Honeywell Federal Manufacturing & Technologies, LLC (Honeywell FM&T) is a Baldrige award winning organization known for excellence in leadership, strategic planning, customer focus, performance measurement, workforce focus, process management, and results. In contrast, Tyco International could improve in implementing strategic plans, integrating data management methods, and adopting process improvement frameworks to achieve similar levels of success and recognition.
Organizational Theory GBA 603 PresentationTLaurent
The document compares Honeywell Federal Manufacturing & Technologies, LLC, a Baldrige award winning organization, to Tyco International Ltd. Honeywell FM&T excels in areas like leadership, strategic planning, customer focus, performance measurement, workforce focus, and process management. It has achieved high performance and sales increases. Tyco has strengths but also opportunities for improvement in implementing strategic plans, integrating data systems, and adopting process management best practices to achieve Baldrige criteria excellence.
EFQM Excellence Model for Corporate Data Quality Management (CDQM)Boris Otto
This presentation gives an overview of the EFQM Execellence Model for Corporate Data Quality. The model supports the assessment of the maturity of enterprise-wide data quality management capabilities in multinational corporations. It was developed by the Competence Center Corporate Data Quality, a consortium research project at the University of St. Gallen, Switzerland.
The presentation was given at the Business Academic Exchange workshop at the 17th Americas Conference on Information Systems (AMCIS 2011) in Detroit, MI.
The document discusses the importance of organizational alignment. It notes that without alignment, it is difficult to get everyone moving in the same direction and there are often conflicts across departments. It identifies different types of alignment, including strategy, processes, customers, and people. A key challenge is maintaining alignment. Poor alignment can result in a lack of understanding of strategy, different languages within a company, and an inability to understand the alignment process. The document advocates for a closed-loop system to achieve and sustain alignment, with regular reviews and adjustments to strategy and key customers based on performance metrics and feedback from key processes.
Elaine M Biggs.PMO.Program Management Office.Program Management Directorebiggs
This document provides a summary of Elaine M Biggs' career experience including her current role leading digital transformation projects at Molex. She has over 20 years of experience leading enterprise-wide project management offices, quality programs, and continuous improvement initiatives. Her experience spans several industries and she has a track record of reducing costs and improving project delivery times.
The document introduces the EFQM Excellence Model, which provides guidance for organizations to achieve sustainable excellence. It is comprised of fundamental concepts of excellence, the EFQM excellence model framework, and RADAR logic. The framework contains 9 criteria including leadership, strategy, people, partnerships/resources, processes/products/services, customer results, people results, society results, and key results. It is a non-prescriptive model that can help organizations understand the relationships between what they do and the results they achieve to plan strategic improvements.
Operational Excellence Defined: Is Right For You?Juran Global
The document discusses operational excellence and its evolution over time. It provides several definitions of operational excellence from different organizations. It also outlines some common elements and lessons learned from many operational excellence programs. Key lessons include having a systematic and organization-wide approach, building an effective infrastructure, focusing on customers and results, and continually improving and maturing the program over time.
John Alan LeBihan Success and ExperienceAlan LeBihan
This document demonstrates my successful business journey and highlights my capabilities, expertise and the results I have been able to accomplish to this point in my career. As I continue to learn and grow through my experience and by challenging myself to new levels of success I will continue to shape and impact organizations in pa positive manner
The document describes the Tata Business Excellence Model (TBEM), which is adapted from the Malcolm Baldrige model and forms the basis for organizational assessments within Tata companies. TBEM focuses on 7 core aspects of operations: leadership, strategic planning, customer focus, measurement/analysis, human resources, process management, and business results. Companies must achieve a minimum of 500 points within 4 years to be recognized. The model helps Tata companies gain insights and improve through an annual assessment process.
Organizational Theory GBA 603 PresentationTLaurent
The document compares Honeywell Federal Manufacturing & Technologies, LLC, a Baldrige award winning organization, to Tyco International Ltd. Honeywell FM&T excels in areas like leadership, strategic planning, customer focus, performance measurement, workforce focus, and process management. It has achieved high performance and sales increases. Tyco has strengths but also opportunities for improvement in implementing strategic plans, integrating data systems, and adopting process management best practices to achieve Baldrige criteria excellence.
EFQM Excellence Model for Corporate Data Quality Management (CDQM)Boris Otto
This presentation gives an overview of the EFQM Execellence Model for Corporate Data Quality. The model supports the assessment of the maturity of enterprise-wide data quality management capabilities in multinational corporations. It was developed by the Competence Center Corporate Data Quality, a consortium research project at the University of St. Gallen, Switzerland.
The presentation was given at the Business Academic Exchange workshop at the 17th Americas Conference on Information Systems (AMCIS 2011) in Detroit, MI.
The document discusses the importance of organizational alignment. It notes that without alignment, it is difficult to get everyone moving in the same direction and there are often conflicts across departments. It identifies different types of alignment, including strategy, processes, customers, and people. A key challenge is maintaining alignment. Poor alignment can result in a lack of understanding of strategy, different languages within a company, and an inability to understand the alignment process. The document advocates for a closed-loop system to achieve and sustain alignment, with regular reviews and adjustments to strategy and key customers based on performance metrics and feedback from key processes.
Elaine M Biggs.PMO.Program Management Office.Program Management Directorebiggs
This document provides a summary of Elaine M Biggs' career experience including her current role leading digital transformation projects at Molex. She has over 20 years of experience leading enterprise-wide project management offices, quality programs, and continuous improvement initiatives. Her experience spans several industries and she has a track record of reducing costs and improving project delivery times.
The document introduces the EFQM Excellence Model, which provides guidance for organizations to achieve sustainable excellence. It is comprised of fundamental concepts of excellence, the EFQM excellence model framework, and RADAR logic. The framework contains 9 criteria including leadership, strategy, people, partnerships/resources, processes/products/services, customer results, people results, society results, and key results. It is a non-prescriptive model that can help organizations understand the relationships between what they do and the results they achieve to plan strategic improvements.
Operational Excellence Defined: Is Right For You?Juran Global
The document discusses operational excellence and its evolution over time. It provides several definitions of operational excellence from different organizations. It also outlines some common elements and lessons learned from many operational excellence programs. Key lessons include having a systematic and organization-wide approach, building an effective infrastructure, focusing on customers and results, and continually improving and maturing the program over time.
John Alan LeBihan Success and ExperienceAlan LeBihan
This document demonstrates my successful business journey and highlights my capabilities, expertise and the results I have been able to accomplish to this point in my career. As I continue to learn and grow through my experience and by challenging myself to new levels of success I will continue to shape and impact organizations in pa positive manner
The document describes the Tata Business Excellence Model (TBEM), which is adapted from the Malcolm Baldrige model and forms the basis for organizational assessments within Tata companies. TBEM focuses on 7 core aspects of operations: leadership, strategic planning, customer focus, measurement/analysis, human resources, process management, and business results. Companies must achieve a minimum of 500 points within 4 years to be recognized. The model helps Tata companies gain insights and improve through an annual assessment process.
Advanced Operating Model Research Insights: Healthcare OperationsGenpact Ltd
Compliance, customer satisfaction, and cost reduction are your company’s top challenges. This research examines how technology, process re-engineering, and advanced organizational structures such as shared services and outsourcing can tackle them.
This document provides an overview of operational excellence. It defines operational excellence as achieving success through the integration of four key elements: strategy deployment, performance management, process excellence, and high-performance work teams. It discusses each of these elements in detail with examples. For strategy deployment, it describes the importance of aligning business strategy with execution and provides frameworks for developing strategies. For performance management, it discusses how to translate strategies into measurable objectives and goals using balanced scorecards. For process excellence, it explains how to improve processes using approaches like Lean, Six Sigma and continuous improvement.
This document discusses operational excellence through business process management and continuous improvement. It introduces the continuous improvement model and methodology of defining, measuring, analyzing, improving, and controlling processes. Key concepts are discussed like customer focus, fact-based decision making, and involving employees. Specific examples are provided around production processes, identifying opportunities, and engaging people in improvement initiatives. The role of people and change management are emphasized as critical success factors.
The document discusses performance measurement in the public sector. It defines performance measurement as collecting and analyzing information to understand if results are in line with stated objectives. Performance measurement is used for control, learning, public accountability, and decentralization. It outlines a typical performance measurement framework involving setting strategic objectives, developing performance indicators to measure them, identifying gaps, and taking improvement actions. The document provides examples of different types of performance indicators that measure inputs, outputs, and outcomes. It emphasizes that performance targets should be specific, measurable, achievable, realistic, and time-based.
The document summarizes key changes made to the EFQM Excellence Model in 2010. Some criteria titles were changed for clarity. The fundamental concepts were fully integrated into the criteria parts. Examples were mapped from concepts to criteria to show how they are linked. The results section was refined, with key results now the focus. RADAR scoring was adjusted to place more emphasis on relevance, integrity, sustainability, and innovation. The weightings of criteria were also balanced.
The baldrige framework for performance excellenceKen Dy
The document discusses the history and framework of the Malcolm Baldrige National Quality Award. It began in the 1980s in response to declining US productivity. The award recognizes organizational excellence and provides criteria for organizations to evaluate themselves. There are 7 criteria categories covering leadership, strategic planning, customer focus, and results. The application process is rigorous, involving multiple levels of review. Award winners are seen as models of innovation, leadership, and performance excellence. The Baldrige framework has influenced quality awards in other countries and raised global competitiveness.
Operational excellence through lean & six sigmaHarsh Upadhyay
Operational excellence focuses on continuous improvement through lean, six sigma and lean six sigma approaches. It aims to optimize processes by focusing on customer needs and empowering employees. Caterpillar deployed lean six sigma across 27 business units to regain industry leadership. PASCO trained employees in lean six sigma to drive a culture change and focus on high potential markets and product innovation. ScottishPower used lean six sigma to improve customer service and sales operations to increase its market share.
This document discusses Shell's efforts to link service-oriented architecture (SOA) concepts with process standardization across its finance functions. It provides an overview of Shell's finance operations and processes, and describes how SOA can help drive process standardization by establishing governance, design, organization, skills/tools, data management and change management. The document also presents models for evolving IT and business models to support standardized processes delivered through shared services and standardized IT systems and services.
SSCG Strategy, Business Services and Operating Model DimensionsEugene Nizeyimana
SSCG is a global management consulting and engineering firm that provides services to automotive, industrial manufacturing, and emerging markets sectors (1). They use a multi-disciplinary approach combined with industry expertise to help clients address strategic and operational issues through solutions like process transformation, quality improvement, and market intelligence (2). SSCG aims to deliver high-quality services and continuous improvement through a dedicated focus on quality and a 5-step framework for defining problems, developing solutions, deployment, measurement, and control (3).
Malcolm Baldrige National Quality AwardAmir NikKhah
The document provides an overview of the Malcolm Baldrige National Quality Award, which was created in 1987 to promote quality awareness and share best practices among U.S. organizations. It describes the award's aims of enhancing competitiveness, identifying role models, and establishing evaluation criteria. It also outlines the criteria used for the award, including leadership, strategic planning, customer focus, measurement/analysis, workforce focus, and operational effectiveness.
The Baldrige Performance Excellence Program operates as a public-private partnership to educate organizations on performance excellence and manage the Malcolm Baldrige National Quality Award. The program was established by Congress in 1987 and uses a criteria framework with 7 categories to define and assess organizational performance excellence. Over the years, the program has recognized over 85 award recipients, created a national standard for performance excellence, and raised U.S. competitiveness through sharing of best practices.
This document discusses organizational change and excellence. It addresses questions organizations should consider when contemplating change, such as why change is necessary and how it will impact the organization. There are two types of change: strategic change which stems from external opportunities and challenges, and process change which deals with internal operations. Culture and leadership are also important for achieving excellence. Change is difficult and will face resistance, so full participation is needed for success.
This document discusses aligning organizational performance to goals and objectives. It identifies common obstacles such as cultural resistance, lack of information sharing, and accountability. It also outlines key areas of performance alignment including business units, workforce, financials, and resources. Specific steps are provided to align each of these areas including defining goals, identifying processes, and establishing performance measures.
Description of how the balanced scorecard can be used for small businesses on the run, using one page business plan, by Warren Rutherford, Owner, The Executive Suite.
The document discusses the evolving role of quality professionals to support company objectives. It summarizes previous research showing how the quality professional's role has changed from inspector to improvement integrator and strategic internal consultant. Literature reviewed indicates quality's focus has shifted from products to processes, people, and profit. The document also analyzes data on quality certification and professionals in Indonesia, finding most companies remain compliance-focused while opportunities exist in risk management and business-driven roles. It recommends quality professionals master risk assessment, operations, and educator roles to survive future changes.
A gap in GSK's ability to execute its strategy and drive sustainable transformation became apparent. Senior executives realized they needed to improve the company's ability to "execute the strategy brilliantly," which requires effectively managing and implementing change. An Accelerated Delivery Program (ADP) was developed to change how GSK changes by focusing on performance improvement through applying principles from organization development, Lean Six Sigma, and project management. The realization was that none of these disciplines alone were sufficient to execute GSK's ambitious strategy, but applying them together as ADP had greater potential impact.
EFQM European Foundation Of Quality Management - Radar ModelShashank Varun
The RADAR logic is a dynamic assessment framework and powerful management tool that provides a structured approach to questioning the performance of an organisation. At the highest level, RADAR logic states that an organisation needs to: Determine the Results it is aiming to achieve as part of its strategy.
Early integration planning is critical for successfully implementing your M&A transaction. Mergers and acquisitions can create immediate value opportunities and provide a solid foundation for growth. However, a key challenge for any merger or acquisition is to quickly integrate operations using the same employees who are required to run the day-to-day business. Early planning, e.g., even prior to having a deal in place, will help you jumpstart the M&A integration process and can minimize employee distraction and workload. This document provides an overview of the steps that you can take to prepare for your merger or acquisition and successfully overcome these challenges.
For more information, please visit www.scottmadden.com.
Your Challenge
Companies understand the importance of business process improvement (BPI) and recognize the touted benefits: cost savings, waste elimination, and process efficiency.
With this said, 70% of companies that embark on process improvement initiatives fail.
The high probability of failure is attributed to a number of factors, including lack of continuous improvement and failing to define measurable outcomes.
Our Advice
Adopt a forward-facing outlook. Don’t focus solely on the current state, set improvement targets upfront to drive the initiative.
Break problems down into root-cause variables. Don’t look at the symptom, dive deeper and alleviate the root cause.
Empower business analysts. Create a practical process improvement methodology that your analysts can follow.
Impact and Result
Kick off process improvement by identifying the goals and defining the improvement targets.
Start by referring to the operating model and identifying level 1, 2, and 3 processes. Once the team understands the relationship between processes, they can begin to map a level 3 process using a standard mapping notation.
Use qualitative and quantitative techniques for analyzing the root cause rather than the symptoms.
Ensure the design is aligned with the initial improvement targets. Focus on value-added activities.
Consistently monitor the process and assess the root-cause variables to gauge the success of the process improvements.
How to improve your organization's performance with DawnInterfacing
Attend this session to learn about this formula and how your organization can apply it to achieve exceptional results - good governance, trust in leadership, customer delight, employee engagement, continually improving work processes, strong supplier and partner relationships, better utilization of resources, balanced system of measurement, and financial results.
Advanced Operating Model Research Insights: Healthcare OperationsGenpact Ltd
Compliance, customer satisfaction, and cost reduction are your company’s top challenges. This research examines how technology, process re-engineering, and advanced organizational structures such as shared services and outsourcing can tackle them.
This document provides an overview of operational excellence. It defines operational excellence as achieving success through the integration of four key elements: strategy deployment, performance management, process excellence, and high-performance work teams. It discusses each of these elements in detail with examples. For strategy deployment, it describes the importance of aligning business strategy with execution and provides frameworks for developing strategies. For performance management, it discusses how to translate strategies into measurable objectives and goals using balanced scorecards. For process excellence, it explains how to improve processes using approaches like Lean, Six Sigma and continuous improvement.
This document discusses operational excellence through business process management and continuous improvement. It introduces the continuous improvement model and methodology of defining, measuring, analyzing, improving, and controlling processes. Key concepts are discussed like customer focus, fact-based decision making, and involving employees. Specific examples are provided around production processes, identifying opportunities, and engaging people in improvement initiatives. The role of people and change management are emphasized as critical success factors.
The document discusses performance measurement in the public sector. It defines performance measurement as collecting and analyzing information to understand if results are in line with stated objectives. Performance measurement is used for control, learning, public accountability, and decentralization. It outlines a typical performance measurement framework involving setting strategic objectives, developing performance indicators to measure them, identifying gaps, and taking improvement actions. The document provides examples of different types of performance indicators that measure inputs, outputs, and outcomes. It emphasizes that performance targets should be specific, measurable, achievable, realistic, and time-based.
The document summarizes key changes made to the EFQM Excellence Model in 2010. Some criteria titles were changed for clarity. The fundamental concepts were fully integrated into the criteria parts. Examples were mapped from concepts to criteria to show how they are linked. The results section was refined, with key results now the focus. RADAR scoring was adjusted to place more emphasis on relevance, integrity, sustainability, and innovation. The weightings of criteria were also balanced.
The baldrige framework for performance excellenceKen Dy
The document discusses the history and framework of the Malcolm Baldrige National Quality Award. It began in the 1980s in response to declining US productivity. The award recognizes organizational excellence and provides criteria for organizations to evaluate themselves. There are 7 criteria categories covering leadership, strategic planning, customer focus, and results. The application process is rigorous, involving multiple levels of review. Award winners are seen as models of innovation, leadership, and performance excellence. The Baldrige framework has influenced quality awards in other countries and raised global competitiveness.
Operational excellence through lean & six sigmaHarsh Upadhyay
Operational excellence focuses on continuous improvement through lean, six sigma and lean six sigma approaches. It aims to optimize processes by focusing on customer needs and empowering employees. Caterpillar deployed lean six sigma across 27 business units to regain industry leadership. PASCO trained employees in lean six sigma to drive a culture change and focus on high potential markets and product innovation. ScottishPower used lean six sigma to improve customer service and sales operations to increase its market share.
This document discusses Shell's efforts to link service-oriented architecture (SOA) concepts with process standardization across its finance functions. It provides an overview of Shell's finance operations and processes, and describes how SOA can help drive process standardization by establishing governance, design, organization, skills/tools, data management and change management. The document also presents models for evolving IT and business models to support standardized processes delivered through shared services and standardized IT systems and services.
SSCG Strategy, Business Services and Operating Model DimensionsEugene Nizeyimana
SSCG is a global management consulting and engineering firm that provides services to automotive, industrial manufacturing, and emerging markets sectors (1). They use a multi-disciplinary approach combined with industry expertise to help clients address strategic and operational issues through solutions like process transformation, quality improvement, and market intelligence (2). SSCG aims to deliver high-quality services and continuous improvement through a dedicated focus on quality and a 5-step framework for defining problems, developing solutions, deployment, measurement, and control (3).
Malcolm Baldrige National Quality AwardAmir NikKhah
The document provides an overview of the Malcolm Baldrige National Quality Award, which was created in 1987 to promote quality awareness and share best practices among U.S. organizations. It describes the award's aims of enhancing competitiveness, identifying role models, and establishing evaluation criteria. It also outlines the criteria used for the award, including leadership, strategic planning, customer focus, measurement/analysis, workforce focus, and operational effectiveness.
The Baldrige Performance Excellence Program operates as a public-private partnership to educate organizations on performance excellence and manage the Malcolm Baldrige National Quality Award. The program was established by Congress in 1987 and uses a criteria framework with 7 categories to define and assess organizational performance excellence. Over the years, the program has recognized over 85 award recipients, created a national standard for performance excellence, and raised U.S. competitiveness through sharing of best practices.
This document discusses organizational change and excellence. It addresses questions organizations should consider when contemplating change, such as why change is necessary and how it will impact the organization. There are two types of change: strategic change which stems from external opportunities and challenges, and process change which deals with internal operations. Culture and leadership are also important for achieving excellence. Change is difficult and will face resistance, so full participation is needed for success.
This document discusses aligning organizational performance to goals and objectives. It identifies common obstacles such as cultural resistance, lack of information sharing, and accountability. It also outlines key areas of performance alignment including business units, workforce, financials, and resources. Specific steps are provided to align each of these areas including defining goals, identifying processes, and establishing performance measures.
Description of how the balanced scorecard can be used for small businesses on the run, using one page business plan, by Warren Rutherford, Owner, The Executive Suite.
The document discusses the evolving role of quality professionals to support company objectives. It summarizes previous research showing how the quality professional's role has changed from inspector to improvement integrator and strategic internal consultant. Literature reviewed indicates quality's focus has shifted from products to processes, people, and profit. The document also analyzes data on quality certification and professionals in Indonesia, finding most companies remain compliance-focused while opportunities exist in risk management and business-driven roles. It recommends quality professionals master risk assessment, operations, and educator roles to survive future changes.
A gap in GSK's ability to execute its strategy and drive sustainable transformation became apparent. Senior executives realized they needed to improve the company's ability to "execute the strategy brilliantly," which requires effectively managing and implementing change. An Accelerated Delivery Program (ADP) was developed to change how GSK changes by focusing on performance improvement through applying principles from organization development, Lean Six Sigma, and project management. The realization was that none of these disciplines alone were sufficient to execute GSK's ambitious strategy, but applying them together as ADP had greater potential impact.
EFQM European Foundation Of Quality Management - Radar ModelShashank Varun
The RADAR logic is a dynamic assessment framework and powerful management tool that provides a structured approach to questioning the performance of an organisation. At the highest level, RADAR logic states that an organisation needs to: Determine the Results it is aiming to achieve as part of its strategy.
Early integration planning is critical for successfully implementing your M&A transaction. Mergers and acquisitions can create immediate value opportunities and provide a solid foundation for growth. However, a key challenge for any merger or acquisition is to quickly integrate operations using the same employees who are required to run the day-to-day business. Early planning, e.g., even prior to having a deal in place, will help you jumpstart the M&A integration process and can minimize employee distraction and workload. This document provides an overview of the steps that you can take to prepare for your merger or acquisition and successfully overcome these challenges.
For more information, please visit www.scottmadden.com.
Your Challenge
Companies understand the importance of business process improvement (BPI) and recognize the touted benefits: cost savings, waste elimination, and process efficiency.
With this said, 70% of companies that embark on process improvement initiatives fail.
The high probability of failure is attributed to a number of factors, including lack of continuous improvement and failing to define measurable outcomes.
Our Advice
Adopt a forward-facing outlook. Don’t focus solely on the current state, set improvement targets upfront to drive the initiative.
Break problems down into root-cause variables. Don’t look at the symptom, dive deeper and alleviate the root cause.
Empower business analysts. Create a practical process improvement methodology that your analysts can follow.
Impact and Result
Kick off process improvement by identifying the goals and defining the improvement targets.
Start by referring to the operating model and identifying level 1, 2, and 3 processes. Once the team understands the relationship between processes, they can begin to map a level 3 process using a standard mapping notation.
Use qualitative and quantitative techniques for analyzing the root cause rather than the symptoms.
Ensure the design is aligned with the initial improvement targets. Focus on value-added activities.
Consistently monitor the process and assess the root-cause variables to gauge the success of the process improvements.
How to improve your organization's performance with DawnInterfacing
Attend this session to learn about this formula and how your organization can apply it to achieve exceptional results - good governance, trust in leadership, customer delight, employee engagement, continually improving work processes, strong supplier and partner relationships, better utilization of resources, balanced system of measurement, and financial results.
The document discusses Omnex's approach to integrating Lean, Six Sigma and ISO quality standards for continual process improvement. It provides an overview of Lean/Six Sigma principles and tools like value stream mapping to identify and achieve improvements. The approach develops a culture of continual improvement through a managed process of defining measures, identifying gaps, planning projects and monitoring progress.
This document summarizes an integrated approach to global supply chain transformation presented by two speakers. It provides background on the global manufacturing industry benchmarking study covering nearly 750 companies. It outlines benefits companies can realize from supply chain transformation including improved profitability, costs reductions, and flexibility. The challenges of complexity for companies are discussed. An implementation framework is presented covering assessing the current state, defining a target future state, and implementing changes. The presentation also provides details on Banner Pharmacaps' business transformation program, including timelines, challenges, and value drivers.
Government Quality Management - It's Not an Oxymoron!
Government can and does provide quality performance in management. One way is through the use of the Baldrige Criteria for Performance Excellence and see some of the national stars from around the nation.
The document discusses the Tata Business Excellence Model (TBEM) framework for achieving business excellence and world-class performance. It outlines the seven categories of TBEM including leadership, strategic planning, customer focus, measurement and analysis, workforce focus, process management, and business results. It also discusses using TBEM to develop strategies, deploying through key business processes, and continuously evaluating and improving to close gaps.
This document provides an outline for a presentation about agility in HR. It discusses how poorly defined processes, high employee turnover, and non-integrated technology can reduce the efficiency of HR shared services centers. It then outlines routines that can help organizations become more agile, such as perceiving change, testing and experimenting with new ideas, and implementing changes. Companies that score high in these agility-related routines tend to have higher returns on assets. The presentation encourages assessing how agile one's own organization and people are.
A BENCHMARKING FRAMEWORK FOR MEASURING CORPORATE PERFORMANCE OF SMALL AND MEDIUM CONSTRUCTION COMPANIES IN THE SOUTH AFRICAN CONSTRUCTION INDUSTRY USING BEST PRACTICE INDICATOR
A BENCHMARKING FRAMEWORK FOR MEASURING CORPORATE PERFORMANCE OF SMALL AND MEDIUM CONSTRUCTION COMPANIES IN THE SOUTH AFRICAN CONSTRUCTION INDUSTRY USING BEST PRACTICE INDICATOR
This document summarizes key concepts from a textbook on strategic management. It discusses three main themes covered in the book: global considerations impacting strategic decisions, information technology as a strategic tool, and preserving the environment. It also outlines the strategic management process, benefits of good strategic management, and importance of ethics in business strategy.
This document discusses the importance of Total Quality Management (TQM) for Enterprise Resource Planning. It begins by outlining the 12-step research process used. It then discusses how TQM focuses on continuous improvement, customer focus, systematic operations improvement, and long-term thinking. The history and evolution of TQM approaches from Deming, Juran, and Crosby are summarized. Critical success factors, quality control tools, and issues regarding TQM strategy implementation are also highlighted. The conclusion emphasizes that effective TQM reduces costs, improves processes, and facilitates organizational change and transformation towards business excellence.
This document discusses quality management strategies and provides resources on the topic. It discusses the importance of quality management and having it as an executive priority. It also outlines six common quality management tools: check sheets, control charts, Pareto charts, scatter plots, Ishikawa diagrams, and histograms. Each tool is briefly defined. Finally, it lists other related topics to quality management strategies.
Organizational Innovation Report by TrendsSpotting: Implementing innovation i...Taly Weiss
In this review we collects insights from academic research, leading analysts and consultancies and observe related case studies, to come up with best practices for the implementation of innovation in organizations. We review models for innovation leadership, culture, innovation strategy and goals; discuss mechanisms for learning and knowledge sharing, and review the required set of incentives and rewards. Focusing on Innovation challenges we collect insights and best practices regarding strategy alignment, management support, idea generation and commercialization, speed, lean processes, innovation events and sharing platforms as well as innovation metrics. In search for optimal innovation implementation methods, we review studies on high performing companies and present case studies on how innovative companies implement innovation in their organization.
The 130 page PPT report “Organizational Innovation: Implementing innovation in organizations” is targeted at innovation stakeholders and aids in structuring the organization towards effective innovation.
This is a sample report.
DHL Quality Control Manual Quality Management (BADM370).docxmariona83
DHL Quality Control Manual
Quality Management (BADM370)
Unit III: Individual Project
Student name
5 September 2018
TABLE OF CONTENTS
History of Quality Management 1
Founders of Quality Management 1
Total Quality Management Systems 1
The Role of Leadership 2
Strategic Issues 2
Management as a Role Model 2
Modern Metrics 2
General Quality Strategies and Tools 3
Customer Expectations 3
Designing Quality in 3
Defining Metrics 3
Mistake-proofing 3
Kaizen 3
Six Sigma 3
Quality Tactics and the Logistics and Supply Chain Functions 4
Internal and External Tools 4
Roll-Out 5
Introduction to Quality Management
Quality classification varies in numerous organizations. Organizational expectations of quality requirements are directly correlated to what customers expect in a product or service. Prior to the early 1900’s the concept of quality management was simplistic in nature. Basic forms of quality management can be traced back to the medieval times when master craftsmen would assess the quality of products and services. Modern day quality management was initially studied and formally introduced to manufacturing organizations by a mechanical engineer named Fredrick W. Taylor. For years, Taylor conducted research on manufacturing processes and how quality can be improved to increase efficiency in production. Based on his studies, Taylor published The Principles of Scientific Management in which he presented statistical findings on how to effectively implement quality management practices.
In conjunction to Taylor’s time study, Frank and Lillian Gilbreth focused on motion and efficiency study to improve the quality management processes that later paves way for the modern-day quality management systems of ISO. Another highly qualified mechanical engineer, Henry Gantt, created charts to help managers plan and monitor project tasks. Gantt also determined that employees needed to be paid based on performance evaluations. The scientific studies have improved standards and increased profitability for many businesses. This was even more evident following the work of engineer and scientist, W. Edwards Deming. Deming utilized Walter Shewhart’s Plan-Do-Check-Act Cycle for total quality management (TQM) to assist the Union of Japanese Scientists and Engineers (JUSE) in rebuilding economic strength following the aftermath of World War II.
The emphasis on total quality management (TQM) is imperative today. Businesses, like Deutsche Post DHL Group, have adopted specific methods for implementing TQM within the organization. The ISO 9000 quality management system presents standardized requirements for achieving TQM. The Plan-Do-Check-Act Cycle has also attributed to successful management assessments as well. Another frequently used system is Deming’s 14 Points. The benefits of these systems outweigh the cons. The systems have saved businesses countles.
This document discusses how business excellence frameworks can help organizations develop an innovative approach. It argues that innovation is best viewed as a continuous process rather than a discrete outcome. Business excellence models incorporate elements that can embed innovation across an organization, such as a focus on customers, staff feedback, and continuous learning. Case studies show how organizations have used principles of business excellence like clear objectives, review of progress, and willingness to change to drive innovation in areas like leadership, employee recognition, supply chain management, and process improvement. The conclusions are that innovation is more effectively a continuous process than an event, and that business excellence techniques can help organizations innovate more successfully.
The document provides an overview of Sage Software's project management approach and benefits. It discusses Sage's business solutions, what project management entails, challenges in the software industry, the importance of process, Sage's project management components and tools used, realized benefits including improved defects and customer service, and next steps such as expanding test automation and agile methodology.
Daniel DenBoer is a senior business executive with over 25 years of experience leading business transformation projects for Fortune 500 companies. He has delivered over $500 million in profit improvements and cost reductions for clients. He is currently a Director at AlixPartners, where he leads assessments and implementations of improvement plans. Previously, he was Managing Director of DenBoer Associates, focusing on cost reduction, profit improvement, and cash flow projects. He also has experience at American Express, BearingPoint, Celerant Consulting, Motorola, and Deloitte.
Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women MagazineCIOWomenMagazine
In this article, we will dive into the extraordinary life of Ellen Burstyn, where the curtains rise on a story that's far more attractive than any script.
Garments ERP Software in Bangladesh _ Pridesys IT Ltd.pdfPridesys IT Ltd.
Pridesys Garments ERP is one of the leading ERP solution provider, especially for Garments industries which is integrated with
different modules that cover all the aspects of your Garments Business. This solution supports multi-currency and multi-location
based operations. It aims at keeping track of all the activities including receiving an order from buyer, costing of order, resource
planning, procurement of raw materials, production management, inventory management, import-export process, order
reconciliation process etc. It’s also integrated with other modules of Pridesys ERP including finance, accounts, HR, supply-chain etc.
With this automated solution you can easily track your business activities and entire operations of your garments manufacturing
proces
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Every industrial revolution has created a new set of categories and a new set of players.
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McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
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MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
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Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
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GBA Organizational Theory Honeywell FM&T
1. BALDRIGE AWARD WINNING
ORGANIZATION:
HONEYWELL FEDERAL
MANUFACTERING
&TECHNOLOGIES, LLC
Centenary College Shemwie Chen, Michael Coughlin, Nadira
GBA 603 Singh, Lissette Tapia
3. Baldrige Award
The Baldrige Program's mission is to improve
the competitiveness and performance of U.S.
organizations
The award is given annually by the National
Institute of Standards and Technology (NIST) to
organizations that show excellence in the
following areas:
Strategic Customer
Leadership Measurement
Planning Focus
Workforce Process
Results
Focus Management
5. Leadership
Communication
Open–door policy and information sharing
Skip Level Meetings and Ask the FM&T President
Vision and Values
To be the most admired team within the United States
National Nuclear Security Administration (NNSA)
Enterprise Alignment Process (EAP)
Focus and Action
Management Assurance Program
Tyco International Opportunity for Improvement
Model Ethical Behavior
TYCO Guide to Ethical Conduct
6. Strategic Planning
Honeywell Strategy Implementation
Gather information from customers, employees, and
managers
Data and Implementation Assessment Models
Quarterly Feedback Reports
Tyco Strategy Strength
Core Values are integrity, accountability, teamwork and
innovation
Tyco Strategy Weakness
Implementation of Strategic Plan
7. Customer Focus
Honeywell FM&T Customer Centric Approach
DRIVE
CUSTOMER VOICE OF
ENGAGEME CUSTOMER
NT
Product Offering Customer Listening
Customer Support CUSTOMER Measure Customer
Engagement
Building Customer
Culture Monitor Customer
Satisfaction
Source:NIST website
8. Measurement, Analysis, and
Knowledge Management
Performance Measurement & Analysis
Selecting Performance Measurements
Balance Score Card
Performance Goals and Ranges
Comparative Data Level
9. Measurement, Analysis, and
Knowledge Management
Tyco Performance Measurement Analysis
Measurement strength in performance data of
operational performance for key products and services,
regulatory compliance, and customer satisfaction
Monitoring and Measurement of Customer Satisfaction
OFI Integration and Implementation
Data Management Methods
Manufacturing Resource Planning
Action Planning
10. Workforce Focus
Honeywell FM&T Tyco International
Excellent Quality (HOS) Teamwork Culture (OFI)
Strong Employee Involvement Operational Excellence (OFI)
Award Programs Safe Work Environment
Steering Committee Safety Culture & Environment, Health & Safety (EHS)
Health Training (ELMS) management System
Good Horizontal Relationships
Workforce Satisfaction Surveys
11. Process Management
Honeywell FM&T Sigma Six Process
Project relation to business strategy
Measuring understanding
Analyzing alternative concepts
Designing a robust process
Verifying a plan to ensure performance
Reviewing a process to determine any improvements
Tyco International OFI adopting the Sigma Six
Process
12. Results
HONEYWELL FM&T TYCO INTERNATIONAL
Sales 72% increase 9% increase
Initiatives Continuous execution Improvements in data
and monitoring of management, monitoring
strategy daily and and measuring
quarterly
Baldrige Award Recipient experienced Improved organizational
high performance and systems and
success implementation of the
Baldrige Criteria to
achieve performance
excellence
13. Conclusion
The Baldrige Program raises awareness about the
importance of performance excellence in driving the
U.S. and global economy, provides global leadership in
the learning and sharing of successful strategies,
performance practices, principles and methodologies.
Honeywell FM&T is an exemplary role-model of an
effective and efficient organizational management
system.
Tyco International has opportunities for improvements
and once implemented can be a recipient of the Baldrige
Award.
14. References
Baldrige National Quality Program, Honeywell Federal Manufacturing & Technologies profile, Retrieved
fromhttp://www.nist.gov/baldrige/publications/upload/Honeywell_FMT_Profile.pdf
Baldrige Performance Excellence. Criteria for Performance Excellence. Retrieved from
http://www.nist.gov/baldrige/publications/criteria.
Baldrige Performance Excellence. Malcolm Baldrige National Quality Award. Retrieved from
http://www.nist.gov/baldrige/award_recipients/honeywell_profile.cfm
Baldrige Self-Analysis Worksheet. Retrieved from
www.nist.gov/baldrige/.../2011_2012_Optional_Worksheet.doc
CNN Money. Honeywell International. (2011). Retrieved from
http://money.cnn.com/magazines/fortune/global500/2011/snapshots/11
Daft, R. L. (2010). Organization Theory and Design (10th ed.). Mason, OH: South-Western Cengage
Learning
Honeywell International Inc., (2012) Retrieved on August 31, 2012 from
http://finance.yahoo.com/q/pr?s=HON+
Honeywell Company Overview. (2011). Retrieved from http://honeywell.com/
Tyco International (2011) Annual Report. Retrieved from
http://www.tyco.com/2011annualreport/pdfs/TYCO11AR_FULL_FINAL.
Tyco Electronics. (2008). Industrial Components and Application Guide. Retrieved August 27, 2012 from
www.te.com/aboutus/news/prodnews.asp?id=1560
Tyco Electronics.(2008) Global Quality Management System. Retrieved on August 27, 2012 from
www.te.com/aboutus/quality/pdf/102-1
Editor's Notes
Vision & Values – To be the most admired team within the United States National Nuclear Security Administration (NNSA) by converting ideas into the highest quality national security products and services by applying the right technology, outstanding program management and best commercial practices.Communication- Leaders give routine updates and ensure that information is available to all employees; the senior leader open-door policy and information sharing are two of the organization’s leadership strength. Skip level Meeetings & Ask the FM&T President are sources to respond directly to employee questions and concerns. Focus & Action – A Management Assurance Program that has an emphasis on performance measurement & fact management.
Strategic Planning a the second Baldrige Award Criteria a competency FM&T demonstrates when implementing strategy first step is gathering information from customers, employees and managers.Data and implementation of assessment models for each strategic step in order to evaluate effectiveness. Quarterly Feedback Reports to monitor and evaluate Tyco Strategy Strength – are a set of core values integrity, accountability, teamwork and innovation which are integrate in every initiative and actionTyco Strategy Weakness- Implementation of strategic plan
Customer Focus Honeywell FM&T has a customer centric approachThe primary focus is the customer. FM&T uses the VOC in order to obtain customer feedback and captures the feedback data in order to take actions which help drive the business process and strategic planning. For example, customer listening, measuring customer engagement, and monitoring customer satisfaction. FM&T drives Customer engagement through product offering, customer support and building customer culture. even during the hiring process questions are customer focused, customer engagement expectation.
Performance Measurement & Analysis consist of selecting performance measurement for FM&T. The Balance Score Card measures overall performance. The performance goals and ranges are based on indicators ranging from 100% to less than 80%. The Comparative Data Level is divided into tiers ranging from 1-2, Tier 1 is best in class and Tier 2 is a comparative and competitive data that collects information from the best competitors indicating performance greater than or equal to key competitors.
Tyco Performance measurement strength is performance data for operational performance for key products and services, regulatory compliance and customer satisfaction. A second strength is monitoring and measurement of customer satisfaction through industry positioning surveys, feedback received in response to customer complaints, meetings with customers and ship to customer request performance which is compared to benchmarks or competitors. Tyco opportunity for improvement is in the integration and implementation of data management methods and manufacturing resource planning. The action planning would entail the establishment of a committee with a member of each business unit to develop targets and identify performance gap
The FM&T workforce is committed to excellent quality through a Honeywell Operating System that maintains organizational excellence.Second, strong employee involvement through a strong incentive based program that encourages participation. An award program that provides recognition to employees who have achieved success in performance within specific areas. Fourth, Steering committee safety culture and engages employees in safety contest to increase awareness. Health training through electronic learning management system. Fifth, good horizontal relationships. Sixth, workforce satisfaction surveys that score appreciation, management listening, positive environment and access to information.
The sixth criteria for Baldrige national quality is the process management. FM&T uses the Sigma Six Process to identify
The Results demonstrate increased sales at 72% for Honeywell and only 9% increase for TYCO. The initiatives to be taken by Honeywell to remain a leader in the marketplace is through continuous execution and monitoring of strategy daily and quartely. Tyco requies improvements in data management, monitoring and measuring.Honeywell FM&T as a recipient of the Baldrige Award experienced high performance and success.Tyco requires improved organizational systems and implementation of the Baldrige Criteria to achieve performance excellence.