Download Measures of Quality & High Performance: Simple Tools and by Richard M. Hodgetts PDF

By Richard M. Hodgetts

Via blasting aside outmoded perceptions and concentrating on new value-adding concepts, Measures of caliber & excessive functionality explains the working secrets and techniques of best businesses. in accordance with huge study with 19 agencies that experience obtained the Malcolm Baldrige nationwide caliber Award, the e-book explains how every one broke freed from outdated strangleholds to accomplish step forward effects. And it includes new findings, reminiscent of: expanding caliber truly drives total costs down; small, non-stop advancements (kaizen) aren't any longer sufficient for achieving world-class prestige; and lowering the time to do issues really raises caliber. The publication is helping readers examine their very own businesses by means of asking 3 the most important questions: Has your company well-known the recent tools which are exchanging outdated behavior? Does it hire buyer value-added options? Is education a key aspect within the total approach?

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Measures of Quality & High Performance: Simple Tools and Lessons Learned from America's Most Successful Corporations

By means of blasting aside superseded perceptions and targeting new value-adding techniques, Measures of caliber & excessive functionality explains the working secrets and techniques of most sensible businesses. in accordance with large examine with 19 companies that experience got the Malcolm Baldrige nationwide caliber Award, the publication explains how every one broke freed from outdated strangleholds to accomplish step forward effects.

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Additional info for Measures of Quality & High Performance: Simple Tools and Lessons Learned from America's Most Successful Corporations

Sample text

To speed up the process, Motorola has set up an automatic approval system so that, in most cases, credit requests of $5,000 or less are automatically approved. Motorola has also simplified its computerized order entry and processing program, put in fewer screens, and made the process virtually foolproof. As a result, if an employee makes an error in entering information or omits critical data, the computer will signal the operator and not allow the individual to proceed to the next screen. This system ensures accuracy and reduces the time needed to enter orders.

A number of companies fit into this category, including Baldrige-Award-winning operations such as Globe Metallurgical, Motorola, Wainwright Industries, Xerox, and Zytec. Sometimes, fortunately, the wake-up call came early. A good example is offered by Bob Galvin, Motorola's CEO when it won the Baldrige Award. Galvin likes to tell the story about how he and a group of senior executives were reviewing company progress one day and discussing ways the company could become even more competitive. ' This statement came as a surprise to the rest of the executives, but given the man's reputation and tenure with Motorola, they began discussing the statement, then started investigating performance, and soon concluded that there was indeed a lot more they had to do to improve quality.

In particular, the group learned that many of its initial ideas regarding training and education, especially in the manufacturing area, were incorrect or only partly true. As a result, MU ended up changing its education paradigm. At first the training and education center decided that its charter would be not so much to educate people as to be an agent of change. Emphasis would be given to training workers and redefining jobs. So MU started out by looking at current manufacturing jobs and trying to anticipate what these jobs would look like in the future.

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