Instructor Manual for Managing
for Quality and
Performance Excellence 12th
Edition By James Evans
(All Chapters 1-15, 100% Original
Verified, A+ Grade)
All Chapters Arranged Reverse: 15-1
This is the Original Instructor Manua
for 12th Edition, All Other Files in the
Market are Wrong/Old Questions.
,CHAPTER 15
Building and Sustaining Quality and Performance
Excellence
Teaching Notes
The keys to attaining an in-depth understanding of total quality organizations as integrated
systems are to have basic knowledge of organizing principles and organizational cultures and to
develop and use a sustainable model for performance excellence such as the Baldrige criteria as a
foundation for quality organization and continuous improvement. Building and sustaining a TQ
organization requires leadership as the driver for performance excellence, a readiness for change,
the adoption of sound practices and implementation strategies, and effective organization. An
understanding of basic integrative concepts and their importance is vital for managers and
workers at every level in an organization which is focused on performance excellence. Integrated
systems have become more important in organizations that aspire to high quality levels, and
organizational leaders must understand how to deploy plans and quality efforts throughout the
organization.
This chapter focuses on the corporate culture, and integration of concepts developed
throughout the text. This organizing focus is one that students may find easier to grasp than the
cost of quality or even planning for quality. Numerous attempts to align the corporate culture
with the total quality management, global marketplace, and lean concepts, not all of which have
been resounding successes, have brought us into the 21st Century.
Key objectives are:
To learn that building and sustaining performance excellence requires effective
leadership, a commitment to change and long-term sustainability, the adoption of sound
practices and implementation strategies, and continual organizational learning. To sustain
performance excellence demands continual learning and adaption to the changing global
business landscape. An important element of sustainability is ensuring future leadership;
thus the development of future leaders and a formal succession plan are vital.
To understand the concept of organizational sustainability – an organization’s ability to
address current needs and have the agility and management skills and structure to prepare
successfully for the future, including preparedness for emergencies.
To understand that for quality and performance excellence to truly succeed in an
organization, it must define and drive the culture of the organization. Culture
(specifically, corporate culture) is an organization’s value system and its collection of
guiding principles.
1
,Building, and Sustaining Quality and Performance Excellence 2
To be able to differentiate between organizational changes resulting from strategy
development and implementation (i.e., “strategic change”), and organizational changes
resulting from operational assessment activities (i.e., “process change”). Strategic change
stems from strategic objectives, which are generally externally focused and relate to
significant customer, market, product/service, or technological opportunities and
challenges. An organization must change these aspects to remain or become competitive.
In contrast, process change deals with the operations of an organization. Strategic
changes are the ones that impact culture the most rapidly. However, an accumulation of
continuously improving process changes can also lead to a positive and sustainable
culture change.
To understand the multiple approaches to designing an effective organizational
infrastructure, overcoming barriers to successful implementation, and developing and
using self-assessment to determine the level of performance and best practices required at
various stages for building and sustaining quality efforts.
To explain the roles that employees play a role in TQ implementation – from senior
managers, who lead and provide resources, middle managers who act as change agents
and assure that goals are met, the workforce that must take personal responsibility for
making things happen, and unions that must work for the welfare of their members, while
also working cooperatively with management.
To understand that change is difficult to accomplish, and organizations generally should
manage change as a three-stage process. The first stage involves questioning the
organization’s current state and dislodging accepted patterns of behavior. The second
stage is a state of flux, where new approaches are developed to replace suspended old
activities. The final stage consists of institutionalizing the new behaviors and attitudes.
To understand the barriers to successful implementation of culture change: lack of
constancy of purpose, conflicting goals and priorities, lack of a holistic systems
perspective and lack of alignment and integration with the organizational system.
Alignment is the consistency of plans, processes, actions, information, decisions, results,
analysis, and learning to support key organization-wide goals. Integration refers to the
harmonization of plans, processes, information, resource decisions, actions, results, and
analyses to support key organization-wide goals.
To understand that companies generally adopt a performance excellence approach to react
to competitive threats or take advantage of perceived opportunities. Successful adoption
requires a readiness for change, sound practices and implementation strategies, and an
effective organization in which all employees are engaged. Organizations can take many
routes to performance excellence, but none of them represents the “one best way.” Many
organizations start with ISO 9000 because of its prescriptive nature and process
orientation; others use Six Sigma or the Baldrige criteria.
To define and explain best practices – those that are recognized by the business
community to lead to successful performance. Some best practices are “universal”
including cycle-time analysis, process value analysis, process simplification, strategic
planning, and formal supplier certification programs. Others depend on a company’s
level of performance. For instance, low performers must stick to basics such as process
, Building, and Sustaining Quality and Performance Excellence 3
simplification, training, and teamwork, while high performers can benefit from
benchmarking world-class organizations and using more advanced approaches.
To be able to explain the principles for effective implementation and lessons learned from
Six Sigma:
o Committed leadership
o Integration with existing initiatives, business strategy, and performance
measurement
o Process thinking
o Disciplined customer and market intelligence gathering
o A bottom-line orientation
o Leade4rship in the trenches
o Training
o Continuous improvement and rewards
To be able to explain the six stages of a quality life cycle:
1. Adoption: The implementation stage of a new quality initiative.
2. Regeneration: When a new quality initiative is used in conjunction with an
existing one to generate new energy and impact
3. Energizing: When an existing quality initiative is refocused and given new
resources
4. Maturation: When quality is strategically aligned and deployed across the
organization
5. Limitation or stagnation: When quality has not been strategically driven or
aligned
6. Decline: When the initiative has had a limited impact, is failing, and is awaiting
termination
To understand the importance of becoming a learning organization. Organizational
learning can be built into Baldrige, ISO, or Six Sigma approaches to quality
improvement. Whatever approach an organization takes – whether it is ISO 9000,
Baldrige, Six Sigma, or some other approach or combination – the approach should make
sense and work in the organization.
To be able to explain the use of self-assessment – the holistic evaluation of processes and
performance – that provides a starting point to build a quality organization by identifying
both strengths and opportunities for improvement and creating a basis for evolving
toward higher levels of performance. A major objective is the improvement of
organizational processes based on opportunities identified by the evaluation. The
Baldrige criteria provide the most comprehensive instrument for self-assessment of
organizational quality and management practices.
To state the challenges that small organizations and nonprofits face when trying to
achieve performance excellence.
To be able to understand the challenges that organizations will face in the future to build
and sustain a quality organization and achieve performance excellence.
for Quality and
Performance Excellence 12th
Edition By James Evans
(All Chapters 1-15, 100% Original
Verified, A+ Grade)
All Chapters Arranged Reverse: 15-1
This is the Original Instructor Manua
for 12th Edition, All Other Files in the
Market are Wrong/Old Questions.
,CHAPTER 15
Building and Sustaining Quality and Performance
Excellence
Teaching Notes
The keys to attaining an in-depth understanding of total quality organizations as integrated
systems are to have basic knowledge of organizing principles and organizational cultures and to
develop and use a sustainable model for performance excellence such as the Baldrige criteria as a
foundation for quality organization and continuous improvement. Building and sustaining a TQ
organization requires leadership as the driver for performance excellence, a readiness for change,
the adoption of sound practices and implementation strategies, and effective organization. An
understanding of basic integrative concepts and their importance is vital for managers and
workers at every level in an organization which is focused on performance excellence. Integrated
systems have become more important in organizations that aspire to high quality levels, and
organizational leaders must understand how to deploy plans and quality efforts throughout the
organization.
This chapter focuses on the corporate culture, and integration of concepts developed
throughout the text. This organizing focus is one that students may find easier to grasp than the
cost of quality or even planning for quality. Numerous attempts to align the corporate culture
with the total quality management, global marketplace, and lean concepts, not all of which have
been resounding successes, have brought us into the 21st Century.
Key objectives are:
To learn that building and sustaining performance excellence requires effective
leadership, a commitment to change and long-term sustainability, the adoption of sound
practices and implementation strategies, and continual organizational learning. To sustain
performance excellence demands continual learning and adaption to the changing global
business landscape. An important element of sustainability is ensuring future leadership;
thus the development of future leaders and a formal succession plan are vital.
To understand the concept of organizational sustainability – an organization’s ability to
address current needs and have the agility and management skills and structure to prepare
successfully for the future, including preparedness for emergencies.
To understand that for quality and performance excellence to truly succeed in an
organization, it must define and drive the culture of the organization. Culture
(specifically, corporate culture) is an organization’s value system and its collection of
guiding principles.
1
,Building, and Sustaining Quality and Performance Excellence 2
To be able to differentiate between organizational changes resulting from strategy
development and implementation (i.e., “strategic change”), and organizational changes
resulting from operational assessment activities (i.e., “process change”). Strategic change
stems from strategic objectives, which are generally externally focused and relate to
significant customer, market, product/service, or technological opportunities and
challenges. An organization must change these aspects to remain or become competitive.
In contrast, process change deals with the operations of an organization. Strategic
changes are the ones that impact culture the most rapidly. However, an accumulation of
continuously improving process changes can also lead to a positive and sustainable
culture change.
To understand the multiple approaches to designing an effective organizational
infrastructure, overcoming barriers to successful implementation, and developing and
using self-assessment to determine the level of performance and best practices required at
various stages for building and sustaining quality efforts.
To explain the roles that employees play a role in TQ implementation – from senior
managers, who lead and provide resources, middle managers who act as change agents
and assure that goals are met, the workforce that must take personal responsibility for
making things happen, and unions that must work for the welfare of their members, while
also working cooperatively with management.
To understand that change is difficult to accomplish, and organizations generally should
manage change as a three-stage process. The first stage involves questioning the
organization’s current state and dislodging accepted patterns of behavior. The second
stage is a state of flux, where new approaches are developed to replace suspended old
activities. The final stage consists of institutionalizing the new behaviors and attitudes.
To understand the barriers to successful implementation of culture change: lack of
constancy of purpose, conflicting goals and priorities, lack of a holistic systems
perspective and lack of alignment and integration with the organizational system.
Alignment is the consistency of plans, processes, actions, information, decisions, results,
analysis, and learning to support key organization-wide goals. Integration refers to the
harmonization of plans, processes, information, resource decisions, actions, results, and
analyses to support key organization-wide goals.
To understand that companies generally adopt a performance excellence approach to react
to competitive threats or take advantage of perceived opportunities. Successful adoption
requires a readiness for change, sound practices and implementation strategies, and an
effective organization in which all employees are engaged. Organizations can take many
routes to performance excellence, but none of them represents the “one best way.” Many
organizations start with ISO 9000 because of its prescriptive nature and process
orientation; others use Six Sigma or the Baldrige criteria.
To define and explain best practices – those that are recognized by the business
community to lead to successful performance. Some best practices are “universal”
including cycle-time analysis, process value analysis, process simplification, strategic
planning, and formal supplier certification programs. Others depend on a company’s
level of performance. For instance, low performers must stick to basics such as process
, Building, and Sustaining Quality and Performance Excellence 3
simplification, training, and teamwork, while high performers can benefit from
benchmarking world-class organizations and using more advanced approaches.
To be able to explain the principles for effective implementation and lessons learned from
Six Sigma:
o Committed leadership
o Integration with existing initiatives, business strategy, and performance
measurement
o Process thinking
o Disciplined customer and market intelligence gathering
o A bottom-line orientation
o Leade4rship in the trenches
o Training
o Continuous improvement and rewards
To be able to explain the six stages of a quality life cycle:
1. Adoption: The implementation stage of a new quality initiative.
2. Regeneration: When a new quality initiative is used in conjunction with an
existing one to generate new energy and impact
3. Energizing: When an existing quality initiative is refocused and given new
resources
4. Maturation: When quality is strategically aligned and deployed across the
organization
5. Limitation or stagnation: When quality has not been strategically driven or
aligned
6. Decline: When the initiative has had a limited impact, is failing, and is awaiting
termination
To understand the importance of becoming a learning organization. Organizational
learning can be built into Baldrige, ISO, or Six Sigma approaches to quality
improvement. Whatever approach an organization takes – whether it is ISO 9000,
Baldrige, Six Sigma, or some other approach or combination – the approach should make
sense and work in the organization.
To be able to explain the use of self-assessment – the holistic evaluation of processes and
performance – that provides a starting point to build a quality organization by identifying
both strengths and opportunities for improvement and creating a basis for evolving
toward higher levels of performance. A major objective is the improvement of
organizational processes based on opportunities identified by the evaluation. The
Baldrige criteria provide the most comprehensive instrument for self-assessment of
organizational quality and management practices.
To state the challenges that small organizations and nonprofits face when trying to
achieve performance excellence.
To be able to understand the challenges that organizations will face in the future to build
and sustain a quality organization and achieve performance excellence.
