ch6 Flashcards
_______offers a five-phase instruction for implementing total quality management, namely preparation, planning, assessment, implementation, and
diversification.
Jablonski
What is the 5 phase instruction of Jablonski
preparation, planning, assessment, implementation, and
diversification.
________ when management decides whether or not to pursue
a TQM program. They undergo initial training, identify needs for outside consultants, develop a specific vision and goals, draft a corporate policy, commit the necessary resources, and communicate the goals throughout the organization.
preparation
_______ detailed plan of implementation is drafted (including
budget and schedule), the infrastructure that will support the program is established, and the resources necessary to begin the plan are earmarked and secured
planning
some of the methods in generating ideas in planning phase
- the 5 why’s
- benchmarking
- brainstorming
is a technique that measures a company’s performance against the best in the industry
benchmarking
types of benchmarking
- internal benchmarking
- external benchmarking
- non-competitive benchmarking
- competitive benchmarking
- performance benchmarking
- practice benchmarking
comparison between operations or parts of operations which are within the same total organization. For e example, a large motor vehicle manufacturer with several factories might choose to benchmark each factory against the others.
Internal benchmarking
comparison between an operation and other operations which are part of a different organization.
external benchmarking
is benchmarking against external
organizations which do not compete directly in the same markets.
non-competitve benchmarking
comparison. directly between competitors
in t the. same or similar, markets.
competitive benchmarking
icomparison between the levels of achieved performance in different operations. For example, an operation might compare its own performance in t terms of some or all of its performance objectives, such as quality, speed, dependability, flexibility, and cost,
against other organizations’ performance in t the same dimensions.
performance benchmarking
is a comparison between organizations’ operations practices or ways of doing thing and those adopted by another operation.
practice benchmarking
is a technique in which a group of people shares ideas and thoughts in a relaxed atmosphere on various problems in order to stimulate unrestrained collective thinking.
brainstorming
this requires thorough self assessment both from management and customers or clients. The assessment will be on the qualities and characteristics of members of company as well as the company itself.
assessment
3 methods in assessment
- discussion group method
- survey method
- award type
______ can yield some useful insights and facilitate effective improvement activities. However, the scoring process is open to greater subjectivity, and care should be exercised when analyzing scores.
discussion group method
excellent for measuring employee perceptions of TQM in
an organization. However, perceptions may or may
not coincide with reality.
Improvement activities should be based on facts, not opinions. Perception studies require further verification through research.
survey method
_______self-assessment is the most effective form. The organization
gathers information, generates a list of strengths and i improvement opportunities and scores it. This process can be facilitated by external experts who will generally
speed up the process and help eliminate scoring bias.
award type
At this point. the organization can already begin to determine its return on its i investment in TQM. It is during this phase that support personnel are chosen and trained, and managers and the workforce are trained. Training entais raisins
workers’ awareness of exactly what TOM involves and how it can help them and the company. It also explains each worker’s role in the program and explains what
is expected of all the wOrkers.
implementation
the barriers to TQM implementation
- lack of management commitment
- inability to change organizational culture
- lack of continuous training and education
- incompatible organizational structure and isolated individuals and departments
- ineffective measurement techniques and lack of access to data and results
- paying inadequate attention to internal and external customers
- inadequate use of empowerment and teamwork
- failure to continually improve
In this stage, managers utilize their TQM experiences and successes to bring groups outside the organization (suppliers, distributors, and other companies
that have an impact on the business’s overall health) into the quality process.
Diversification activities include training, rewarding supporting, and partnering with groups that are embraced by the organization’s TOMi initiatives. These are all things that will help i in being successful with total quality management.
diversification
