Chapter 17 (Lecture Outline and Line Art Presentation) Organization Control and Quality Improvement Copyright Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 172 Chapter Objectives 1.Identify three types of control and the components common to all control systems. 2.Discuss organizational control from a strategic perspective. 3.Identify the four key elements of a crisis management program. 4.Identify five types of productivity. 5.Explain how providing a service differs from manufacturing a product and list the five service- quality dimensions. Copyright Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 173 Chapter Objectives (contd) 6.Define total quality management (TQM) and discuss the basic TQM principles. 7.Describe at least three of the seven TQM process improvement tools. 8.Explain how Demings PDCA cycle can improve the overall management process. 9.Specify and discuss at least four of Demings famous 14 points. Copyright Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 174 Fundamentals of Organizational Control Control Taking preventive or corrective action to keep things on track. Checking, testing, regulation, verification, or adjustment. Objectives are yardsticks for measuring actual performance. Purpose of the control function Get the job done despite environmental, organizational, and behavioral obstacles and uncertainties. Copyright Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 175 Types of Controls Feedforward Control The active anticipation and prevention of problems, rather than passive reaction. Concurrent Control Monitoring and adjusting ongoing activities and processes. Feedback Control Checking a completed activity and learning from mistakes. Copyright Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 176 Figure 17.1 Three Types of Control Copyright Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 177 Components of Organizational Control Systems Organizational Control Subsystems Strategic plans Long-range plans Annual operating budget Statistical reports Performance appraisals Policies and procedures Cultural control Copyright Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 178 Components of Organizational Control Systems (contd) Objectives Measurable reference points (targets) for corrective action. Standards Guideposts on the way to achieving objectives. Benchmarking: identifying, studying, and building upon the best practices of organizational role models. Copyright Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 179 Components of Organizational Control Systems (contd) Evaluation-Reward Systems Measure and reward individual and team contributions to attaining organizational objectives. Can shape effort-reward expectancies that motivate better performance. Copyright Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 1710 Components of Organizational Control Systems (contd) Strategic Control Strategic planning and strategic control go hand in hand. Top-level strategy sets and/or determines objectives through the organization. Control measures of activities and results are translated up the organizational pyramid. Copyright Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 1711 Figure 17.2 The Performance Pyramid for Strategic Control Source: C. J. McNair, Richard L. Lynch, and Kelvin F. Cross, "Do Financial and Nonfinancial Performance Measures Have to Agree?" MANAGEMENT ACCOUNTING published by the Institute of Management Accountants, Montvale, NJ, 72 (November l990): 30. Copyright by Institute of Management Accountants. Reprinted by permission. Copyright Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 1712 Components of Organizational Control Systems (contd) Identifying Control Problems Executive reality checks: top managers periodically working at lower-level jobs to become more aware of operations. Internal auditing: independent appraisals of organizational operations and systems to assess effectiveness and efficiency. Copyright Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 1713 Components of Organizational Control Systems (contd) Identifying Control Problems (contd) Symptoms of inadequate control An unexplained decline in revenues or profits. A degradation of service (customer complaints). Employee dissatisfaction. Cash shortages caused by bloated inventories or delinquent accounts receivable. Idle facilities or personnel. Disorganized operations. Excess costs. Evidence of waste and inefficiency. Copyright Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 1714 Crisis Management Organizational Crisis A low-probability, high impact event that threatens the viability of the organization and is characterized by ambiguity of cause, effect, and means of resolution, and well as by belief that decisions must be made swiftly. Copyright Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 1715 Crisis Management (contd) Crisis Management Anticipating and preparing for events that could damage the organization. Two Biggest Mistakes Regarding Organizational Crises 1.Ignoring early warning signs of an impending disaster. 2.Denying the existence of a problem when disaster actually strikes. Copyright Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 1716 Figure 17.3 Key Elements a Crisis Management Program Copyright Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 1717 Crisis Management (contd) Developing a Crisis Management Program Conduct a crisis audit seeking out trouble spots and vulnerabilities. Formulate contingency plans that specify early warning signals, actions to be taken, and consequences of those actions. Create crisis management teams with specific skills to deal with a crisis. Perfect the program through serious practice and rehearsals. Copyright Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 1720 The Quality Challenge Defining Quality Conformance to requirements (Crosby). A subjective response by customers to the adequacy of product or service quality in meeting their expectations/needs/requirements. Copyright Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 1721 Five Types of Product Quality Transcendent Quality Inherent value or innate excellence apparent to the individual. Product-Based Quality The presence or absence of a given product attribute. User-Based Quality Quality of the product is determined by its ability to meet the users expectations. Copyright Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 1722 Five Types of Product Quality (contd) Manufacturing-Based Quality How well the product conforms to its design specification or blueprint. Value-Based Quality How much value each customer separately attributes to the product in calculating their personal cost- benefit ratio. Copyright Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 1723 Unique Challenges for Service Providers Strategic Service Challenge To anticipate and exceed customers expectations. Distinctive service characteristics Customers participate directly in the production process. Services are consumed immediately and cannot be stored. Services are provided where and when the customer desires. Services tend to be labor intensive. Services are intangible. Copyright Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 1724 Unique Challenges for Service Providers (contd) Defining Service Quality Five service quality dimensions Reliability (most important) Assurance Tangibles Empathy Responsiveness Copyright Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 1725 Introduction to Total Quality Management (TQM) Total Quality Management Creating an organizational culture committed to the continuous improvement of skills, teamwork, processes, product and service quality, and customer satisfaction. Four Principles of TQM Do it right the first time. Be customer-centered. Make continuous improvement a way of life. Build teamwork and empowerment. Copyright Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 1726 Introduction to Total Quality Management (TQM ) (contd) Do It Right the First Time Designing and building quality into the product. Be Customer-Centered Satisfying the customers needs by anticipating, listening, and responding. Internal customers: anyone in the organization who cannot do a good job unless you do a good job. Copyright Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 1729 Introduction to Total Quality Management (TQM ) (contd) Make Continuous Improvement a Way of Life Kaizen: a Japanese word meaning continuous improvement (quality is an endless journey). A gain in one area does not mean loss in another. Venues for continuous improvement Improved and more consistent product and service quality. Faster cycle times. Greater flexibility. Lower costs and less waste. Copyright Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 1730 Introduction to Total Quality Management (TQM ) (contd) Build Teamwork and Empowerment Teamwork Suggestion systems. QC circles and self-managed teams. Team work and cross-functional teams. Empowerment Adequate training Access to information and tools Involvement in key decisions Fair rewards for results Copyright Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 1731 Figure 17.4 Seven Basic TQM Tools Source: Tenner/DeToro, TOTAL QUALITY MANAGEMENT (figure 9.2 from page 113). 1992 by Addison-Wesley Publishing Company, Inc. Reprinted by permission of Pearson Education, Inc. Copyright Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 1732 The Seven Basic TQM Process Improvement Tools Flow Chart A graphic display of a sequence of activities and decisions. Cause-and-Effect Analysis The fishbone diagram helps visualize important cause-and-effect relationships. Pareto Analysis (80/20 Analysis) A bar chart indicating which problem needs the most attention. Copyright Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 1733 The Seven Basic TQM Process Improvement Tools (contd) Control Chart Visual aid showing acceptable and unacceptable variations from the norm for repetitive operations. Histogram A bar chart indicating deviations from a standard bell- shaped curve. Scatter Diagram A diagram that plots relationships between two variables. Copyright Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 1734 The Seven Basic TQM Process Improvement Tools (contd) Run Chart A trend chart for tracking a variable over time. Copyright Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 1735 Deming Management The application of W. Edwards Demings ideas to revitalize productive systems to make them more responsive to the customer, more democratic, and less wasteful organizations. Essentially the opposite of scientific management. Principles of Deming Management Quality improvement drives the entire economy. The customer always comes first. Dont blame the person, fix the system. Plan-do-check-act (PDCA cycle). Copyright Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 1736 Figure 17.5 Everyone Benefits from Improved Quality Figure 17.6 Demings PDCA Cycle Copyright Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 1738 Deming Management (contd) Demings 14 Points Constant purpose New philosophy Give up on quality by inspection Avoid the constant search for lowest-cost suppliers Seek continuous improvement Train everybody Provide real leadership Drive fear out of the workplace Promote teamwork Avoid slogans and targets Get rid of numerical quotas Remove barriers that stifle pride in workmanship Education and self- improvement are key The transformation is everyones job