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Actual for You - Process Management - Baldrige Assessment Case Studies for Category 6 to Measure TQM Success
No matter who you are or what you do, there's a common force that's driving that shapes your emotions and behavior. It determines how you live, the quality of life and ultimately your destiny.This universal force is the human need. Irrespective of where you are in the world, what culture you are from, what color, status, background, we are universally driven by our human needs. We can break it down to 6 areas of human needs. They are unconscious needs that automatically drive us.Of these 6 ne
Common Area for Improvemen
If your company does not take a vigorous approach to eliminating workplace violence, you could find yourself guilty, if not of negligent hiring, then certainly of failing to protect your workforce from aggressive and violent behavior. This type of violence can be very costly in terms of lost hours and even the loss of valued employees who decide that enough is enough.Payments for damages and legal costs can be very high, and these can be mitigated somewhat by courts that see that you have adopted a
There are seven categories in the Baldrige Criteria. In this article, I will deal with the bold categories listed below:
Leadership | Strategic Planning | Customer and Market Focus | Information and Analysis | Human Resource Focus | Process Management | Business Results
Criteria Summary Category 6 – Process Management
The Process Management Category examines the key aspects of your organization’s process management, including customer-focused design, product and service delivery, key business, and support processes. This Category encompasses all key processes and all work units.
6.1 Product and Service Processes Describe how your organization manages key processes for product and service design and delivery.
6.2 Business Processes Describe how your organization manages its key processes that lead to business growth and success.
6.3 Support Processes Describe how your organization manages its key processes that support your daily operations and your employees in delivering products and services.
Common Strengths
- A comprehensive process is in placed and widely implemented for product and service design and delivery. Key performance measures and indicators are developed and monitored for continuous improvement.
- Key process monitoring points are capture promptly and analyzed to control the process to its optimized level. Regular review of its trend is established in the weekly production meetings.
- Delivery logistic process are well established and track using the computerized ERP system. Exception reports are generated and reviewed by department heads to capture abnormal trends.
Common Area for Improvement
In a sign of Indian manufacturing coming of age, Bharti Teletech on Wednesday said a range of fixed phones which can read the mobile phone books are ready to launch in last of this year. These cordless fixed line phones not only read the mobile phone book, but can store it. The result will be a land line with dictionary equivalent to mobile phone.The innovation takes Bharti close to making a phone which is nearly interchangeable with mobile phone and force regulatory authority to make new regulation
There are seven categories in the Baldrige Criteria. In this article, I will deal with the bold categories listed below:
Leadership | Strategic Planning | Customer and Market Focus | Information and Analysis | Human Resource Focus | Process Management | Business Results
Criteria Summary Category 6 – Process Management
The Process Management Category examines the key aspects of your organization’s process management, including customer-focused design, product and service delivery, key business, and support processes. This Category encompasses all key processes and all work units.
6.1 Product and Service Processes Describe how your organization manages key processes for product and service design and delivery.
6.2 Business Processes Describe how your organization manages its key processes that lead to business growth and success.
6.3 Support Processes Describe how your organization manages its key processes that support your daily operations and your employees in delivering products and services.
Common Strengths
- A comprehensive process is in placed and widely implemented for product and service design and delivery. Key performance measures and indicators are developed and monitored for continuous improvement.
- Key process monitoring points are capture promptly and analyzed to control the process to its optimized level. Regular review of its trend is established in the weekly production meetings.
- Delivery logistic process are well established and track using the computerized ERP system. Exception reports are generated and reviewed by department heads to capture abnormal trends.
Common Area for Improvemen
In 2006 sulfur will no longer be in diesel fuel as per legislation signed into law by President Clinton. The EPA laws will soon be effective. So you want to take the Sulfur out of Diesel Fuel? Great, but not now; we need to phase this in. Perhaps require in two years that every truck manufactured not need it, and then eliminate the fuel in six years by raising the cost slowly as trucking companies trade in old units and retrofit those before re-sold. By that time we will all be looking into other technolog
6.1 Product and Service Processes Describe how your organization manages key processes for product and service design and delivery.
6.2 Business Processes Describe how your organization manages its key processes that lead to business growth and success.
6.3 Support Processes Describe how your organization manages its key processes that support your daily operations and your employees in delivering products and services.
Common Strengths
- A comprehensive process is in placed and widely implemented for product and service design and delivery. Key performance measures and indicators are developed and monitored for continuous improvement.
- Key process monitoring points are capture promptly and analyzed to control the process to its optimized level. Regular review of its trend is established in the weekly production meetings.
- Delivery logistic process are well established and track using the computerized ERP system. Exception reports are generated and reviewed by department heads to capture abnormal trends.
Common Area for Improvemen
Working on the road can be a very difficult task. Office jobs offer employees many advantages that most of the time are taken for granted: internet access, phone lines, copy machines, faxes, paper, pens, even the desk!!! After a few days away from home, you find out how difficult the job conditions are over the road and you start to notice those small details. All Truck Drivers and especially Long Haul Truck Drivers face this fact everyday. Fortunately, today the world is growing smaller and technology i
6.3 Support Processes Describe how your organization manages its key processes that support your daily operations and your employees in delivering products and services.
Common Strengths
- A comprehensive process is in placed and widely implemented for product and service design and delivery. Key performance measures and indicators are developed and monitored for continuous improvement.
- Key process monitoring points are capture promptly and analyzed to control the process to its optimized level. Regular review of its trend is established in the weekly production meetings.
- Delivery logistic process are well established and track using the computerized ERP system. Exception reports are generated and reviewed by department heads to capture abnormal trends.
Common Area for Improvemen
The young production manager speaks enthusiastically to the top management team. He has just returned to the plant after attending an inspiring seminar and now he is convinced that they need to do something."We should implement Lean Production and TPM in our plant", he says. "This will make our production more reliable and increase our delivery accuracy".The MD is paying attention but is not yet convinced. He wants to put the ideas to a test."Looks interesting", he says, "Please come b
Common Area for Improvement
- Business process for partnership and reinvestment is not documented. Decision made on these areas are ad-hoc and analysis of data are not performed to support decision
- Although there is a comprehensive production and delivery processes, it was noted from the internal audit that non-compliance to these process are repeated and not evidence of a systematic approach to prevent this from occurring.
- Supplier process is was not review for improvement such that performance of supplier may be improvement to cope with companies growth.
In summary, having understood the core value and concepts of Malcolm Baldrige, leaders of company would have a better idea TQM success may be represented by Malcolm Baldrige Assessment. Its assessment report both Strengths and Area for Improvement is a value-added feedback moving forward. My next article will share some case studies on assessment of several companies in Business Results - Category 7
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