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Flashcards by Tyler Fitzpatrick, updated more than 1 year ago
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| Question | Answer |
| Palermo’s Law | - “If a problem has been bothering your company and your customers for years and won’t yield, that problem is the result of a cross-functional dispute, where nobody has a total control of the whole process.” |
| Production Processes: Value creation | - Production Processes: Create or Deliver products. - Value Creation Processes: Processes that are most important to running the business. |
| Internal Customers | - Employee who receives goods or services produced elsewhere in an organization. - Inputs to his or her work. |
| Internal Customers | - Another person or group within the organization who depends on the work of others in the organization to get their own work done. |
| Internal Customers | An effective way to understand internal customer supplier relationships & improve processes is through process mapping. Process maps are standard flow charts that describe process and a sequence of steps. |
| Internal Customers | Individual departments & key cross functional processes within a company have: - Internal customers that contribute to the company's mission & depend on the departments or functions products or services to ultimately serve consumers & external customers. |
| Internal Customers | Recognize Internal Customers (1 of 3) - Chain of Customers Concept; Internal & External customers. - Process Mapping. - Create links. |
| Internal Customers | Recognize Internal Customers (2 of 3) Chain of Customer's Concept: - Internal Customers: Group in the distribution channel that receives processes, products and services from others in the organization. - External Customers: Someone who directly purchased the products or services of a business enterprise. |
| Internal Customers | Recognize Internal Customers (3 of 3) - Process Mapping: To identify internal customer-supplier relationships. - Create Links: Between internal customers & external suppliers. |
| Empowerment | - Authority to do what is necessary to satisfy customers. - Trusting employees to make proper choices without management approval. Examples: Managing work as individuals or teams, Making traditional management decisions, Going outside of the job descriptions to help customers. |
| Empowerment | Principles of Empowerment: - Empower sincerely & completely. - Establish mutual trust. - Provide employees with business info. - Ensure that employees are capable. - Don't ignore middle management. - Change the reward system. |
| Empowerment | Empowerment leads to: - Improved motivation & morale. - Better quality. - Productivity & speed of decision making. |
| Empowerment | Management Action Needed for Empowerment: - Identify & Change organizational Conditions that make employees powerless. - Increase employee confidence; Employee efforts will accomplish something important & will be successful. |
| Empowerment | Theoretical Basis for Empowerment: - Customer satisfaction is correlated to employee satisfaction. - Employee attitudes correlate strongly to higher profits. - Empowerment leads to improved motivation & morale, as well as better quality, productivity and speed of decision making. |
| Empowerment | Successful Empowerment: - Provide education, resources and encouragement. - Remove restrictive policies & procedures. - Foster an atmosphere of trust. - Share info freely. - Make work valuable. - Train managers in "hands off" leadership. - Train employees in allowed latitude. |
| Empowerment | Failure of Empowerment: - Management support & commitment is nonexistent or not sustained. - Empowerment is used as a manipulative tool to ensure employees complete tasks and assignments without giving them any real responsibility or authority. - Managers use empowerment to abdicate responsibility or task accountability, accepting accolades for successes and assigning fault to others for failure. - Empowerment is deployed selectively, segmenting the workforce into those who are empowered and those who are not. - Empowerment is used as an excuse to not invest in training or employee development. - Managers fail to provide feedback and do not recognize achievements. |
| Job Enlargement | Expands jobs to include several tasks rather than one single, low-level task. |
| Two types of organization structures from structural contingency: | - Mechanistic: Viewpoint states behavior of complex systems such as individuals. societies and economics are determined by the interactions of the parts of factors, of which they are composed. - Organic: Similar or pertaining to an organism with clear and functional internal structure and a predictable life cycle. |
| Natural Work Team | - Organized to perform a complete unit of work. - Extensive cross training & sharing of responsibilities. |
| Virtual Team | - Groups of people who work closely together despite being geographically separated. - Important because of globalization, knowledge work & need for diverse skills. |
| Individuals in Six Sigma Projects and their roles | - Champions. - Master black belts. - Black belts. - Green belts. - Team members. |
| Individuals in Six Sigma Projects and their roles | - Champions: Senior managers that promote Six Sigma. - Master Black Belts: Trained experts responsible for strategy, training, mentoring, deployment & results. - Black Belts: Experts who perform technical analyses. |
| Individuals in Six Sigma Projects and their roles | - Green belts: Functional employees trained in introductory six sigma tools. - Team Members: Employees who support specific projects. |
| Workforce Engagement | - Strong emotional bond to their organization. - Actively involved in & committed to their work. - Feel that their jobs are important. - Often go beyond their job responsibilities for the good of the organization. |
| Gainsharing | - Employment benefit where an employer agrees to share profits with an employee based on employee's contribution to gains that are achieved. - Example: A bonus may be paid when sales revenues eclipse a sales goal. |
| Effective Employee Recognition and Rewards | - Monetary or non-monetary: - Formal or informal. - Individual or group. - Individual & Team Rewards. - Involve everyone. - Tie rewards to quality. - Make recognition fun. |
| Participation in quality-based initiatives | Team Effectiveness Criteria: - Must achieve their goals. - Quick progress. - Maintain or increase their strength. - Preserve or strengthen relationships with the rest of the organizations. |
| Participation in quality-based initiatives | Reasons for Team Participation: - Have a say in decisions that affect work. - Enhance promotion or job opportunities. - Learn. - Enhance feeling of accomplishment. - Address personal agendas. - Want to help the organization. - Enjoy recognition and rewards associated with team activity. - Be in a comfortable social environment. |
| Participation in quality-based initiatives | Team Processes: - Problem selection. - Problem diagnosis. - Work allocation. - Communication. - Coordination. - Organizational support. |
| Participation in quality-based initiatives | Team Charter: - Explicit written document that offers guidelines, rules and policies for team members. - Often includes a mission statement. |
| Participation in quality-based initiatives | Team & Organizational Behavior Theories: - Sociotechnical systems approach. - Organizational development. - Homogeneous & Heterogeneous groups. - Cultural values and support/resistance. - Diversity. |
| Participation in quality-based initiatives | Sociotechnical: Approach to complex organizational work design that recognizes interaction between people and technology in workplaces. |
| Participation in quality-based initiative | Homogeneous: Of the same kind. |
| Participation in quality-based initiatives | Heterogeneous: Diverse in character or content. |
| First category in the Baldrige Award. | Malcolm Baldrige National Quality Award (MBNQA) - Manufacturing is the First category. The award is presented annually by the President of the U.S. to organizations that demonstrate quality & performance excellence. |
| Transformational Leadership Behavior | - Inspirational Motivation: Provides a senses of meaning & challenge in their work. - Intellectual Stimulation: Encourages followers to question assumptions, explore new ideas, methods and adopt new perspectives. |
| Transformational Leadership Behavior | - Idealized Influence: Behaviors that followers strive to emulate or mirror. - Individualized Consideration: Attention to each follower's needs for achievement & growth. - Transformational Leadership: Aligned with organizational change required by TQ & Baldrige like performance excellence models. |
| Situational Leadership Model | Leadership styles might vary from one person to another depending on their "readiness." - Readiness is characterized by their skills & abilities to perform the work. As well as their confidence, commitment & motivation to do it. |
| Situational Leadership Model | Levels of Readiness: Unable: - and unwilling. - but willing. Able: - but unwilling. - and willing. |
| Situational Leadership Model | |
| Active Management by Exception | - Use of contingent punishments & other corrective actions in response to deviations from acceptable performance standards. - Only information that indicates significant deviation is brought to the management's notice. |
| Active Management by Exception | - Objective is to facilitate management's focus on important tactical & strategic tasks. - Decision that cannot be made at one level of management is passed on to the next higher level. |
| Frequent error during the implementation of a performance & excellence initiative. | - Effort is regarded as a short term program. - Compelling results are not obtained quickly. - Possibly no attempt to get short term results or management may believe measurable benefits lie only in the distant future. |
| Six stages of a quality life cycle. | - Adoption. - Regeneration. - Energizing. - Maturation. - Limitation or stagnation. - Decline. |
| Six stages of a quality life cycle. | - Adoption: Implementation stage of a new quality initiative. - Regeneration: New quality initiative used in conjunction with an existing one to generate a new energy impact. |
| Six stages of a quality life cycle. | - Energizing: An existing quality initiative is refocused & given new resources. - Maturation: Quality is strategically aligned & deployed across the organization. |
| Six stages of a quality life cycle. | - Limitation or Stagnation: Quality has not been strategically driven or aligned. - Decline: A quality initiative has had a limited impact, is failing & the initiative is awaiting termination. |
| Knowledge Assets | Accumulated intellectual resources than an organization possess. - Including: Information, ideas, learning, understanding, memory, insights, cognitive, technical skills & capabilities. |
| Internal Benchmarking: | Ability to Identify & Transfer best practices within the organization. 1 - Identify & Collect - Internal knowledge & best practices. 2 - Share & Understand - those practices. 3 - Adapt & Apply - them to new situations. Bringing them up to best practice performance levels. |
| Single Loop Learning | - Single Loop Learning: Present when; Goals, Values, Frameworks & Strategies are taken for granted. - Emphasis is on techniques & making them more efficient. |
| Single Loop Learning | - Organizational learning is a process of detecting & correcting error. - Any reflection is directed toward making the strategy more effective. |
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