Quality Management Issues - Case Study Example

Quality Management (EFQM Excellence framework) Name Unit Class Introduction Warringah council is a local government area located in the Northern Beaches region of Sydney. The council has various resources such as popular beaches used for swimming and surfing. The council area has a population greater than 144,000. During the quality of life index, Warringah was ranked in the 41st position among the 590 local government areas. The council has a staff of 640 employees with the main aim of the council being to provide the best value to the customers. This is through a result driven approach that will enable strong results from the council input. The council has been striving to give the best value to the consumers while at the same time, maintaining a strong financial position. To achieve this, the council started a new strategy for excellence after their initial approach failed. The council implemented the business excellence framework (BEF) in 2007. This was done through employing someone who could implement the framework and using the SAI delivery partners to assist. Though the strategy was well implemented, it did not deliver the expected results. The council had to change their approach in the strategy. The first approach had involved an employee who did not have prior experience in continuous improvement. The new strategy for implementing BEF involved several changes. These changes started with employment of staff well versed with continuous improvement in business. The council then made efforts to come up with an in house capability that could help in running the appropriate training. The fact that business excellence is associated with stigma had to addressed. This led to rebranding to focus more on the business improvement rather than continuous improvement. There was also removal of the components in the BEF which were unnecessary. This led to focus being on the six sigma which improved the processes. The strategy had to develop a holistic approach in business improvement. The strategy had to be implemented in three phases. The three phases were 2010, 2011 and 2013 each with its own deliverables. In 2010, the strategy looked at the education that was based on the BE and the Six Sigma. This was to be aligned with the organization values which were in the brand definition and excellence. The result from the 2010 strategy was a consistent excellent achieved across the entire organization. On 2011, the focus was to be on continuous improvement and demonstrable efficiencies and gains. This was to be followed by self assessment. The self assessment was to be based on the Warringah definition of excellence. In 2012, the organization had to put their focus on continuous improvement and also on their DNA. This was to be followed by the external evaluation. The organization was supposed to assess the position in which external assessment was to be undertaken. The next strategy involved process management. This strategy incorporated purchase of the required software that was aimed at helping the organization to map, review and efficiently manage their business processes. The strategy had three main goals which were enabling the organization to capture the memory and work in enriching the capability to manage the knowledge. The next goal was to understand the process of performance and lastly to drive the development. The management strategy had several project objectives. The objectives were implementation of the business process management which was capable of meeting the council needs. The next objective was the need for the business to identify all the main processes of business that was being undertaken in the council as well as their owners. This was to be followed by documenting all the main processes and putting them into a central area where they could be accessed. The council was also supposed to create a disciplined culture and make sure they followed a business process. Lastly, the organization had to make initiative in educating the staff as well as informing them on the way in which they can access business information. The organization has put a lot of efforts in pursuing excellence. This is through redefining their strategies after the prior failure and working to ensure they use the best strategies. To achieve this, the organization has made several adjustments in their processes. The organization have abandoned the traditional system view and adopted the six sigma tool which is also known as the landscape view. The organization use SIPOC which implies Supplier, Input, Process, Output, and Customer. The Six sigma methodology adopted by the organization is focused on making the services and products near to perfection as possible. It looks at how the given process has deviated from the perfection. Through this model, the organization can aim to identify where their service delivery to consumers has defects and how to eliminate the defects. The sigma concepts put a lot of focus on the outputs that are vital to the customers. This involves translating the customer needs into needs which are measurable. The model adopted by the organisation has inputs and outputs. The main aim of the six sigma concept is to determine the way in which knowledge is transferred between the inputs and outputs. Using statistical thinking paradigm, the organization can be able to reduce defects, improve the process and attain customer satisfaction. Statistical thinking paradigm involves the knowledge that all work is done through having interconnected processes. The organization has to understand that there are inherent variations in all processes for the model to succeed. This can be done through their continuous data analysis that will help in carrying out process improvement. SIPOC which is a sigma six related tool will help the organization to implement their journey to excellence. Using the SIPOC diagrams, it is easy to map, interrelate and be able to efficiently manage the main processes in a manner that is customer based1. SIPOC have the capability to integrate the Six Sigma systems with the required standards of excellence. A SIPOC diagram as used by the organization gives the best method for the council to manage and improve their main process. SIPOC is the only tool that can link an organization with the excellence2. According to Warringah council, the process of adopting Six Sigma, SIPOC tool have been carried through proper planning. The council has three in house support staff. The task for the staff is to support business improvement. The staff includes the excellence manager, business improvement coordinator and the business improvement facilitator. The role of the staff is to help in implementing the excellence model. The staff is expected to do this through efforts such as creating educational awareness. The staff is also expected to help in coming up with the right process that will help in mapping and assisting the governance requirements. This approach will also be able to give the administration the needed support in improving groups. The organization is also offering training programs which are meant to be run in house. The training includes the facilitator training; leader training in business improvement and awareness program that is carries out for two hours duration. A major problem that affects the organization in implementing their program is lack of pressure. This have in most cases affected the organization efforts for change through lack of initiatives. The failure of the first approach that the organization has used in their journey for excellence still haunts them. This is due to fact that there was lack of adequate knowledge by the staff who felt burdened by the initial approach. At the moment of implementation, the employees’ level of commitment to continuous improvement is low. To keep the organization in track, the general manager has proposed the Baldrige model. This is due to the capability of the model to help in keeping the organization on track. The model is also capable of benchmarking and giving measures which are clear and result based. Baldrige is capable of working on nay organization. The model focuses on all aspects of the organization and makes sure that the organization strategy is balanced. Using Baldrige, the organization is capable of maintaining organization wide goals alignment3. The drive to use Baldrige is based on the fact it provides the most detailed management framework. Through the model, the leadership is able to understand all forces that have the impact on the organization. Then model will enable the organization to do the right things at the right time for excellence. For the Baldrige model to work, the organization leadership must have the ability to enable an organization culture that is based on the core values in performing organization. The organization has the capability to implement the model. This is supported by the fact that survey have shown they have been operating well in all areas of the excellence framework. The support to the implementation of the model comes from the organization having a document management system that has been appropriately used, a working financial system in data storage. The organization asset plans are based on data and information and it utilizes financial data in informing situations. Baldrige is associated with looking all the organization components. This enables an organization to know how each part links with other and also how they affect the organization. The model is also capable to help the organization in choosing other tool which can benefit it. As the organization works on their journey towards excellence, there are several challenges that they should expect in future. One of the problems is balancing day to day operations with activities that are capable of helping the organization to take big steps towards excellence. The organization has to look beyond the planned changes by closely monitoring the ongoing processes. The organization will be faced with competing priorities which will require them to look for the best method that will enable them to focus. The organization must make sure that they communicate changes in priorities to the staff at the right time. Lack of enough time to attend matters such as regular council meeting is another challenge. This is due to fact that the number of meeting is bound to increase and the work will be consuming a lot of time. To overcome this, the council should make the staff aware that meetings are not meant to keep them from performing their duties but are major part of work. The meetings should use tools that will enable them to be more productive such as use of discussion guides. Another challenge that the council will face is coming up with an improved training system on Baldrige. The council requires a lot of focus in making sure that there is synchronization among the staff. The staff needs to understand the Baldrige model components and implement them. The organization will have to undergo the challenge of training the staff and make them adopt the new model. The organization may face a future challenge if they do not collect and assemble adequate data that can help them in making decisions. This implies that the organization have to ensure that they have the appropriate benchmark data which can help them in determining their progress. The failure by the council to embrace tools such as PSDA or systems views may affect their journey towards excellence in future. In conclusion, Warringah journey for excellence is on the right track. This is due to fact that they have identified their weakness from the past failure and worked to come up with new strategies. The organization use of Six Sigma and SIPOC tools will enable them to reach their destination in achieving excellence1. Using Baldrige model, the council will be able to keep the organization progress in track and monitor their progress. Baldrige will also enable the council to focus on all the organization aspects that will enhance excellence. The challenges that they may encounter are balancing day to day activities, time constraints, training and lack of adequate benchmarking data. The council has the capability to instill continuous improvement in the organization. 1. B. Ron & J. Nevan Wright. Quality Beyond Six Sigma, Elsevier Butterworth Heinemann, 2003. 2. K. Yang, B.S. El-Haik, Design for Six Sigma: A Roadmap for Product Development, McGraw-Hill, 2003. 3. T. Pyzdek, The Six Sigma Handbook: A Complete Guide for Green Belts, Black Belts and Managers at All Levels, McGraw-Hill, 2003. References B. Ron & J. Nevan Wright, Quality Beyond Six Sigma, Elsevier Butterworth Heinemann, 2003. K. Yang, B.S. El-Haik, Design for Six Sigma: A Roadmap for Product Development, McGraw-Hill, 2003. T. Pyzdek, The Six Sigma Handbook: A Complete Guide for Green Belts, Black Belts and Managers at All Levels, McGraw-Hill, 2003. Read More