1.
Six of Deming's 14 Points for Management that I believe are demonstrated in the
organizational follows: practices and employee behaviors of Bronson Methodist Hospital
(BMH) are ad. For each Deming Point chosen, write at least one sentence describing the
point in your own words and at least one additional sentence regarding how that point is
demonstrated. State SPECIFIC CASE FACTS -- not generalizations - to support your
thoughts & maximize earning full point credit.
(1) Create and publish to all employees a statement of the aims and purposes of the
company or other organization. The management must demonstrate constantly
their commitment to this statement.
I chose this point because in the text of Bronson Methodist Hospital (BHM), it
reads that BMH had delivered a one-page plan to its employees which captured
their quality mission, that included their vision, values, the three Cs (Clinical
excellence, Corporate effectiveness, and Customer and service excellence), as
well as customer service standards and expectations.
(2) Encourage education and self-improvement for everyone.
I chose this point because in the text of BMH, they offer the employees wellness
through a number of reimbursable wellness/preventative benefits, including
personal trainers, massage therapy, smoking cessation and weight-loss programs.
(3) Drive out fear. Create trust. Create a climate a climate for innovation.
I chose this point because in the text of BMH, they are focused on listening and
learning methods. This includes patient satisfaction surveys, post-discharge
phone calls, focus groups, and community surveys so they may ensure the
hospital maintains a culture of service excellence as well as patient loyalty.
(4) Teach and institute leadership.
I chose this point because in the text of BMH, there are three programs that are
designed to nurture current and future leaders. These three programs include The
Leadership Initiative, The Physician Leadership Academy, and the Management
Mentor Program.
(5) End the practice of awarding business on the basis of price tag alone.
I chose this point because in the text of BMH, they have initiated efforts to
create a future workforce that includes awarding scholarships to children of
employees to pursue college degrees in healthcare.
(6) Institute training.
I chose this point because in the text of BMH, it reads that they offer the
employees interested with financial assistance, including benefits and payment
for tuition and books, while they are attending classes.
Lois King
BA4010
2.
For each of the (6) TQ principles discussed in Chapter 1 (pp. 36-48), write at least
one sentence regarding how that principle is demonstrated in the organizational practices
and employee behaviors of Gerber.
(1) Customer and stakeholder focus:
Gerber found the need for allowing customers to contact them directly with
suggestions, complaints, and questions was important to the customers. They
also allowed customers to contact them via phone (at 800-4-GERBER) in1986,
which their Consumer Relations department received both a steady flow of
letters and calls. The system provided a notable change for the companys
quality discipline as it allowed the operators to log the customer information into
a database. This would then be turned into a trend analysis that would capture
the customer demands to drive towards the product development process.
(2) A process orientation:
In 197, Gerber began forming alliances with its growers, giving Gerber better
control of produce cultivation and allowing it to keep track of the pesticides
growers used. By the 1950s, Gerber had implemented a proactive approach to
controlling its manufacturing processes. The Gerber product analysis
laboratories were formed in 1963 to provide data on the composition of
ingredients, monitor the quality of internal and external water sources, and
provide the analytical information needed to establish food formulations.
(3) Continuous improvement and learning:
The company continues to improve the quality techniques it applies to each part
of the manufacturing process. Its most recent project has been to install new
software from SAS Institute Inc. The software gives employees instant access to
data regarding the impact on the final product of each station in each process.
Gerbers history of continuous improvement and its well-documented
manufacturing processes paid off.
(4) Employee engagement and teamwork:
One the employees recognized the value of teamwork, the company began
taking quality functions out of the quality department and spreading them
throughout the product on a more consistent basis. By expanding quality
responsibilities, to frontline operations, Gerber hoped to increase process control
and reduce line inspections.
(5) Management by fact:
The Gerber Company established management incentives for integrating quality
into its manufacturing process. Many senior managers began to be compensated
for maintaining a high level of consumer trust through the quality of the final
product.
Lois King
BA4010
3.
4.
Lois King
What is the medical facilities expectation with Six Sigma? (This way I
can capture further information as to if they want lean manufacturing or
Six Sigma.)
How do they control their quality?
BA4010
Will the hospital be providing this Six Sigma training on campus, and
what is the expectation for the completion timeframe?
Will the staff have an increased salary with this training/ certification?
What is their plan for attracting more customers and employees, or are
they expecting my guidance on this as well?
What is the metrics of working process?
(3) How would you design an infrastructure to support Six Sigma at SLRMC?
When all employees are ready, I can execute the plan to set a clear direction and
goal. This will lead them inpatient services, quality assessment, financial
management and human resources. Undertake improvement activity in a
systematic approach. A champion, generally a black-belt, defines training and
strategies for conducting projects.
5.
Lois King
BA4010