Chapter 11 - Building and Sustaining Quality and Performance Excellence

Question 1

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

Answer 1

Organizational Sustainability

Question 2

Building and sustaining performance excellence requires (4)

Answer 2

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

Question 3

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

Answer 3

Culture

Question 4

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

Answer 4

sustainability

Question 5

Culture is driven by ____________.

Answer 5

leadership

Question 6

__________________ are often seen in the mission and vision statements.

Answer 6

Cultural values

Question 7

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

Answer 7

Culture

Question 8

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

Answer 8

culture of quality

Question 9

Culture of quality ensures that all employees: (4)

Answer 9

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

Question 10

Changing Organizational Culture (2)

Answer 10

1. Strategic change
2. Process change

Question 11

__________ change is broad in scope and stems from strategic objectives, which are generally externally focused and relate to significant customer, market, product/service, or technological opportunities and challenges.

Answer 11

Strategic

Question 12

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

Answer 12

Process

Question 13

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

Answer 13

True

Question 14

Strategic versus Process Change (Table 14.1)

Answer 14

See Chapter 11 Page 6

Question 15

Managing Change – Ask the tough questions: (4)

Answer 15

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

Question 16

Change process (American Express): (5)

Answer 16

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

Question 17

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

Answer 17

premium

Question 18

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

Answer 18

performance

Question 19

_________ are the most important driver of performance.

Answer 19

People

Question 20

___________ outcomes drive the work.

Answer 20

Strategic

Question 21

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

Finally, ___________ is vital to success.

Answer 21

Management; leadership

Question 22

To foster a positive quality culture, organizations must – READ

Answer 22

• create and maintain an awareness of quality by
  disseminating results throughout the organization
• provide evidence of management leadership, such as serving on a quality council, providing resources, or championing quality projects
• encourage self-development and empowerment through the design of jobs, use of empowered teams, and personal commitment to quality
• provide opportunities for employee participation to inspire action, such as improvement teams, product design reviews, or Six Sigma training
• provide recognition and rewards, including public acknowledgment for good performance as well as tangible benefits

Question 23

______________________ must provide the vision.

_______________ provide the leadership by which the vision of senior management is translated into the operations of the organization, and act as role models for first-level managers and employees.

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

Answer 23

Senior leadership; Middle managers; workforce

Question 24

Barriers to Change

Answer 24

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

Question 25

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

Answer 25

constancy of purpose

Question 26

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

Answer 26

Alignment; Integration

Question 27

Strategies for Quality and Performance Excellence

Answer 27

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

Question 28

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

Answer 28

True

Question 29

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

Answer 29

quality engines

Question 30

Some Examples of Quality Engines (Table 14.2)

Answer 30

See Chapter 11 Page 13

Question 31

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

Answer 31

Best Practices

Question 32

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

Answer 32

True

Question 33

“Universal” best practices (5)

Answer 33

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

Question 34

Beyond the five "universal" best practices, best practices depend on an organization’s current level of ____________. That is, organizations must build their capability slowly and methodically.

Answer 34

performance

Question 35

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

Answer 35

True

Question 36

Principles for Effective Implementation (8)

Answer 36

* Committed leadership from top management. * Integration with existing initiatives, business strategy, and performance measurement. * Process thinking. * Disciplined customer and market intelligence gathering. * A bottom-line orientation. * Leadership in the trenches. * Training. * Continuous reinforcement and rewards.

Question 37

Quality life cycle (6)

Answer 37

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

Question 38

__________: The implementation stage of a new quality initiative.

Answer 38

Adoption

Question 39

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

Answer 39

Regeneration

Question 40

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

Answer 40

Energizing

Question 41

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

Answer 41

Maturation

Question 42

___________________: When quality has not been strategically driven or aligned

Answer 42

Limitation or stagnation

Question 43

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

Answer 43

Decline

Question 44

Baldrige Roadmap to Performance Excellence (Figure 14.2)

Answer 44

See Chapter 11 Page 18

Question 45

(T or F) Sustainability requires continual learning.

Answer 45

True

Question 46

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

Answer 46

Learning

Question 47

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

Answer 47

* systematic problem solving, * experimentation with new approaches, * learning from their own experiences and history, * learning from the experiences and best practices of others, and * transferring knowledge quickly and efficiently throughout the organization

Question 48

Self Assessment: Basic Elements (8)

Answer 48

* Management involvement and leadership * Product and process design * Product control * Customer and supplier communications * Quality improvement * Employee participation * Education and training * Quality information

Question 49

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

Answer 49

employees; leaders

Question 50

The Baldrige Program provides two simple instruments called _________________

Answer 50

Are We Making Progress?

Question 51

(T or F) "Are We Making Progress" provide a way of capturing the voice of the employee and the perspective of leadership to develop baseline measurements of an organization’s progress using the Baldrige criteria.

Answer 51

True

Question 52

Many organizations derive little benefit from conducting self-assessment and achieve few of the process improvements suggested by self-study. Reasons: (3)

Answer 52

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

Question 53

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

Answer 53

True

Question 54

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

Answer 54

False

Question 55

Leveraging Self-Assessment Findings (4)

Answer 55

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

Question 56

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

Answer 56

True

Question 57

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

Answer 57

False

Question 58

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

Answer 58

institutional

Question 59

Challenges in Small Organizations and Nonprofits – READ

Answer 59

* Lack of understanding and knowledge of what needs to be done and how to do it. * Lack of resources needed to establish and maintain more formal quality systems. * Lack of market clout, which may impact a small firm’s ability to get suppliers involved in quality efforts. * Not recognizing the importance of human resource management strategies in quality. * Lack of professional management expertise and the short-term focus. * Lower technical knowledge and expertise. * The informal nature of communication and lack of structured information systems.

Question 60

__________ has become one of the twentieth century’s most important management ideas. It has exorcised the traditional business and graduate management school notion that a company’s success means making products and offering services quicker and cheaper, selling them hard and providing a product service net to try to catch those that don’t work well. It has replaced this notion with the business principle that making products better is the best way to make them quicker and cheaper and that what is done to make quality better anywhere in an organization makes it better everywhere in the organization.

Answer 60

Quality

Question 61

"Quality has become one of the twentieth century’s most important management ideas. It has exorcised the traditional business and graduate management school notion that a company’s success means making products and offering services quicker and cheaper, selling them hard and providing a product service net to try to catch those that don’t work well. It has replaced this notion with the business principle that making products better is the best way to make them quicker and cheaper and that what is done to make quality better anywhere in an organization makes it better everywhere in the organization." – __________________________________________

Answer 61

Armand V. Feigenbaum and Donald S. Feigenbaum