Is your organisation the best it can be?
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Organisational excellence models define the principles and best management practices that are common to high performing organisations. But only 10% of all the working population knows about it! Global excellence practitioner, Dawn Ringrose, shares tips on how organisations can apply best management practices and reap the benefits. www.promapp.com
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Capital Investment Case Waterways Corporation is a private.docx
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Waterways Corporation is a private company providing irrigation and drainage products
and services for residential, commercial, and public sector projects, including farms,
parks, and sports fields. It has a plant located in a small city north of Toronto that
manufactures the products it markets to retail outlets across Canada. It also maintains a
division that provides installation and warranty servicing in the Greater Toronto Area.
The mission of Waterways is to manufacture quality parts that can be used for effective
water management, be it drainage or irrigation. The company hopes to satisfy its
customers with its products, provide rapid and responsible service, and serve the
community and the employees who represent it in each community.
Waterways puts much emphasis on cash flow when it plans for capital investments. The
company chose its discount rate of 8% based on the rate of return it must pay its
owners and creditors. Using that rate, Waterways then uses different methods to
determine the best decisions for making capital outlays.
In 2020 Waterways is considering buying five new backhoes to replace the backhoes it
now has at its installation and training division. The new backhoes are faster, cost less
to run, provide for more accurate trench digging, have comfort features for the
operators, and have associated one-year maintenance agreements. The old backhoes
are working well, but they do require considerable maintenance. The operators are very
familiar with the old backhoes and would need to learn some new skills to use the new
equipment.
The following information is available to use in deciding whether to purchase the new
backhoes.
Old Backhoes New Backhoes
Purchase cost when new $90,000 $200,000
Salvage value now $42,000 None
Investment in major overhaul needed in next year $55,000 None
Salvage value in 8 years None $ 50,000
Remaining life 8 years 8 years
Net cash flow generated each year $25,250 $ 41,000
Instructions
a. Using the following methods, evaluate whether to purchase the new equipment or
overhaul the old equipment. (Hint: For the old machine, the initial investment is the cost
of the overhaul. For the new machine, subtract the salvage value of the old machine to
determine the initial cost of the investment.) Ignore income taxes in your analysis.
1. Use the net present value method for buying new or keeping the old.
2. Use the payback method for each choice. (Hint: For the old machine, evaluate the
payback of an overhaul.)
3. Compare the profitability index for each choice.
4. Compare the internal rate of return for each choice to the required 8% discount rate.
b. Are there any intangible benefits or negatives that would influence this decision?
c. What decision would you make and why?
Capital Investment CaseInstructions
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Quality management
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International Journal of Lean Six SigmaApplication of contin.docx
International Journal of Lean Six Sigma
Application of continuous improvement techniques to improve organization
performance: A case study
Sharfuddin Ahmed Khan, Mohamad Amin Kaviani, Brian J. Galli, Palvisha Ishtiaq,
Article information:
To cite this document:
Sharfuddin Ahmed Khan, Mohamad Amin Kaviani, Brian J. Galli, Palvisha Ishtiaq, (2019) "Application
of continuous improvement techniques to improve organization performance: A case study",
International Journal of Lean Six Sigma, https://doi.org/10.1108/IJLSS-05-2017-0048
Permanent link to this document:
https://doi.org/10.1108/IJLSS-05-2017-0048
Downloaded on: 04 January 2019, At: 04:46 (PT)
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https://doi.org/10.1108/IJLSS-05-2017-0048
https://doi.org/10.1108/IJLSS-05-2017-0048
Application of continuous
improvement techniques to
improve organization performance
A case study
Sharfuddin Ahmed Khan
Department of Industrial Engineering and Engineering Management,
University of Sharjah, Sharjah, United Arab Emirates
Mohamad Amin Kaviani
Young Researchers and Elite Club, Shiraz Branch,
Islamic Azad University, Shiraz, Iran
Brian J. Galli
School of Computer Science, Innovation and Management Engineering,
Long Island University, Brookville, New York, USA, and
Palvisha Ishtiaq
ASPIN Pharma Private Limited, Karachi, Pakistan
Abstract
Purpose – The purpose of this paper is to study, analyze and implement continuous improvement (CI)
techniques in an interior design case company, which faces challenges in different departments that affect the
case company performance.
Design/methodology/approach – The proposed methodology implemented in three departments of an
interior design company in Gulf Cooperation Council (GCC). First, the authors analyzed and iden ...
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This document outlines how to make sustainability management integral to an organization. It recommends establishing a sustainability mission with leadership support to gain competitive advantages. It also suggests providing value to multiple stakeholders by embedding sustainability initiatives throughout the organization. Finally, it stresses the importance of persistent communication to inform each unique audience and maintain momentum over time.
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Benchmarking is the continuous process of comparing one’s business processes and performance metrics to industry bests and/or best practices from other industries. Dimensions typically measured are quality, time, and cost.
Improvements from learning mean doing things better, faster, and cheaper.
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The document discusses the President's Award for Quality, which recognizes two federal government organizations annually for improving performance and promoting excellence. It established in 1988 to promote sharing of best practices, provide assessment models, and support organizational change. Participating organizations benefit from improved performance, quality, and responsiveness even if they don't win. The award criteria assess areas like leadership, strategic planning, customer focus, and results. To apply, an organization must meet certain eligibility guidelines.
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Speaker: Andrew Bargerstock
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M.B.A., University of Pittsburgh
C.P.A., Pennsylvania
Ph.D., Maharishi University of Management
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Organizational development interventions are structured activities aimed at organizational improvement. There are four main reasons for interventions: the organization has a problem, sees an opportunity, has misaligned features, or needs a changed vision. Interventions are typically part of an overall strategy and address goals, receptive parts of the organization, leverage points, and available resources. Interventions can be designed to improve individuals, groups, intergroup relations, or the total organization. Successful transformations establish urgency, form guiding coalitions, create visions, communicate visions, and empower others. Interventions include diagnostic activities, teambuilding, surveys, education, structural changes, and organizational transformations.
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This document discusses project benchmarking and why project managers should engage in it. It defines project benchmarking as comparing a project's performance to best practices from other organizations to enable innovation. Benchmarking can help projects and systems improve by learning from others' experiences. The document recommends that project managers benchmark to assess performance, gain competitive advantages, and achieve breakthroughs. It also explains that institutions like CII are needed to facilitate benchmarking by regulating information sharing and developing standardized metrics for impartial comparisons. CII provides tools and training to support the benchmarking process.
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This document discusses how organizations can become more sustainable and environmentally friendly. It notes that many companies from various industries have found that being environmentally friendly can improve their bottom line financially. It introduces the concept of the "triple bottom line" which considers a company's social, environmental and financial impacts. The document then proposes that Hudson Gain can help organizations with sustainability strategies and solutions. It lists services such as assessing current practices, identifying opportunities and risks of sustainability strategies, calculating return on investment and indirect benefits, addressing organizational structure and change management needs, and developing talent to support sustainability goals.
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The document provides a framework for developing and implementing a corporate sustainability strategy plan. It begins by discussing surveys that found awareness of sustainability's importance is growing among executives, but there is lack of consensus on what matters and how to measure its impact. The plan's goals are to help the company be recognized as accountable, assure capital market access, outperform on sustainability returns, and build reputation. The proposed framework involves 6 phases: 1) creating a sustainability culture, 2) mapping strategy areas, 3) benchmarking governance and finance standards, 4) assessing issues, 5) setting strategies and goals, and 6) an action plan. Benchmarking to standards like the Equator Principles and Dow Jones Sustainability Index can help lower costs
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How to improve your organization's performance with Dawn
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.
Journey to Excellence: An Inside Look at the Baldrige National Quality Award ...
The document provides an overview of the Baldrige National Quality Award program and the benefits it provides to organizations. It discusses how the Chugach School District in Alaska used the Baldrige criteria to improve student achievement and organizational performance, becoming the first education organization and smallest organization to win the award. It also profiles the Tennessee Center for Performance Excellence, a state award program modeled after Baldrige, and its benefits for member organizations.
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This document provides an introduction to performance management. It defines performance management and discusses its key concerns, scope, history, principles, benefits and issues. It describes how performance management works and links to pay. It also discusses measuring performance using approaches like the balanced scorecard and the European Foundation for Quality Management excellence model. Finally, it covers performance reviews, evaluation, and concludes with thanks.
Capital Investment Case Waterways Corporation is a private.docx
Capital Investment Case
Waterways Corporation is a private company providing irrigation and drainage products
and services for residential, commercial, and public sector projects, including farms,
parks, and sports fields. It has a plant located in a small city north of Toronto that
manufactures the products it markets to retail outlets across Canada. It also maintains a
division that provides installation and warranty servicing in the Greater Toronto Area.
The mission of Waterways is to manufacture quality parts that can be used for effective
water management, be it drainage or irrigation. The company hopes to satisfy its
customers with its products, provide rapid and responsible service, and serve the
community and the employees who represent it in each community.
Waterways puts much emphasis on cash flow when it plans for capital investments. The
company chose its discount rate of 8% based on the rate of return it must pay its
owners and creditors. Using that rate, Waterways then uses different methods to
determine the best decisions for making capital outlays.
In 2020 Waterways is considering buying five new backhoes to replace the backhoes it
now has at its installation and training division. The new backhoes are faster, cost less
to run, provide for more accurate trench digging, have comfort features for the
operators, and have associated one-year maintenance agreements. The old backhoes
are working well, but they do require considerable maintenance. The operators are very
familiar with the old backhoes and would need to learn some new skills to use the new
equipment.
The following information is available to use in deciding whether to purchase the new
backhoes.
Old Backhoes New Backhoes
Purchase cost when new $90,000 $200,000
Salvage value now $42,000 None
Investment in major overhaul needed in next year $55,000 None
Salvage value in 8 years None $ 50,000
Remaining life 8 years 8 years
Net cash flow generated each year $25,250 $ 41,000
Instructions
a. Using the following methods, evaluate whether to purchase the new equipment or
overhaul the old equipment. (Hint: For the old machine, the initial investment is the cost
of the overhaul. For the new machine, subtract the salvage value of the old machine to
determine the initial cost of the investment.) Ignore income taxes in your analysis.
1. Use the net present value method for buying new or keeping the old.
2. Use the payback method for each choice. (Hint: For the old machine, evaluate the
payback of an overhaul.)
3. Compare the profitability index for each choice.
4. Compare the internal rate of return for each choice to the required 8% discount rate.
b. Are there any intangible benefits or negatives that would influence this decision?
c. What decision would you make and why?
Capital Investment CaseInstructions
quality
Quality management
principles
http://www.iso.org
This document introduces seven quality .
Pakistan Quality Award
The document provides an overview of quality standards and frameworks that can help Pakistani organizations improve, such as the Deming Prize, EFQM Excellence Model, and Malcolm Baldridge National Quality Award. It then describes elements that could form the framework for a proposed Pakistan Quality Award, including leadership, engagement of people, relationship management, process management, monitoring and analysis, people results, customer results, corporate social responsibility, and outcomes. The frameworks emphasize the importance of leadership, strategy, people engagement, relationships, processes, measurement and analysis, and results. Implementing such a quality award framework could help Pakistani organizations achieve their goals and improve competitiveness.
Performance management 2012
Performance Management experts were interviewed from around the world to gain perspectives on the current state of the discipline. Key insights included:
- Linking individual, departmental, and organizational performance is a challenge but a key trend. Evaluating performance from a broader perspective is also important.
- Understanding local culture and its potential conflicts with Performance Management approaches is important when implementing systems.
- While practice is still guided by intuition rather than scientific findings, developing a unified philosophy, concepts, theory and tools is important to progressing the discipline.
- Communication of vision and strategy is critical for Performance Management best practices. Systems must also tell employees what to do and how to link to overall strategy.
- Continued research on improving
International Journal of Lean Six SigmaApplication of contin.docx
International Journal of Lean Six Sigma
Application of continuous improvement techniques to improve organization
performance: A case study
Sharfuddin Ahmed Khan, Mohamad Amin Kaviani, Brian J. Galli, Palvisha Ishtiaq,
Article information:
To cite this document:
Sharfuddin Ahmed Khan, Mohamad Amin Kaviani, Brian J. Galli, Palvisha Ishtiaq, (2019) "Application
of continuous improvement techniques to improve organization performance: A case study",
International Journal of Lean Six Sigma, https://doi.org/10.1108/IJLSS-05-2017-0048
Permanent link to this document:
https://doi.org/10.1108/IJLSS-05-2017-0048
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https://doi.org/10.1108/IJLSS-05-2017-0048
https://doi.org/10.1108/IJLSS-05-2017-0048
Application of continuous
improvement techniques to
improve organization performance
A case study
Sharfuddin Ahmed Khan
Department of Industrial Engineering and Engineering Management,
University of Sharjah, Sharjah, United Arab Emirates
Mohamad Amin Kaviani
Young Researchers and Elite Club, Shiraz Branch,
Islamic Azad University, Shiraz, Iran
Brian J. Galli
School of Computer Science, Innovation and Management Engineering,
Long Island University, Brookville, New York, USA, and
Palvisha Ishtiaq
ASPIN Pharma Private Limited, Karachi, Pakistan
Abstract
Purpose – The purpose of this paper is to study, analyze and implement continuous improvement (CI)
techniques in an interior design case company, which faces challenges in different departments that affect the
case company performance.
Design/methodology/approach – The proposed methodology implemented in three departments of an
interior design company in Gulf Cooperation Council (GCC). First, the authors analyzed and iden ...
FMA International: R Boller
This document outlines how to make sustainability management integral to an organization. It recommends establishing a sustainability mission with leadership support to gain competitive advantages. It also suggests providing value to multiple stakeholders by embedding sustainability initiatives throughout the organization. Finally, it stresses the importance of persistent communication to inform each unique audience and maintain momentum over time.
Benchmarking Best Practices - ProAction Group
Benchmarking is the continuous process of comparing one’s business processes and performance metrics to industry bests and/or best practices from other industries. Dimensions typically measured are quality, time, and cost.
Improvements from learning mean doing things better, faster, and cheaper.
Presidents Award For Quality
The document discusses the President's Award for Quality, which recognizes two federal government organizations annually for improving performance and promoting excellence. It established in 1988 to promote sharing of best practices, provide assessment models, and support organizational change. Participating organizations benefit from improved performance, quality, and responsiveness even if they don't win. The award criteria assess areas like leadership, strategic planning, customer focus, and results. To apply, an organization must meet certain eligibility guidelines.
2ed technical meeting
This document provides an overview of total quality management (TQM). It begins with defining TQM as attaining customer satisfaction through continuous improvements across all areas of an organization. The main features of TQM are outlined as being customer-oriented, organization-wide, having a strategic focus, changing corporate culture, emphasizing process management, and continuous improvement. A total quality organization is defined as one that continuously satisfies customers efficiently by integrating its management, social, and technical systems. The document then discusses 10 fundamental principles of quality and the roles and responsibilities of top management in leading a TQM initiative.
Tqm r esearch ppt final
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.
Feedback from the frontlines
Dr. Blandina Cárdenas addressed the Student Government Association about the importance of feedback from students. She instructed students to set obtainable goals and said the administration would listen to student needs and concerns. Cárdenas emphasized that feedback is essential for organizations to improve, as taught by management expert W. Edwards Deming. Deming developed statistical process control to monitor consistency and diagnose manufacturing problems. His teachings helped transform Japanese manufacturing after World War II. Deming stressed the importance of continuous feedback from frontline employees to identify issues not apparent to management.
Award proposal action_plan (2)
The Deming Prize was created in 1951 to recognize individuals and organizations that excel in quality management. It is awarded by the Japanese Union of Scientists and Engineers in honor of W. Edwards Deming, who pioneered quality management techniques. To qualify, applicants must demonstrate strong leadership and implementation of total quality management principles. The application process involves a rigorous self-examination across various quality criteria. Winners are selected based on clear goals, proper TQM implementation, and outstanding results that improve the business. The Deming Prize aims to drive continuous quality improvement.
Committed to the path of sustainability Excellence with EFQM
The document discusses the EFQM Excellence Model, which is a framework used by over 30,000 organizations worldwide to guide organizational performance and improvement. The model includes eight fundamental concepts, nine criteria with sub-criteria to assess enablers and results, and a "RADAR logic" cycle of planning, implementing, evaluating and improving. It provides a holistic assessment of an organization's strategy, processes, leadership, people management, partnerships and results. The goal of the model is to help organizations define, assess, and improve excellence by learning from others and establishing best practices.
Lean Leadership: Helping Leaders Understand Their Role In The Improvement Pro...
This document provides an overview of a webinar on helping leadership understand their role in the Lean improvement process. It discusses how improvement professionals often face frustration from a lack of leadership support, while leaders face frustration not knowing how to best provide assistance. The webinar aims to educate leaders on key Lean concepts and their vital role in enabling improvements. This includes setting an improvement strategy, coaching project teams, authorizing frontline changes, and modeling Lean behaviors. It also addresses managing expectations around the timeline and disruptive nature of transformation, emphasizing the need for long-term commitment.
Training Presentation
The Presidential Award for Quality recognizes high performing federal organizations that promote effective management techniques and provide models for performance assessment. While applying for the award requires an objective review, organizations can also benefit from self-assessing their performance using the award's criteria to improve communication, resource decisions, workforce motivation, and focus on vision, customers, learning, employees, agility, innovation, responsibility, and results. The criteria evaluate leadership, strategic planning, customer focus, information analysis, human resources, processes, and business results.
Training Presentation
The Presidential Award for Quality recognizes high performing federal organizations that promote effective management techniques and provide models for performance assessment. While applying for the award requires an objective review, organizations can also benefit from self-assessing their performance using the award's criteria to improve communication, resource decisions, workforce motivation, and focus on vision, customers, learning, employees, agility, innovation, responsibility, and results. The criteria evaluate leadership, strategic planning, customer focus, information analysis, human resources, processes, and business results.
Tbem 2009 one dayer print
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.
performance.pptx
The document discusses key concepts in performance excellence including Baldrige Performance Excellence Program, Lean Six Sigma, and organizational improvement frameworks. It provides an overview of Baldrige criteria for organizational assessment, continuous improvement cycles, and how Baldrige can help organizations address dynamic environments through strategy-driven performance. Lean focuses on eliminating waste, Six Sigma on reducing variation, and Lean Six Sigma integrates both for full process optimization. The Baldrige, Lean Six Sigma, and quality management system approaches help organizations effectively manage processes for improved effectiveness, efficiency and achieving objectives.
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Is your organisation the best it can be?
- 1. The impact of leadership on a culture of innovation l www.promapp.com Is Your Organisation The Best It Can Be? Host: Thomas Lorenzo Account Executive, Promapp Webinar Presenter: Dawn Ringrose, Global Excellence Practitioner
- 2. Is Your Organization The Best It Can Be? Current state? Desired future state?
- 3. Webinar Highlights 1. Excellence models, a well kept secret 2. Global research that provides validation 3. Principles and best management practices that comprise an excellence model 4. Tips to assist with successful implementation 2
- 5. Global Research on Excellence Models 5 Over 20 years of validation
- 6. Canada 6
- 7. Canada 7 Canada has tracked the performance results of award recipients and noted improvements in: – Employee turnover – Cost savings – Customer and employee satisfaction – Cycle time – Price savings to client – Injuries – Employee pride – Trust in leadership (Source: Stoehr, 2011)
- 9. United States 9 A study in the United States compared the benefits received by award winners from 2007 to 2010 with the cost of operating the program and reported a benefit-to-cost ratio of 820:1 (Source: Link, Scott, 2011)
- 10. United States 10 Role model organizations across sectors: Manufacturing Service Small business Health care Education Non-profit Realized good ROI on financial returns and customer and workforce satisfaction (Source: Baldrige Performance Excellence Program, 2011)
- 11. Europe 11
- 12. Europe 12 A study examined award winners against comparison companies of similar size and industry sector over an 11 year period and found award winners experienced higher: – Increases in share value – Average growth in sales – Reduction in costs – Increases in operating income – Other accounting measures (Source: Boulter, Bendell, Abas, Dahlgaard, Singhal, 2005)
- 13. Australia 13
- 14. Australia 14 Case studies undertaken with 8 local government councils facing similar challenges Councils used the model to assess and improve their organization Now understand the model can be used to improve any aspect of their organization Source: Pattison, 2011)
- 15. Asia 15
- 16. Asia 16 Recent research on the impact and value of business excellence in India, Japan, Singapore, Taiwan, Thailand Companies reported that excellence model(s): – had a major impact on their competitiveness and performance – were relevant for long-term competitiveness and sustainability – award programs were important for recognition but the prime motivator was to become “world-class” (Source: Centre for Organizational Excellence Research)
- 17. New Zealand
- 18. Worldwide Many countries have a national quality or organizational excellence award 18
- 19. Principles and Best Management Practices Common to high performing organizations
- 20. 20
- 21. Principles 21 1. Leadership involvement 2. Alignment 3. Focus on the customer 4. People involvement 5. Prevention based process management 6. Partnership development 7. Continuous improvement 8. Data based decision making 9. Societal commitment
- 22. Best Management Practices Across Key Management Areas 22 1. Governance 2. Leadership 3. Planning 4. Customers 5. Employees 6. Work Processes 7. Suppliers and Partners 8. Resource Management 9. Continuous Improvement & Performance Measurement
- 23. Tips for Successful Implementation Based on practical experience and reflections from award recipients
- 24. Tips for Success 24 Remember leadership commitment paves the way Use a tried and true process Use a variety of methods to make the excellence journey enjoyable and maintain momentum Emphasize this knowledge is valuable for everyone
- 25. Want more info? Download the Organizational Excellence Framework publication for free & try the teaser assessment. http://organizationalexcellencespecialists.ca/
- 26. The impact of leadership on a culture of innovation l www.promapp.com @promapp Questions? www.promapp.comdawn@organizationalexcellencespecialists.ca