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Total Quality Management > Chapter 11 - Building and Sustaining Quality and Performance Excellence > Flashcards

Chapter 11 - Building and Sustaining Quality and Performance Excellence Flashcards

1
Q

…the ability to address current needs and have the agility and management skills and structure to prepare successfully for the future.

A

Organizational Sustainability

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2
Q

Building and sustaining performance excellence requires (4)

A
  • effective leadership,
  • a commitment to change
  • the adoption of sound practices and implementation strategies, and
  • continual organizational learning.
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3
Q

____________ is an organization’s value system and its collection of guiding principles.

A

Culture

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4
Q

Culture is an important factor for __________ and long-term success of any organization.

A

sustainability

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5
Q

Culture is driven by ____________.

A

leadership

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6
Q

__________________ are often seen in the mission and vision statements.

A

Cultural values

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7
Q

____________ is a powerful influence on behavior because it is shared widely and because it operates without being talked about, and indeed, often without being thought of.

A

Culture

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8
Q

A _____________ can be described simply as one in which every employee embraces the organization’ s quality vision, values, and goals as a way of life.

A

culture of quality

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9
Q

Culture of quality ensures that all employees: (4)

A
  • know their product or deliverable,
  • know their customer,
  • know their customer’ s quality expectations, and
  • have a metric to measure quality
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10
Q

Changing Organizational Culture (2)

A
  1. Strategic change
  2. Process change
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11
Q

__________ 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.

A

Strategic

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12
Q

_________ change is narrow in scope and deals with the operations of an organization.

A

Process

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13
Q

(T or F) An accumulation of continuously improving process changes can lead to a positive and sustainable culture change.

A

True

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14
Q

Strategic versus Process Change (Table 14.1)

A

See Chapter 11 Page 6

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15
Q

Managing Change – Ask the tough questions: (4)

A
  • Why is the change necessary?
  • What will it do to my organization (department, job)?
  • What problems will I encounter?
  • What’s in it for me?
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16
Q

Change process (American Express): (5)

A
  1. Scope the Change: Why are we doing this?
  2. Create a Vision: What will the change look like?
  3. Drive Commitment: What needs to happen to make the change work?
  4. Accelerate the Transition: How are we going to manage the effort on an ongoing basis?
  5. Sustain Momentum: What have we learned and how can we leverage it?
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17
Q

A __________ is placed on excellence in performance— obtaining desired behaviors and results. That is, there is a clear focus on results that support the organization’s mission, vision, and strategic objectives.

A

premium

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18
Q

Organizations acknowledge that their success is contingent upon the successful ____________ of their employees.

A

performance

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19
Q

_________ are the most important driver of performance.

A

People

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20
Q

___________ outcomes drive the work.

A

Strategic

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21
Q

_____________ is strongly committed to creating conditions and consequences that support and sustain strong performance.

Finally, ___________ is vital to success.

A

Management; leadership

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22
Q

To foster a positive quality culture, organizations must – READ

A
  • 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
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23
Q

______________________ must provide the vision.

_______________ 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 ___________ delivers quality and, for a performance excellence strategy to succeed, must be granted not only empowerment, but ownership.

A

Senior leadership; Middle managers; workforce

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24
Q

Barriers to Change

A
  • Lack of what Deming called “constancy of purpose.”
  • Lack of a holistic systems perspective.
  • Lack of alignment and integration with the organizational system.
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25
Q

One of the barriers to change is the lack of what Deming called “________________.”

A

constancy of purpose

26
Q

__________ refers to consistency of plans, processes, information, resource decisions, actions, results, and analyses to support key organization-wide goals.

___________ refers to the harmonization of plans, processes, information, resource decisions, actions, results, and analyses to support key organization-wide goals.

A

Alignment; Integration

27
Q

Strategies for Quality and Performance Excellence

A
  • ISO 9000
  • Six Sigma
  • Baldrige
  • Integration of two or more of these.
  • A successful strategy needs to fit within the existing organization culture and capabilities.
28
Q

(T or F) A successful strategy needs to fit within the existing organization culture and capabilities.

A

True

29
Q

Baldrige Award recipients have unique “____________” that drive their culture and organizational processes.

A

quality engines

30
Q

Some Examples of Quality Engines (Table 14.2)

A

See Chapter 11 Page 13

31
Q

…those that are recognized by the business community (and often verified through some type of research) to lead to successful performance.

A

Best Practices

32
Q

(T or F) Research suggests that trying to implement all the best practices of world-class organizations may not be a good strategy. In fact, implementing the wrong practices can actually hurt the organization.

A

True

33
Q

“Universal” best practices (5)

A
  1. Cycle time analysis
  2. Process value analysis
  3. Process simplification
  4. Strategic planning
  5. Formal supplier certification programs
34
Q

Beyond the five “universal” best practices, best practices depend on an organization’s current level of ____________.

That is, organizations must build their capability slowly and methodically.

A

performance

35
Q

(T or F) Organizations must build their capability slowly and methodically.

A

True

36
Q

Principles for Effective Implementation (8)

A
  • 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.
37
Q

Quality life cycle (6)

A
  1. Adoption
  2. Regeneration
  3. Energizing
  4. Maturation
  5. Limitation or stagnation
  6. Decline
38
Q

__________: The implementation stage of a new quality initiative.

A

Adoption

39
Q

_____________: When a new quality initiative is used in conjunction with an existing one to generate new energy and impact

A

Regeneration

40
Q

____________: When an existing quality initiative is refocused and given new resources

A

Energizing

41
Q

_____________: When quality is strategically aligned and deployed across the organization

A

Maturation

42
Q

___________________: When quality has not been strategically driven or aligned

A

Limitation or stagnation

43
Q

____________: When a quality management system (QMS) has had a limited impact, initiatives are failing, and the QMS is awaiting termination

A

Decline

44
Q

Baldrige Roadmap to Performance Excellence (Figure 14.2)

A

See Chapter 11 Page 18

45
Q

(T or F) Sustainability requires continual learning.

A

True

46
Q

___________ organizations have become skilled in creating, acquiring, and transferring knowledge and in modifying the behavior of their employees and other contributors to their enterprises.

A

Learning

47
Q

Learning organizations have to become good at performing five main activities (5)

A
  • 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
48
Q

Self Assessment: Basic Elements (8)

A
  • Management involvement and leadership
  • Product and process design
  • Product control
  • Customer and supplier communications
  • Quality improvement
  • Employee participation
  • Education and training
  • Quality information
49
Q

The Baldrige Program provides two simple instruments called Are We Making Progress? (one for ________ and one for ___________).

A

employees; leaders

50
Q

The Baldrige Program provides two simple instruments called _________________

A

Are We Making Progress?

51
Q

(T or F) “Are We Making Progress” 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.

A

True

52
Q

Many organizations derive little benefit from conducting self-assessment and achieve few of the process improvements suggested by self-study.

Reasons: (3)

A
  1. Managers do not sense a problem
  2. Managers react negatively or by denial
  3. Managers don’t know what to do with the information
53
Q

(T or F) Many organizations derive little benefit from conducting self-assessment and achieve few of the process improvements suggested by self-study.

A

True

54
Q

(T or F) It is not important to have a follow-up of self-assessment results.

A

False

55
Q

Leveraging Self-Assessment Findings (4)

A
  1. Prepare to be humbled
  2. Talk through the findings
  3. Recognize institutional influences
  4. Grind out the follow-up
56
Q

(T or F) Many managers have trouble believing that the performance levels of the organization are as low as they appear.

A

True

57
Q

(T or F) Discussing the issues, concerns, and ideas cannot generate greater shared perspective among executives and improve consensus.

A

False

58
Q

Discussion about the environmental motivators of the project can sensitize managers to __________ influences.

A

institutional

59
Q

Challenges in Small Organizations and Nonprofits – READ

A
  • 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.
60
Q

__________ 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

Quality

61
Q

“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

Armand V. Feigenbaum and Donald S. Feigenbaum

Total Quality Management (4 decks)

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