By Peter Merrill
Failure of a top quality initiative, both partially or in entire, can occur to any association. What differentiates profitable firms is they research from their mess ups and do it correct the second one time. writer Peter Merrill takes you sequentially throughout the actions required to guide an enduring swap, from imaginative and prescient to ultimate recognition. extra importantly, he stresses the stability among technique development and folks development. in the course of the ebook are checklists, tables, questionnaires, and different worthwhile instruments to aid your caliber implementation. moreover, Merrill provides examples exhibiting you what went mistaken with different companies and the profitable process corrections they made. Merrill captures a few of the advancements of the intervening years because the first version of this e-book, quite Six Sigma and lean. 3 thoroughly new chapters on ISO 9000 will draw the reader into structures considering, discourage overdocumentation, and inspire using dimension to force development. the recent bankruptcy 23 indicates the linkages among ISO 9000, Six Sigma, and excellence awards. This booklet embraces the necessities of caliber administration, offers them in an easy structure, and provides you a feeling of move as you enforce
Read or Download Do It Right the Second Time, Second Edition: Benchmarking Best Practices in the Quality Change Process PDF
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Additional info for Do It Right the Second Time, Second Edition: Benchmarking Best Practices in the Quality Change Process
Example text
Baldrige Award criteria assessment has proved one of the most complete methods so far for evaluating an organization’s quality plan. It is comprehensive, though many have found it cumbersome. Describing in writing the activities inside an organization has become too time-consuming for most companies. This has led to a number of simplified versions of the Baldrige criteria that enable companies to conduct a self-assessment on their quality process. indd xxxiii 3/13/09 4:57:55 PM xxxiv Introduction Of the 1000-point scale used in a Baldrige assessment, a reactive organization will score up to 400 points.
7 Do you know why your customers switch to other suppliers? The big picture is surprising: • 50 percent leave due to poor service • 20 percent leave due to lack of personal contact • 15 percent leave due to inferior product • 15 percent leave because the product is too expensive These data were provided to me as a result of market research conducted by one of my past clients, Cadet Uniform Services. Your own company may be different, but these data give us some food for thought. Most companies don’t realize they are a blend of both manufacturing and service.
Real, lasting success comes when we enjoy doing what we do every day and do it well. ” True up to a point, but the word hard implies unpleasant, painful work. I want to enjoy my work. indd 4 3/13/09 4:57:56 PM Chapter One: Why Are We Doing This? ” The implication is clear. We need to have clear focus and application in our efforts (hard work), but we must also be sure that our efforts are pointed in the right direction (a clear vision). Success in our business endeavors means doing what we do better than the competition does it, and ensuring that our customers recognize that we do a good job.
