\'TRATCOUALITY MANAGEMENT 137 . We \"deploy\" quality goals by dividing them int
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'TRATCOUALITY MANAGEMENT 137 . We "deploy" quality goals by dividing them into specific deeds, allocating . Implementing a quality strategy involves five phases: decide, prepare, start, responsibility, and providing resources. expand, and integrate. PROBLEMS 6.1. Select one improvement program that you have observed in an organization. The program of improvement may focus on quality, safety, absenteeism, costs, or other matters. With respect to implementing the program, what were its strengths? What were the weaknesses in implementing? What recommendations would you make to implement an improvement program in the future 6.2. Propose a list of five quality policies for a specific organization, e.g. your company, a supermarket. 6.3. Propose a list of five quality goals for a specific organization, e.g your company, a supermarket. 6.4. Many organizations have a general statement called a "quality policy." Often this is vague and states that the organization will supply the customer with "high quality." Obtain an example of such a statement and explain how it could be made more specific. 6.5. Refer to the list of 13 quality policies under "Example of Quality Policies" in Section 6.4. Comment on the extent to which each of the policies applies to a specific organization. 6.6. The chapter mentioned a bank that requires branch banks to develop an annual quality plan that deploys corporate strategy into quality goals for five subject areas. One of the areas is "Human Resource Utilization." Propose four goals to support this area 6.7. Four months ago, an organization decided that it needed a new approach to quality. One of the steps taken was the establishment of quality goals. As part of a 50 percent in 5" focus, each department now has a goal of reducing the cost of poor quality by 50 percent in 5 years. Comment on this approach. REFERENCES Allen, Roger L. and C. V. Bailes (1988). "Managing the Startup of a Corporate Quality ubrey, Charles A. II (1989). "Continuous Improvement to Meet Customer Needs,'" ASQ elow, Patrick J., George L. Morrissey, and Betty L. Acomb (1987). The Executive Guide to Improvement Effort-Translating Corporate Strategies into Field Operations." Impro Conference Proceedings, Juran Institute, Inc., Wilton, Connecticut, pp. 6A-13 to 6A-18. Quality Congress Transactions, Milwaukee, pp. 600-606. Strategic Planning, Jossey-Bass, San Francisco.Explanation / Answer
Answering QNo.1
In my organization, internal branding was focussed to develop a sense of brand belongingness and improve quality at work. They launched a Brand Ambassador Program across all geographical location. The aim of the program was to develop belongingness in the employees who are the ambassadors of the external world.
Under this program, all employees were asked to complete a Web-Based Learning on the history, values, mission, and vision of the company. At the end of WBL, the employees were to give a quiz of objective and subjective answers, Based on the performers securing the highest marks across location, potential candidates were made to work for the Brand Team.
Strengths:
Involvement from employees across all levels of hierarchy
A strong cultural push towards engagement from the internal stakeholders in improving the brand
Indirect Promotion of the Brand
Structured Implementation to involve employees in all shifts and across all offices
Policies to improve:
External Activities to promote a brand through CSR camps and other purpose-driven activity
Involve more people by easing the quiz and getting ideas from the employees to make their workplace a Great Place to Work.
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