each department becoming a team. The teams will be encouraged and engaged in activities that 9 include and improve on skills, communication, participation, relationships, effectiveness and performance, geared toward implementing and sustaining SQM initiatives. Empowerment: As President, the University uses a form of External Empowerment, in that each department is given some freedom in power. Each department has their duties and obligations to the University and the students, however, their decisions based on the functions of the departments have a little more liberty and freedom to run professionally and strategically to succeed in its operation, and implementing changes. For example, the University requires the College of Education and Human Services to educate and support the students in their academic achievements and leads them to their future endeavors; however the department has the freedom in setting up the goals and expectations of their students. Although in the internal and external empowerment of the University, the President and CEO is made aware of all the organization of each department and has the ultimate control if changes need to be made or implemented. Process Documentation, Ownership, Management, and Improvement: Processes of the University and Process Ownership Obtain Students - Admissions Department Help with Entering University - Financial Aid Department and Housing Department Help in Selecting Classes - Student Success Department (Orientation and Scheduling) Curriculum - Instructors Selecting a Major - Department Advisors Graduation Information & Materials - Office of the Registrar The Process Flowchart goes along with the flow of the system by: Identify Students Needs Document Student into the System Assist Student with Financial Aid and/or Scholarships Apply Orientation and Assist in Scheduling Classes-Familiarizing 10 Student with School System Introduction of Classroom Instruction Supply Students with Graduation Information and Materials Processes are prioritized by flow of system to get students from Point A to Point B Non-Value Items that can be eliminated during process: Call waiting times in Financial Aid Department, Unnecessary documentation, Excessive paperwork, and Repetitious cycles of effort, Meetings without agenda, and Data without purpose or use. People are the active ingredient in the Five P's. Thus their attitudes, speech, and behavior play an essential role in an SQM initiative. The decisions that members of an organization make on a daily basis will influence the extent to which an improvement initiative is successful. Therefore, the People of the (organization) University will: -Be involved in the improvement effort to the extent that they will be a positive role model for others. -Remove (or facilitate the removal of) constraints and items which do not add value. -Provide resources or Ask for resources. -Empower people and Act Empowered. -Be understanding, patient, and morally diligent in relaying messages. -Serve on teams. -Act as Process Owners, and consider process improvement a normal part of their job. -Use checklists so there is a better understanding of process ownership and improvement responsibilities. -Ask Questions! Quality Awards: An Awards Ceremony is held each year at the University, for Faculty and Staff, to recognize the quality individuals that have taken great strides and effort in improving 11 the quality of the University. Quality of Service Awards are given out to employees with outstanding performance and achievements on quality initiatives, performance and success. Meritorious Achievement Awards are awarded to recognize Faculty and/or Staff with Achieved improvements within their department. Benchmarking: The Measurement and/or Comparison with other local Universities: Our Organization: Texas State University Targets: Gain National Attention Other Organizations: University of Texas / Highest Enrollment Texas Tech University/ High-Tech Equipment North Texas State / Community Involvement Texas Women's Col. / High Graduation Rate Attain Community Involvement Focus on Student Attendance Update Buildings/Classroom Equipment Measurement of SQM Success: Quality: -First Pass Yield - Students graduating to the next grade after one school year -Accuracy - Developing reaching materials and other items that are defect free, complete and on-time with information that adds value. -Scrap - Dropouts (Some of these are reworks) -Rework - Failures and classes retaken Productivity: -Cycle Time - How long it takes to prepare course materials, reports, grades 12 -Non-Value-Added Activities - In-process inspection, storage and queues, unnecessary handling (paper, products, computer), unnecessary documentation, lengthy signature cycles, duplication of effort, excessive paperwork, data without purpose or use. -Overtime - Extra time worked because of bad processes, poor time management, or misallocation of work. People Issues: -Absenteeism, Turnover, Morale, Grievances, Skill Levels. Customer Satisfaction: -Successful \"Satisfied\" Students - Students who learn the material they need in a comfortable and safe environment. -Empowered \"Satisfied\" Teachers - Teachers who participate in decisions affecting them with fewer mandates from the State. Teachers who teach in a disciplined, fear-free environment free from guns, drugs, violent students, and repercussions from administrators. Positive parent/teacher/administrator/student relationships. -High Performance \"Satisfied\" President - Teachers, administrators and staff accepting empowerment, work teams, and improvement as a way of life. President and Deans who have positive, productive relationships with teachers, other administrators, parents and students. Supplier Performance: -High Performance Suppliers - Incoming materials (including food & supply, maintenance materials, etc), books and equipment are defect free; and invoices are correct. Successes & Failures: Texas State University will gain from its successes by continuing quality excellence initiatives in line with the University, by keeping all employees and students satisfied with the system, and continuously implementing strategic quality management initiatives, and 13 encouraging feedback on the process. Furthermore, the University will learn, grow and develop from its failures, by initiating quality initiatives to improve on the areas it lacks. We will use the failures from the past, and turn them around positively with hard work and diligence. Visibility of Success Publicized: Texas State University currently has a newspaper that cycles throughout the University and surrounding areas. The University is proud of the meritorious efforts that has been accomplished and the continuing efforts of quality within the University, that the University is proud to recognize those individuals in the University Newspaper and on the school website. Ensuring Long-Term Continuous Success (Conclusion): The University is committed to quality for the intentions of the students, faculty, staff and administration. It is the goal of the University to continue to and strive for the highest success with quality initiatives and the implementation of Strategic Quality Management. The University will leave the failures in the past, but use them as a tool for moving forward and producing the highest achievements in the quality of service, and all standards of improvement. As long as the employees of the University keep in mind the Vision that we have set forth for the University, and continues to work towards that in their daily work, the University is confident of the long-term continuous improvement efforts that will bring us the success of our goals and objectives. 14 Works Cited: Porter, J. Leslie & Parker, Adrian J. \"Total Quality Management - the Critical Success Factors\". Total Quality Management, Vol. 4, No. 1. 1993. Pryor, M., White, J., Toombs, L. \"Strategic Quality Management: A Strategic Systems Approach to Continuous Improvement\". 2007. Texas A&M University-Commerce. http://web.tamu-commerce.edu/ Strategic Quality Management (SQM) Implementation Plan This plan may be written for a religious organization, a city, a manufacturing organization etc. This is an organization-wide plan for the implementation of a Strategic Quality Management Initiative. NOTE: This is NOT a Management case, a Marketing case, a research paper, or a plan for implementing an IT system, an HR system, etc. It is an organization-wide QUALITY plan. Citations are not required. Double space. Use 1-inch margins, 12 point, and Times New Roman font. NO title page. You may add items, but DO NOT omit items on the outline. Use headings based on items required in outline. Approximate length is 8 to 10 pages (appendices extra). Outline Type of Organization Leadership Team Culture Existing Improvement Initiatives Strategic Management Model-Integrating Quality- Mission - Internal (Strengths, Weaknesses) and External Assessments (Opportunities, Threats, Vision, Goals and Objectives, Strategy Formulation, Strategy implantation (development), Measurement and Feedback) Alignment of 5 P's - Purpose - Principles - Processes - People - Performance Training Communicating SQM Initiatives Teams Empowerment Process Documentation, Ownership, Management and Improvement Quality Awards Benchmarking Measurement of SQM Success - Quality - Productivity - People Issues - Customer Satisfied - Supplier performance Successes & Failures Visibility of Success Publicized Ensuring Long-Term Continuous Success (Conclusion) Strategic Management Model Internal Strengths & Weaknesses External Opportunities & Threats (SWOT) Internal & External Assessments Why the Organization Exists. What the Organization Wants to Be. Mission Vision Goals & Objectives High Level Desired Results. Specific, Measurable Outcomes Necessary to Make the Vision a Reality. Leadership Competencies & Core Values Use Quality Criteria for Self-Assessment and Improvement. Implement Teams Strategy Formulation Strategy Implementation (Deployment) The Plan of How & When to Achieve the Goals & Objectives. This Includes Strategies, Tactics, & Action Plans. Who will do what when? Don't forget Core Competencies & Critical Success Factors. Measurement & Feedback How are we doing? Are We Getting Better or Worse? What Modifications and Improvements Are Necessary? SQM Implementation Plan Type of Organization: Living Water Bookstore. Living Water Bookstore is a small independent Christian bookstore that has been in business since 1978. It is family-owned and operated. Their mission is to strive to offer high quality and personal service, and to stay in Paris so that the people of the small town will continue to be able to purchase Christian products in their own town. The staff is committed to the business and their customers; this excerpt from the Living Water website attests to that: \"Living Water Bookstore offers the widest selection of Bibles in Northeast Texas and Southeast Oklahoma. We offer a range of versions and work to get the best deals for our customers... Since our company opened its doors in 1978, we've treated every customer like they were a part of our family. Other companies may offer similar services, but our services are the best, and come with a personal touch.\" The company will be undergoing a change in management at the beginning of 2014; the owner's granddaughter will be purchasing the business. Leadership Team: The Leadership Team for Implementing Strategies of Success for the bookstore is the owner, _______, his wife who is the accountant of the business, _______, and their granddaughter (the manager), _______. (Names removed) The Owner of the business is responsible for overseeing all aspects of the business to ensure that everything is functioning properly. He or she must oversee spending, employees, and customer satisfaction to ensure the business' success. The Accountant is responsible for keeping track of business spending and setting the budget to make sure that the persons doing the ordering for the business do not overspend. She or he is also responsible for making sure all government regulations are fulfilled, like quarterly reports. 2 The Manager is responsible for the day-to-day operations of the business, including purchasing, overseeing the employees, scheduling, and receiving orders just to name a few. All the members of the Leadership Team are committed to quality management and would like to enact strategies that reflect that. Culture: The culture of Living Water Bookstore is their values, principles, and integrity, within which are their beliefs, practices, habits, and traditions. The Beliefs are in their Mission to offer high quality and personal service, and in the fact that the people of their town need their service. Their Practices are exceeding customer satisfaction, meeting ethical standards, and doing whatever they can to make sure that they are helpful and that goals are met. Living Water makes it a Habit to display unwavering commitment to the customer, to be honest and humble, and to balance business life and personal life. The Traditions are of a family-owned and operated business, with a family atmosphere. The changes or improvements needed are 1) supporting and enabling employees with knowledge and skills, 2) implementation of quality initiatives, and 3) communication with the surrounding area to let them know about the business. Existing Improvement Initiatives: Improvement Initiatives are beneficial to the bookstore, and imperative for total quality management. If total quality management is to be achieved, the leadership of the store must be dedicated to it, setting the example of supporting continuous improvement. Really the only major way that Living Water is currently trying to improve quality is by making sure that everyone is aware of how to do general procedures correctly. However, the fact that they are putting quality management into the hands of every member of the organization is also worth noting. Strategic Management Model-Integrating Quality: 3 Mission - The Mission of Living Water Bookstore is to strive to offer high quality and personal service, and to stay in Paris so that the people of the small town will continue to be able to purchase Christian products in their own town. They are committed to the business and their customers, and want to treat each customer as family. External and Internal Assessments - (SWOT Analysis): (Internal Assessment) Strengths: The things that the bookstore is doing well are mostly in the area of customer service. They strive to make a lasting, personal connection with each customer, and that keeps the customers coming back. They also excel at differentiation and keeping up with new products. They have many different products and they always have the new products in stock when they come out. Weaknesses: A major weakness of the business is organization. So much so that it almost isn't worth mentioning anything else. There are too many products on the shelves and it can sometimes be difficult to find things. Another weakness is out-of-date software. (External Assessment) Opportunities: There are many opportunities for the store. The town has many outreach programs that Living Water could participate in to solidify their presence. Also, Hastings (the only other bookstore in town) is closing in June which could mean more business. Threats: Threats include the possibility that because of Hastings' closing, another bookstore might move in. Another major threat is that many people in Paris do not know that the bookstore is open, so something needs to be done about that. Vision - The vision of Living Water Bookstore is to be the premier choice in Northeast Texas for Christian literature, music, and gifts. They hope to provide even more superior customer service 4 and to increase their visibility in order to increase profits by 25% before the year 2018. They will increase their product lines and achieve a high level of organization which will make the bookstore run more efficiently. Goals and Objectives - The goals of Living Water are embedded in their vision statement. The goals are to 1) be the premiere choice for Christian products in Northeast Texas, 2) increase visibility, 3) increase profits by 25% before the year 2018, and 4) achieve a high level of organization. Strategy Formulation - - Make goals and ideas clearly known to employees - Create more advertising and communication to make the business more visible - Implement organization initiatives - Bring technology up to date Strategy Implementation (Deployment) - - Holding weekly meetings to talk about the week's performance - Publish newspaper articles and participate in community events - Create a system for organizing excess inventory - Research and select a new operating system Measurement and Feedback - The bookstore is making a measureable amount of money. If 25% more profits are achieved by 2018, the goal will be met. The bookstore's leadership staff should work closely and come to agreements on TQM measures. Living Water needs to attempt to meet their goals by making them known to the staff, so that everyone in the business will be on the same page. Feedback may come through customer critique or be derived from the weekly meetings held with the staff members. 5 Alignment of 5 P's: Purpose - the Mission, Vision, Goals, and Objectives of the bookstore. The Mission of Living Water Bookstore is to strive to offer high quality and personal service. The Purpose is to stay in Paris so that the people of the small town will continue to be able to purchase Christian products in their own town. As stated earlier, the vision of Living Water to be the premier choice in Northeast Texas for Christian literature, music, and gifts. They hope to provide even more superior customer service and to increase their visibility in order to increase profits by 25% before the year 2018. They will increase their product lines and achieve a high level of organization which will make the bookstore run more efficiently. Goals and Objectives: The goals of Living Water are embedded in their vision statement. The goals are to 1) be the premiere choice for Christian products in Northeast Texas, 2) increase visibility, 3) increase profits by 25% before the year 2018, and 4) achieve a high level of organization. Principles - the Integrity, Ethics, and Values of the bookstore. The Integrity of a Christian bookstore or organization is incredibly important. On one hand one wants to be a good example of honesty and reliability, but on the other hand, consumers absolutely expect it. This can be a driving factor, but can also put a lot of pressure on an organization. Ethics also play a large part of the business. For the bookstore, this means trying to provide the best prices possible, never trying to take advantage, and always attempting to be fair. Values: the Values go along with the bookstore's Integrity and Ethics, as well as its Principles. At Living Water, customer satisfaction, differentiation, and integrity are all things that are highly valued. Processes - The Processes of the bookstore are the instructions and guidelines for operation which are set forth in training and are expected to be fulfilled by the employees for the duration 6 of their work at the bookstore. These are not currently set forth in a manner that is efficient, so that is something that should be remedied. People - the people are the owner, manager, and staff. Each of the people whose job it is to perform work consistent with the Principles and Processes of the bookstore makes up the People of Living Water Bookstore. Performance - The Performance factor of the Five P's consists of the performance reviews given to employees. These are not currently routine; however, in order to have a TQM success, they should be. Employees will receive weekly feedback with a quality checklist of their performance. This will enable management to see what is being done right, who is taking the steps to improve and innovate in the store, and who is not quite hitting the mark in the manner that they should be. Training: Right now, training is not as standardized as it should be (as mentioned in the Processes section). The training of the manager on the owner and accountant's jobs is going well and is fairly regulated; however, the training of general employees probably lacks something to be desired. Employees now mostly learn by example, and while this can be helpful after the original methods are taught, if they are just given general principles then left to learn for themselves, they will not be as successful. The leadership should also be more of an involved presence, so as to lead by example. The employees should learn this way so that they do things in the way that management would have them to do them. Communicating SQM Initiatives: Two-way communication is the only way of conveying the change to Strategic Quality Management to employees of the bookstore. There should be weekly meetings with the team members, as discussed earlier, and these meetings should give the employees the know-how needed to implement Strategic Quality Management initiatives. The 7 reasons for the change will be conveyed so that employees will respect the change and also be confident in their own implementation of that change. The employees should be the main people implementing the change, and are the resources that will make the SQM a success. The bookstore should also create an atmosphere that makes employees feel like they can come to the management privately with things in the store that are concerning to them. Teams: Because the bookstore is a very small business, there will not be much use for teams. The hierarchy in place lends itself to having only a management team and a staff team. This is what is already happening, but by making the employees see that they are a functional unit, perhaps their skills, communication, and effectiveness can improve, which will be helpful in implementing SQM. Empowerment: Recently, Living Water has expanded to have more employees. Prior to April, there was only the leadership team and one sole employee who worked mostly with the manager. Now there are four part-time employees, so the bookstore has been working on making them feel more empowered to try new things and implement their own changes. They know that if their work is not approved of it will go back to the way it was before, but they are not afraid to share ideas and try them out to see if they might work. This will be incredibly helpful in strategic quality management, because they feel empowered and will feel like they can take on bigger roles in the initiatives set forth by management. Process Documentation, Ownership, Management, and Improvement: Most all processes are managed by all employees, with the exception of Bible imprinting and order management. Serving customers, fulfilling special orders, stocking, and shipping are all done by general staff members and management alike. Because these processes are all so independent, there is not really a process flowchart to be made. Perhaps this means that 8 something should be put into place that makes the entire operation a fluidly transitioning operation, but right now it is not. People are so important in the Five P's because they are the active portion. Their decisions will make or break the SQM initiative. It is for that reason that the People of the bookstore will: - Eliminate non-essential items (items that do not add value to the organization) - Be involved in the effort for quality management - Empower and act empowered Quality Awards: Because the business is so small, there are no quality awards. However, if it continues to grow, it would be feasible that small rewards may be given to great staff members. Benchmarking: The Measurement and Comparison to surrounding area Bookstores: Living Water Bookstore Targets: Gain Higher Visibility Be More Involved in the Community Other Organizations Mardel / Generally Lowest Prices Lifeway / Most diverse products Update Operating System On some levels, Living Water cannot compete with these other companies, so they will choose to excel at what they know they can and leave the rest up to their high customer satisfaction rate. Measurement of SQM Success: Success will be measured by quality, productivity, and customer satisfaction. Quality: products will be sold defect free and on-time, they will display accuracy. Productivity: the time it takes for routine tasks will be quantifiably diminished, unnecessary processes will be eliminated. Customer Satisfaction: customers will be satisfied with the service, employees will be satisfied with their jobs, and leadership will be satisfied by both. 9 Successes & Failures: The bookstore will gain from its successes by continuing the quality initiatives already in place by keeping all people involved satisfied, and continually learning and growing. But the bookstore will learn more from its failures, in order to grow and improve where it is lacking. They will be turned around to be used for something good. Visibility of Success Publicized: The bookstore has a monthly newsletter in which a feature called \"A Note from Dave\" will mention what is happening and how it has been successful. They will also use the local newspaper to announce these successes. Ensuring Long-Term Continuous Success (Conclusion): Living Water Bookstore is committed to quality and excellence for its staff and its customers. It is the goal of the store to continue to meet customer satisfaction, but take it to an even higher level of surpassing customer's expectations. Living Water will use everything it learns, from its successes and its failures, to move forward and produce higher quality work. They will get serious about quality, and better organize their products for a better shopping experience and work environment. As long as Living Water can remember their vision, goals, and objectives, and as long as they seek to better their organization, they will see success. 10 Works Cited Pryor, M., White, J., Toombs, L. \"Strategic Quality Management: A Strategic Systems Approach to Continuous Improvement\". 2007. 1 SQM Implementation Plan Type of Organization: Texas State University. The Texas State University is an educational system focusing on quality education for our students with the assistance of their future careers. The University is an accredited university with the State of Texas. The Mission of the University is on the future success of the students by offering quality, yet challenging education by our highly qualified and professional staff of educators. The faculty and staff of Texas State University are dedicated and committed to the multicultural teachings, and quality learning and achievements of each student. Leadership Team: The Leadership Team for Implementing Strategies of Success, for the University is the Office of the President (Chief Executive Officer); Office of the Provost (Chief Academic Officer) & Vice President for Academic and Student Affairs; the Office of Business & Administration; the Office of Institutional Advancement; and the Department of Student Success. The President & CEO of the University is responsible for overseeing the whole system with Administration, Faculty & Staff, Students and their Organizations to ensure the success and future success of the university. The Provost & Vice President for Academic and Student Affairs is in charge of overseeing the Academic departments, the Dean of students, Curriculum, ensuring high quality education. Business & Administration focuses on the facilities and finances of the university. Institutional Advancement ensures the University's success by working toward Student Recruitment, Alumni Relations and fundraising efforts; 2 The Student Success Department is imperative to the universities success of the students with offering services to the students to help them with Orientation, orienting the students with the university's schedules, and Career Development helping with preparing for graduation and future jobs. Culture: The culture of the University is our principles, values and integrity. What come with the principles listed are our beliefs, habits, practices and traditions. The Beliefs are in our Mission of the quality and excellence in educating students from around the world in our culturally diverse atmosphere. The Habits is the structured curriculum maintained at the school. Our Practices are achieving quality initiatives and implementing departments designed to maintain a smooth functioning organization, along with ethical standards set in place. The Traditions of the University is our Alma Mater, activities on and off campus, as well as serving the community. The changes or improvements needed are 1) focus on and implement quality leadership and management, 2) supporting and enabling faculty and students with achievements of success, 3) participation of quality initiatives, 4) communication, by advertising the University's achievements to ensure high enrollments, and lastly 5) utilizing Idea Generation tools to help solve major issues, and to sort ideas and opinions; suggestions. Existing Improvement Initiatives: Improvement Initiatives are imperative to the University, for total quality management. The necessary management behaviors of the administration and faculty must demonstrate a commitment to TQM, by setting an example by managing quality as a key strategic issue and supporting continuous improvement. The university implements strategies into the organizations plans for the means of continuous quality improvement. It also focus' on the organization of the university's teams for quality improvement. The Administration of the University maintains continuous communication with the faculty and staff 3 as a means of raising quality awareness and reinforcing the message. As well as publicizing Quality of Service achievements for Instructors and achievements of students, and the generous contributions and endowments made to the university for scholarship funding among other things. Training and education are given to all employees including the Administration in order for everyone to understand new concepts, skills, tools and techniques that are necessary for a change initiative and be able to apply them in their daily work. All employees in every department are reminded and accountable for initiating and maintaining quality improvements. A quality system is included in the processes of the University for working towards continuous improvement initiatives. Lastly, the University uses Benchmarking to compare to the quality initiatives of other universities to measure up to the initiative standards and exceed those of others. Strategic Management Model-Integrating Quality: Mission- The Mission of Texas State University is to provide a personal educational experience for a diverse community of life-long learners. Our purpose is to discover and disseminate knowledge for leadership and service in an interconnected and dynamic world. Our challenge is to nurture partnerships for the intellectual, cultural, social, and economic vitality of Texas and beyond. External and Internal Assessments- (SWOT Analysis): (Internal Assessment) Strengths: Four new student housing facilities constructed, offering more housing for future students allowing for higher enrollment. New Music Hall and Arts Building constructed for larger performance area and new auditorium. New Science Building with high tech equipment, meeting demands of students and offering up-to-date educational tools. 4 Weaknesses: Low enrollment rate needs improvement. Financial Aid Department understaffed, lacks timely responses for students and parents. (External Assessment) Opportunities: The University posses' land in the outlining areas, offering as rental property to the community gaining extra profit for the school. Cities and towns in the surrounding areas offer potential future students to the University. Threats: Other Universities offering potentially newer and better programs opportunities and facilities. The City is depending on the University to bring in new business, rather than making plans of expansion, which ultimately bring in more people to the area offering the University more attention. Vision- Texas State University will become the university of choice for all those seeking a higher education in the State of Texas and beyond. It will provide traditional and non-traditional learning opportunities through existing and new programs that set high expectations and goals for students, faculty and staff. The University will provide a sense of community through a nurturing environment for all individuals in order to maximize learning, career and personal development. Texas State University will become a place where students, faculty, staff, and community are engaged in the pursuit of excellence. Goals and Objectives- The goals of the University are to 1) have the highest enrollment and graduation percentages in the State, 2) have a desirable University and Community to bring in prospective business owners to expand the city, causing for potential higher enrollment, gaining attention to the area and University, 3) Offer new programs to compete with local Universities. Strategy Formulation-Designing Teams in areas of the University to strategize on effectiveness of key areas 5 -Opening a Student Success Department -Meeting with the City on Ideas of City expansion -Create more advertisement and communication to make our university the most attractive to potential students -Meet with faculty-using Idea Generation tool tactics on specific areas of programs that could potentially be offered at the university. Strategy Implementation (Deployment)-Implement a University-wide Goal Project -Mandatory Team meetings on Quality Excellence and Achievements -Student Success Department reaching out to all new students to secure relationship to school with students and encouragement to complete their degree -Attend City Council meetings to engage community of awareness to possibilities to University and the City -Updated University's website and internal student's software system. Measurement and Feedback- The University is sustaining a measurable amount of students. It has gained a 10% increase in enrollment of new students. The University is still working in close connections with City improvements, and quality measurements have been met within many departments. Improving awareness of goals - stressing success - improving graduation rates, is one modification necessary for the University. Another modification needed is to initiate and offer more support to the students and t