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Challenges in adopting total quality management
Challenges in adopting total quality management
Chapter 20 quality management
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BSBMGT403: Implement Continuous Improvement
Q.1: Provide at least one example of continuous improvement processes and describe it in detail.
Continuous improvement and quality management are virtually synonymous ,in that you cannot have one without the other. Continuous improvement refers to the processes you initiate in order to maintain a competitive edge . This can only be done through efficient and effective quality management practices , adopted across the organisation by individuals and teams,which emphasise customer focus.
There are many examples of continuous improvement processes for eg.
1. Communicating continuous improvement processes
2. Quality control
3. Quality assurance
4.
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Both formal and informal coaching and mentoring activities occur in workplaces on a regular basis and are key aspects of workplace learning that enable individuals to develop their skills , understanding, experience and knowledge bases.
Continuous improvement requires participation and support from individuals across the organisation in order for it to successfully impact the quality of an organisation’s output ,whether that consists of services or products. While it is vital that systems are put into place detailing the procedures rules and processes required to implement the continuous improvement philosophy , individual team members also need a working understanding of how they can contribute to the organisation’s development .
Coaching and mentoring :
1. Create meaningful and lasting change in behaviours , understanding ,skill levels, beliefs, and knowledge.
2. Help team members identify and set goals for Change or development.
3. Use a variety of techniques , including one-to-one coaching, counselling,and mentoring are action based,rather than theory –or information
Mentor orientation can be described as “Employees who have seniority… to oversee new hires for a certain time-period and are ultimately responsible for providing much of the training that will take place at work.” (Taylor, 2011) This enables newly hired employees to receive consistent support after the formal orientation and 3 days on the job training. The mentoring support should be planned based on the lessons in the formal orientation program identified above. Since supervisors must continue to do work-related tasks association with leadership at the job-site, mentors can direct, supervise and help new employees refine skills needed to become successful and productive.
Personal coaching as defined by Biswas – Diener (2009) is a professional relationship in which coaches work with clients to facilitate experiential learning and improve functioning and performance, of in the context of working toward specific goals. Some core assumptions that people have an innate capacity to grow and develop a focus on mutually agreed upon goals, and an understanding that the relationship is relatively equal and collaborative as stated by the author (2009). Some techniques that are in seen during a coaching process include but are not limited to the following list as provided by the author: active listening, the use of powerful questions which are based on broad and open-ended to raise awareness of the client to take stock of their values and resources, cognitive tools are used to reframe negative interpretations, use different types of encouragement tools, and that clients are held accountable (2009). The topics that will be discussed in this paper include what skills do I current have, which skills need to be develop, my comfort level and effectiveness, coaching approaches (including methods and tools), any challenges about coaching and finally how coaching relates to my professional career.
Continuous improvement (CI) refers to a philosophy consisting of improvement activities that increase successes and reduce failures in a production process (Bhuiyan & Baghel 2005, p. 761). It involves activities and processes that focus on continuous and incremental innovation (Bessant et al., 1994, p.17). CI is a new approach that enhances productivity, performance, and achieves competitive advantage needed in the highly competitive industries. It may also serve as a complementary approach to other quality improvement initiatives such as total quality management (TQM) (Pike, Barnes, & Barnes 1995, p. 23; Larson 2003; Lassen, Gertsen, & Riis 2006; Oakland 2007, p. 227). The purpose of this research is to explore the application of production systems engineering methods in the CI at manufacturing plants.
Garvey, R. Stokes, P. and Megginson, D. (2009) Coaching and Mentoring theory and Practice. London: Sage
Turner, J. (2006). Coaching and mentoring in health and social care: The essentials of practice
Mentoring is a one to one relationship between a more experienced senior person (mentor) and a new entrant or less experienced person commonly refereed to as the Protégé. The benefits of mentoring include enhanced performance not only for the individual but also for the mentor and the organization.
Continuous Quality Improvement (CQI), sometimes referred to as Performance and Quality Improvement (PQI), is a process of creating an environment in which management and workers strive to create constantly improving quality.
Generally follows the format of generalised advice and guidance of career development. Mentoring is about developing a relationship between a more senior and experienced mentor and an inexperienced mentee to guide and develop the mentee 's knowledge and career progression. The mentor generally will be someone who is not your immediate supervisor/manager or within your organisation can allow the luxury of talking to an independent impartial confidante who is not your manager, they will have the ability to listen to your issues, afford you the opportunity to vent unrestrictedly and support and assist you in achieving your
For workplace coaching to be effective a coach much manage the process in order to get the best out of the coachee. Whilst it is the coachee who is going to find their own solutions the coach must have the skills and correct techniques to help this become a reality. The coach must allow a two way conversation to occur where the coachee is encouraged to participate with the use of open questions and active listening. A coach should ideally be allowing the coachee to speak more than being spoken to. The process should be interactive, well structured but fluid enough to revisit certain areas if necessary. The sessions should ideally last 60-90 minutes and can be conducted face to face or telephone. Coaching confidentiality boundaries are set in
Continuous Quality Improvement is defined as, “a structured organizational process for involving personnel in planning and executing a continuous flow of improvements to provide quality healthcare that meets or exceeds expectations” (Sollecito & Johnson, 2013). CQI may be used by any health care organization for health care administrative and clinical processes. CQI is also considered to be an approach, perspective, or set of activities applied at various times. For instance, it is used in institutional improvement, societal learning, and professional responsibility (Sollecito & Johnson, 2013). CQI consists of various characteristics along with three main elements: philosophical, structural, and health care-specific, and three distinguishing
The enablers for continuous improvement are internal and external stakeholder commitment to the continuous improvement process (Van Tiem, Moseley, & Dessinger, 2012). Barriers to continuous improvement include lack of a champion from upper management to communication improvement goals to employees, lack of accountability, and failure to acknowledge workers epitomizing continuous improvement in the workplace (Van Tiem, Moseley, & Dessinger, 2012). Continuous improvement is an important component to performance improvement within an
If improvement is defined as making a change that results in a better outcome, then continuous improvement is simply always identifying and making changes that result in better outcomes. Continuous improvement is a concept that is central to quality management theories and programs.
What is Continuous Improvement? Continuous improvement, defined by www.businessdictionary.com as “Programmed, and an almost unbroken, flow of improvements realized under a scheme such as Kaizan, lean production, or total quality management (TQM)”. Evans and Lindsay define continuous improvement as incremental changes, which are small and gradual, and breakthrough, or large and rapid, improvements. They go on to say that the improvements may take on several forms such as enhancing value to the customer through new and improved products and services; Reducing errors, defects, waste, and their related costs; Increasing productivity and effectiveness in the use of all resources; and improving responsiveness and cycle time performance for such processes as resolving customer complaints or new product introduction. I am an auditor by profession, and continuous improvement in my line of work involves the simplification of work processes and simultaneous improvements in quality and productivity.
Working in groups and teams can be rewarding. To have participated on team projects and in team environments has been a privilege. Teams are beneficial for quite a few reasons, as the old saying goes ‘Two heads are better than one’! “Teams can outperform individuals acting alone or in larger organizational groupings, particularly when the task is complex and performance requires multiple skills, judgements, and experiences”(Nahavandi, Denhardt, Denhardt, Aristigueta, 2015, p. 304). An important team to be a part of was the CQI (Continuous Quality Improvement) Team. Being self-aware in a team environment will help with the cohesiveness of the group and lead to better productivity. Team cultures are also important to the functionality of the
The word coach in a dictionary means a process that enables learning and development to occur and thus performance to improve. This means, being successful requires a knowledge and understanding of the process as well as the variety of styles, skills, and techniques that are appropriate to the context in which the coaching takes place. Next is mentoring, which means off-line help by one person to another in making significant transitions in knowledge, work or thinking. Both are very efficient whenever you’re dealing with student-athletes. However, mentoring, particularly in its traditional sense, enables an individual to follow in the path of an older and wiser colleague who can pass on knowledge, experience and open doors to otherwise out-of-reach opportunities. Coaching, on the other hand, is not generally performed on the basis that the coach has direct experience of their client’s formal occupational role unless the coaching is specific and skills focused. Given that shows there are professionals offering their services under the name of mentoring who have no direct experience of their clients’ roles and others offering services under the name of coaching who do. In other words, it is essential to determine what needs are productive, and to ensure that the coach or mentor can supply their student-athletes with the level of service that is required; whatever that service is