Final Flashcards
(75 cards)
1
Q
What does the Baldrige framework establish
A
measurements and knowledge management as the foundation of performance excellence
2
Q
what do measurements and indicators provide
A
they provide a scorecard of business performance that can be used at all levels of the organization
3
Q
what are the key measurements and knowledge management practices for performance excellence
A
- select, collect, align and integrate, data and information for tracking faily operations
- select and ensure the effective use of comparative data and information
- review org performance and capabilities using effective mathods of analysis. See how it responds to changing needs and challenges
- use organizational findings to share lessons learned and best practices for continuous improvement
- ensure data and information is accurate, timely, secure
- make needed date information available and accessible to everyone
- manage organizational knowledge to accomplish the collection and transfer of knowledge
- ensure hardware and software are reliable, secure ets.
4
Q
what is the value of performance measurement
A
- if you dont meaure results, you cant tell success from failures
- if you cant see success you cant reward it- and if you cant reward success, you are probably rewarding failure
- if you cant recognize failure, you cant correct it
5
Q
What are the different categories under the balance scorecard
A
Financial persp- profitability, growth return on inventment, economical value added and shareholder value
internal perspective: quality levels, productivity, cycle time, cost
- customer perspective= service levels, satisfaction ratings, repeat business
-innovation and learning perspective- intellectual assets, employee satisfaction, market innovations, skills development
6
Q
what is lagging measure
A
tell what has happened
7
Q
what is leading measure
A
predict what will happen
8
Q
describe the casual relationships amoung categoties in the scorecard
A
- Learning - people and skills
- Internal - product and channels/ product and service quality
- Customer - customer satisfcation and loyalty
- Financial- financial and market share
9
Q
what are the performance measurements in the baldridge criteria
A
- product and process measures
- customer focused measures
- workforce focused measures
- leadership and governance measures
- financial and market measures
10
Q
what is the purpose of the balanced scorecard
A
- to translate strategy into measures that uniquely communicate your vision to the organization
11
Q
what is analytics
A
the use of data, information technology, statistical analysis ets. to help managers gain improved insights about their business operations and make better fact based decisions
12
Q
What are the different types of analytics
A
descriptive analytics
predictive analytics
prescriptive analitics
13
Q
what are descriptive analytics
A
the use of data to understand oast and current performances and make informed decisions
14
Q
what are predictive analytics
A
analyzing past performances in an effort to predict the future by examining historical data and detecting patterns
15
Q
what are prescriptive analytics
A
using optomization to determine best practices
16
Q
what does big data mean
A
refers to massive amount of business data from a wide variety of sources, some of which is available in real time and much is uncertain or unpredictable
17
Q
what are the different baldridge criteria for analytics
A
- strategy considerations - how do you collect anf analyze data
- Performance Projections - short and long term plannigg horizon
- perormance measures - how do you use data and information to track daily operations
- future performance- how do you project your organizations future performace
18
Q
how do you design an effective performance measurement system
A
- provides a perspective of the past, present and future
- identifying trends and progress
- facilitating understanding of cause and effect relationships
- providing direction and support for continuous improvement
- allowing performance comparison benchmarks
19
Q
how do you select performance measures
A
-fewer is better -vital key variables
-linked to key business drivers
-include a mix of past, present and future
-address needs of all stakeholders
-measures should star at the top and flow down to all levels of employees
-combine multiple indexes into a single index
change as the environment strategy changes
20
Q
what are the two different types of matrix classifications
A
run the business
change the business
21
Q
what arrethe measures for changing the business
A
measures are those most critical to the achievement of strategic objectives and evaluates organizational performance
22
Q
what are the measures for run the business
A
measures are those used for daily operations including measures of accuracy,r esponsivess
23
Q
how do you link measures to strategy
A
- inapropriate measured lead to actions incongruent with strategies
- appropriate measured lead to attainmenet of strategic goals
- performance measures should align with the principle factots that determine competitive success
- should be aligned with strategies and action plans
24
Q
what could be three levels of process level measurements
A
- corporative level
- factory level
- production line level
25
what is an enterprise resource planning
software packages that integrate organization information systems and provide infrastructure for managing information across the enterprise
26
what doesan outdated system do
eastes resources, hinders strategic deployment and rewards wrong behaviors
27
what should an audit examin
- wether the measurements are aligned with the organizations goals
- whether there is a right balance between leading and and lagging measures
- wether any gaps, blinds spots or potential conflicts exiist in the measurement system
28
what is an analysis
```
an examination of facts and data to provide a basis for effective decisions
ex. trends, changes, means, proportions, regression analysis, compare to achieve best in class benchmarks
```
29
what is interlinking
the quantitative mofeling of cause and effect relationships between performance measures
30
what is data mining
process of searching learge databases to find hidden patterns in data
31
what is comparative data
refers to industry averages, competitor performance, world- class benchmarks or performance measures of other organizations with similar products
32
what are performance reviews
- data provide the foundation for management review to
- access organizational success
- understand how well action plan is being achieved
- identify priorities for improvements na dopportunities for innovation
33
what is knowledge management
the process of identifying, capturing, and organizing knowdleg assets to create and sustain competitive advantage
34
what are knowledge assets
accumulated intellectual resources that anorganization possesses including information, ideas etc.
35
what is explicit knowledge
information stored in documents
36
what is implicit knowledge
information that is formed around intangible factors resulting from individuals experience
37
what should an effective knowledgement system include
- a way of capturing knowledge of how a business operates
- assimillated new knowledge into business system
- validating and sysnthesizing new knowledge as it is aquired
- encourages full participation of employees
38
what in internal benchmarking
the ability to identify and transfer best oractices within the organization
39
what it rapid knowledge transfer
discory , learning , creation, and reuse of knowledge that bcomes intellectual caiptal
40
what were some of the things that the Juran center at the university of minnesota observe
- despite subtantial effors, only a few US organizations have reached world class excellence
- even fewer have sustain excellence during changes in leadership
- most comporate failures accur with leadership
41
what oiints in demings 14points address leadership
1
7
12
14
42
what is leadership
the ability to positively influce people and systems under ones authority to have a meaningful impact and achieve important results
43
six competencies summarized by the human develpmet and leadership division
1. navigator - sharesd meaning and provides direction
2. communicator - effectively listens and articulater messages to profive shared meaning
3. mentor - provides others with a role to guide their actions. ex. personal relationships
4. learner- continuously develops personal knowledge, skills and abilities
5. buildrs - shapes processes to andstructures to allow for achievement goals
6. motivator - influences others to take action in a desireable manner
44
what are the personal seven personal leadership characteristics
1. Accountability- taking responsability
2. courage - mental and moral strenght - unknown
3. humility - understant that they are servants if those to follow
4. integrity - ability to discern what is right kfrom wrong and commit to the right path
5. creativity- see posibilities and horizons
6. prerserverance - sticking to a task
7. well being - ability to stay health in both work and play
45
what is strategic leadership
a persons ability to anticipate, envision, maintain flexibility, think strategically and work with others
46
what are some key practices for performance excellence in leadership
- set organization vision and values and deploy them through the organizations system, and to the workforce -demonstrate commitment through personal actions
- foster a sustainable organization
- legal and ethical behavior
- two way communication
- focus on action
- balanced value for stockholders and customers
- effective governance system - transparancy, protection of stockholders
- support and strenghted key communities - ex. charities
47
what are some of the characteristics of leadership
- serve as both leaders and team members
- importance of integrity through actions rathen than simply articulating
- think in terms of process rather than outcomes
- leverage the collctive process rather than outcomes
- design work that reflects relationships rathern than hierarchy
- anticipateenvironmental changes
- view employees as resources
- operate with a global mindset
48
what is a leadership system
- how leadership is exercised formally and informally throughout the organization. How key decisions are made and communicated to al levels.
49
what is situational leadership
leadership styles may vary from one personto another depending on the readiness of subordinates which is characterized by their skills and abilities to perform the work and their confidence and motivation to do it
50
what are the four levels of follower maturity (readiness) and associates leadership styles
- unable and unwilling - directing style
- unable but willing- coaching style
- able but unwilling - supporting style
- able and willing - delagating style
51
what is transactional leadership
assumes that certain leaders may develop the ability to inspire theire subordinates to exert extrordinary efforts to achieve organizational goals - ex.rewards to influence motivation
52
what is transformational leadership
leaders adopt behaviors that are more aligned with organizational change required by total quality and baldridge like performace excellence models
53
what does the substitue for leadership theory say
if the characteristics of the subordinates are aligned, then having formal leadership tends to be unproductive or counterproductive
54
what does emotional intelligence theory say
exoectations for emotional intlligence are normally not captures
1. self-awareness
2. self-regulation
3. motivation
4. empathy
5. social skills
55
what is governance
the system of management and controls exercised in the stewardship of an organization
ex- financial auditing
-disclosure
- shareholder reporting
56
what are som societal responsibilities
-safety in product design and manufacturing
-security of sensitive information
-environment sustainability
community support
57
what is organizational sustainability
the ability to address current needs and have the agility and manage skills and structures to prepare successfully for the future
58
what does building and sutaining performance excellence require
- effective leadership
a commitment to change
-the adoption of sound practices and implementation
-contonual organizational learning
59
what is culture
an organizations value system and ites collection of guiding principles
60
where are cultural value usually seen
in the mission and vision statements
61
what is culture driver by
leadership
62
describe the culture of quality
-one in which every employee embraces the organizations quality vision, values and goals as a way of life
63
what does having a culture of quality in a company ensures
- know their products
-knwo their customers
-know their customers quality expectation
have metric to measure quality
64
strategic changes in organizational culture
-broad in scope which are generally externally focused and related sinificant customer, market, product
65
Proces change in organizational culture
- narrow in scope and deals with operations of an organization
66
what is the role of the workforce for a quality culture that is sustainable
- senior leadership must provide the vision
- middle management - provide the leadership and translate leaderships vision to operations of the organizationand acts as role model for first level managers
- workorce delivers quality and must be granted empowerment an ownership
67
what are some of the barriers to entry
- lack of consistancy purpose
- lack of holistic systems perspective
- lack of aligment and integration within with organizational ystem.
68
what is alignment
-consistancy of plans, processes , information,resource decisions to support key organizational goals
69
what in integration
harmonization of plans, processes, information to support key organizational goals
70
what are some of the strategies for quality and performance excellence
- ISO 9000
- sIX sIGMA
- Baldridge
- integrateion of two more of there
71
what are best practices
those recognized by the business community to lead to successful performances
* do not implement all the best practices - may hurt the organization
72
WHAT ARE THE 5 BEST PRACTICES THAT ARE UNIVERSAL
1. Cyle time analysis
2. process value analysis
3. process simplification
'4. Strategic Planning
5. Formal supplier certification programs
73
what is the quality life cycle
1. Adoption
2. Regeneration
3. Energizing
4. maturation
5. limitation stagnation
6. Decline
74
what are the basic elements for self assesment
- management and involvement leadership
- product and process design
- product control
- customer and supplier communications
- quality improvement
- employee participation
- education and training
- qaulity information
75
what to do with evaraging self- assesment findings
- prepare to be humbeled
-talk through the findings
recognize institutional influences
grind out the follow up
