1.
Continuous Improvement
Refers to both incremental and “Breakthrough”
improvement to be embedded in the way the organization
functions.

2.
Embedded
•
Improvement is part of the daily work of all work units
•
Improvement processes seek to eliminate problems at their source
•
Improvement is driven by opportunities to do better as well as by four
major sources:
•
Employee ideas
•
Research and development
•
Customer Input
•
Benchmarking or other comparative information on processes and
performance

3.
Types of Improvement
•
Enhancing value to customers through new and improved products
and services
•
Reducing errors, defects, and waste
•
Improving responsiveness and cycle time performance
•
Improving productivity and effectiveness in the use of all resources
•
Improving the organization’s performance and leadership position in
fulfilling its public responsibilities and serving as a role model in
corporate citizenship

4.
Employee Participation and
Development
An organization’s success in improving performance depends
increasingly upon the skills and motivation of its work force.

5.
Development
Education
Training
Creating opportunities for continuing growth
Classroom and On-the-Job training
Job Rotation
Pay for demonstrated skills

6.
Major Challenges
Integration of human resource
management – selection,
performance, recognition,
training, and career
advancement.
Aligning human resource
management with business
plans and strategic change
processes.

7.
Fast Response
TO ACCOMPLISH IMPROVEMENTS, THE TIME PERFORMANCE
OF WORK PROCESSES SHOULD BE MEASURE. THIS HELP DRIVE
SIMULTANEOUS IMPROVEMENTS IN ORGANIZATION, QUALITY,
AND PRODUCTIVITY.

8.
Design Quality and Prevention
includes the creation of fault-tolerant or error –resistant processes
and products. The cost of preventing problems at the design stage are
much lower than correcting problems.

9.
Management by Fact
A modern business management system needs to be built upon a
framework of measurement, data and analysis. Facts and data are
needed for quality improvement and quality assessment. THIS
INCLUDES CUSTOMER, PRODUCT AND SERVICE PERFORAMNCE
OPERATIONS.

10.
Partnership Development
Organizations should seek to build internal and external
partnerships to better accomplish their overall goals.

11.
Internal Partnerships
o
Usually includes those that promote labor-management cooperation
such as:
•
Agreements with unions – entails employee development, cross-training, or
new work organizations such as high performance work teams.
o
Internal partnerships also involve creating network relationships
among organization units to improve flexibility and responsiveness.
External Partnerships
o Includes those with customers, suppliers, and education
organizations.

12.
Quality Statement
Quality statements include the vision statement, mission statement
and quality policy statement. They are a part of the strategic planning
process, which includes goals and objectives.

13.
Vision Statement
o
Is a declaration of what an organization should look like five to ten
years in the future. It is a realistic picture of what it wants to become
and what is possible.
Example:
“We will be the preferred provider of safe, reliable, and cost-
effective products and services that satisfy the electric-related needs of
all customer segments.”
-Florida Power & Light Company

14.
Mission Statement
o
Answers the following questions: who we are, who are the customers,
what we do and how we do it. This provides a clear statement of
purpose for employees, customers, and suppliers.
Example:
“To improve continually our products and services to meet our
customers’ needs, allowing us to prosper as a business and to provide a
reasonable return to our share holders, the owners of our business.”
-Florida Motor Company

15.
Quality Policy Statement
o
Is a guide for everyone in the organization as to how they should
provide products and service to the customers. It should be ritten by the
CEO with feedback from the work force, and be approved by the quality
council.
Example:
“Xerox is a quality company. Quality is the basic business
principle for Xerox. Quality means providing our external and internal
customers with innovative products and services that fully satisfy their
requirements. Quality is the job of every employee.”
-Xerox Corporation