and track the costs associated with failing to keep customer requirements up to

ID: 356798 • Letter: A

Question

and track the costs associated with failing to keep customer requirements up to date when to key organizational needs, with a fact-based evaluation and improvement process in place in key Areas. There are no major gaps in deploysch errors occur. ment, and a commitment exists to organizational learning and sharing. Improvement trends andlor good performance are reported for most areas of The Site Visit Team found the descriptor for scor- importance. Results address most key customer stakeholder and process requirements and dem overall for Branch-Smith Printing Division. An orga- onstrate areas of strength In summary, the feedback noted: g band 6 (650-750) to be the most accurate nization in this band typically demonstrates refined ment, and very good results in most Areas. Orga- izational alignment, leaming, and sharing are key Finally in 2002, BSPD received another site visit and approaches, induding key measures, was selected as a recipient of the Baldrige Award. The company made substantial progress in improving its approaches and results. For example, the weakness cited above in 2000 regarding the lack of staying abreast of changes in the marketplace was now cited as a strength: management tools. Some outstanding activities and results address customer/stakeholder, process, and action plan requirements. The organization is an industry leader in some Areas BSPD clearly made substantial progress in its journey toward performance excellence, culminating in being Changes in customer requirements are incorpo- rated into Branch-Smith Printing Division's design and production processes through the use of the PSI software, which uses estimate request forms to create job tickets. For the design phase, the Art Key Issues for Discussion and Electronic Prepress departments use proofing 1. ldentify what Baldrige Core Values and Concepts processes for this purpose as well. CSRs and sales personnel are responsible for ensuring that changes are incorporated into a customer's 2. What value can you see in David Branch, the job ticket. The INC process is used to monitor CO, becoming an award examiner? recognized as a national role model. are reflected in the strength and opportunity for improvement comments cited in this case

Explanation / Answer

Question 1: Identity what Balridge core values and concepts are reflected in the strength and opportunity for improvement comments cited in this case.

Ans 1: “ Baldridge excellence framework and its criteria empower your organization to reach its goals, improve results and become competitive. It is an integrated framework which helps you to monitor your organization as a whole so that your actions, plans, processes, and measures are consistent.”

To achieve organization excellence the core values and concepts are as follows:

Bridge Core values & concepts

Definitions

Branch-Smith Printing Division and their reference to Baldridge

Systems perspective

The organization should follow a process-oriented and systematic approach to managing the organization, The process approach should be followed by the organization.

For the design phase, The art and electronic prepress departments use proofing processes for this purpose.

The INC process is used to monitor and track the costs associated with failing to keep customers requirements up to date when such errors occur

Visionary leadership

A leader should have a clear and well-defined vision for the organization with customer focus and high expectations from the workforce while driving the organization with ethics and values

Customer-centered excellence

The customer or end user and methods to achieve excellence in providing product and services to customers with continuous product innovation, to increase new customers and maintain the existing customers by building loyalty and innovation of products.

They improved their weakness regarding lack of staying abreast of changes in the marketplace was now cited as a strength. The customer’s requirements are incorporated into Branch smiths printing division design and production process through the use of PSI software.

Valuing people

The organization has to value people and make them accountable with clear direction. The management has to create an atmosphere to promote and support the manpower resources.

Organizational learning and agility

It is a continuous process and ongoing on a daily basis, the concept of knowledge sharing and building our skill sets to acquire new ideas. This has to be carried on from unit to person to organization level

CSR and sales personnel are responsible for ensuring that changes are incorporated into a customer’s job ticket. Here there are no major gaps in deployment and a commitment exists to organizational learning and sharing.

Organizational alignment, learning, and sharing are the key management tools.

Focus on success

The organization should focus on achieving success as defined by its targets and goals to add maximum value to its suppliers, employees, and stakeholders.

The organization god a scoring band of 6 which demonstrates an organization in this band typically demonstrates refined approaches, including key measures, good deployment, and very good results in most areas.

Managing innovation

The ability to learn and execute new ideas with a flexibility and agility of the market and customer requirements is essential. Accepting and adopting new methods of working with a clear direction to meet your goals will keep the organization agile. Making changes in your organization to improve process, product, services to create value for the stakeholders

Management by the fact

The company should consider the facts and figures to make informed decisions. The decisions should be analyzed and business strategy should define key results, processes, and goals.

The INC process is used to monitor and track the costs associated with failing to keep customers requirements up to date when such errors occur.

Societal responsibility

The organizations should consider their impact on the society and the environment while making business decisions, the product and service should add value to the society.

Ethics and transparency

The organization should work on an ethical framework and adhere to rules and regulations, the organization should follow a transparent policy with employees and stakeholders.

Delivering value and results

The organization should focus on creating value for stakeholders and adding value to customers, employees and the management. The results should be used to create value for supplier, customers, partners, and stakeholders.

Question 2: What value can you see in David Branch, the CEO, becoming an award examiner?

Ans 2: David Branch started the process to achieve organizational excellence in the year 1992 by implementing TQM in 1992. They self-ranked themselves and analyzed their weaknesses and started a strategy to work towards Baldridge values and concepts of excellence. They acquired the ISO 9000 registration and in 1995 fall that they were far from achieving their goals. David Branch registered as an examiner in fall 1996 and realized where they were going wrong. This really triggered him to move along. Next year he put in the option 2 application and year after the level three application for Texas state quality award. It basically indicated a 10-year process which became more fruitful after David became an examiner in 1996. The year after that they applied for the award, got a site visit done and a year later in 2002 they won the award. This award was won by a consistent approach to excellence and sustained approach to self-improvisation.