organization excellence

8/8/2019 Organization Excellence

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Organizational ExcellenceOrganizational Excellence


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OrganizationExcellence

process ofbuilding an organization thatexcel in performance.

To survive in today's competitive

environment, you need to excel.To excel, a company needs to focus on all

parts of the organization, optimizing theuse and effectiveness of all of itsresources.


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we have come to realize that there are only five

elements that need to be managed for anorganization to excel.

rganization Excellence( )ont


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Why do you needorganizational excellence?

Times have changed improvement activitiesmust change with them.

Producing excellent products isnt enough

today: we must excel in all parts of ourorganization.

Customers should rate the total organization as outstanding, not just very good.


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y o you neeorganizational excellence?(cont)Customers remember an organizations name

for two reasons

a) if it produces a poor product or service,

b)when it produces an exceptional product orservice


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Pillar 1Pillar 1

Process ManagementProcess Management


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Pillar 1: ProcessManagement Organizations processes define how it operates. Process management concept - isnt new .

Process Management Excellence offers clearexplanations of the critical tools for creating

organizational excellence.Process management excellence: we mustProcess management excellence: we must

manage our processes and continuouslymanage our processes and continuously

improve them because they are the way we doimprove them because they are the way we dobusiness.business. - Dr. H. James Harrington- Dr. H. James Harrington


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Pillar 1: ProcessManagement (cont)

To manage a process, the following must be defined andagreed upon: (1) an output requirement statement between process

owners and customers, (2) an inputrequirement statement between process

owners and suppliers, (3) a process that is capable of transforming the

suppliers' input into output that meets the customers'performance and quality requirements,

(4) feedback measurement systems between processand customers, and between process and suppliers, and

(5) a measurement system withinthe process.


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Pillar 1: ProcessManagement (cont) Two basic approaches: micro and macro level

approach.

1)Micro-level approach- directed at managing

processes within a natural work team or anindividual department.

2)Macro-level approach- directed at managingprocesses that flow across departments

and/or functions within the organization.


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Pillar 1: ProcessManagement (cont) Management in excellent organizations requires

each natural work team or department tocontinuously improve and refine the processesthat it uses.

Refining the process is an ongoing activity. If the refinement process is working as it should,

the total process efficiency and effectivenessshould be improving at a rate of up to 15

percent a year.


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PILLAR 2:

PROJECT MANAGEMENT


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Processes define how we operate.Processes define how we operate.Projects are the way we improveProjects are the way we improveour processes.our processes.

- Dr. H. James Harrington.


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Pillar 2:Project Management(cont)

application ofknowledge, skills, tools andtechnology to project activities to meet or

exceed stakeholders needs and expectationfrom a project.

guiding a project from its inception to closureand manage of work within the constraints oftime, cost and performance requirements.

Definition:


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Parts of ProjectParts of Project

ManagementManagement


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BenefitBenefitss

:illa r 2 ( )ro je ct M a n a g e m e n t co n t


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Project

Lifecycle



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ToolsTools



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s:


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Pillar 3Pillar 3Change ManagementChange Management


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A structured approach to transitioning individuals,teams, and organizations from a current stateto a desired future state

It is an organizational process aimed at

empowering the employees to accept andembrace

changes in their current business environment.

:illar 3 ChangeManagement


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CM. Principles

At all times involve and agree support from people withinsystem (system = environment, processes, culture,relationships, behaviours, etc., whether personal ororganisational).

Understand where you/the organisation is at the moment.

Understand where you want to be, when, why, and whatthe measures will be for having got there. Plan development towards above No.3 in appropriate

achievable measurable stages. Communicate, involve, enable and facilitate involvement

from people, as early and openly and as fully as ispossible.


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8 steps to successful change: ( )illar 3 Change Management cont


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Current issues

Transforming Malaysia Airlines When Idris Jala was hired as CEO to turnaround

Malaysia Airlines (MAS) in December 2005, thetroubled carrier had about three months' worth ofcash left in its coffers.

After , Jala implemented a change managementprogram with all of the elements we've identifiedas critical for quickly delivering sustainable

change, the carrier has reported four consecutiveprofitable quarters and earned almost $265 billionin 2007-five times what it originally projected.


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Pillar 4:Pillar 4:Knowledge ManagementKnowledge Management


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Pillar 4:Knowledge Management

defined as a proactive, systematic process bywhich value is generated from intellectualor knowledge-based assets anddisseminated to the stakeholders.


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Knowledge Management SystemKnowledge Management System

The six phases necessary to implement aneffective KMS are:

i. Phase 1: requirements definition

ii. Phase 2: infrastructure evaluationiii.Phase 3: KMS design and development

iv.Phase 4: pilot

v. Phase 5: deploymentvi.Phase 6: continuous improvement


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CompetenceManagement

:illa r 4 n o w le d g e M a n a g e m e n t( )ont


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:n o w le d g e M a n a g e m e n t( )ont


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:r n o w le d g e M a n a g e m e n t( )ont


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Tools:Discussion and Chat technologies

Search and Data mining tools

Enterprise Information Portals Expertise access tools

:r n o w le d g e M a n a g e m e n t( )ont


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Issue:

Is about Conversations, PracticeandPractitioners. Organizedby the iKMS, the conference has been an annual event since2006 as we witness the growing participation each year.

Priced at an affordable rate, the organizing committee made upof volunteers aims to cover the cost of organizing such anevent while packing in an exciting programmed and bringing inthe best of value by inviting international keynote speakerssuch as Kim Sbarcea, Tony Sheehan, Ron Young, GrahamHiggins, Etienne Wenger, Steve Ellis and many more to come.

Through the conference, we learn from experts and at thesame time make friends with fellow KM practitioners whom weshare and learn from one another.We welcome your ideas or help for organizing the next KMSingapore conference.

KM Singapore Conference


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Pillar 5:Pillar 5:

Resources ManagementResources Management

Pill 5


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Pillar 5:Resources Management

the efficient and effective deployment for anorganization's resources when they areneeded.

a key element to activity resource estimating and

project human resource management. all the resources and assets that are available in

the organization like stockholders,management, employees, money, suppliers,inventory, boards of directors, alliancepartnerships, knowledge, customers, patents,investors and so on.

Pillar 5:


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Pillar 5:Resource Management

(cont)Resources management excellencepresenting the accumulated wisdom ofone of the worlds foremost quality

professionals. effective resource management is among

the most critical and complex activitieswithin any organization.


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Issue

Motorola Technology Sdn Bhd has been commended for quality excellenceby the Malaysias Ministry of International Trade and Industry (MITI),recognizing Motorolas outstanding standards and performance with its

Quality Management Excellence Award 2009 (QMEA) on 31st of March,2010.

In an effort to drive continuous improvements, Motorola has placed keyQuality initiatives and Lean Six Sigma methodology to encourageinnovative solutions that would differentiate the company fromothers and to continue its role as a trusted partner to its customer.

Motorola Wins QualityManagement ExcellenceAward 2009 in Malaysia


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Quality Management Excellence

Award (QMEA) established in 1990 Organized by Ministry International Trade

and Industry (MITI) and MalaysiaProductivity Corporation (MPC).

designed to award industry wide recognitionand exposure to organizations that notonly demonstrate high awareness of theimportance of quality, but also adopt andimplement measures to make quality

management a consistent part of theiroperations.


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Participating organizations will be judgedagainst the 7 excellence criteria thatserve as the basis for the OrganizationalExcellence Framework:

1. Top Management Leadership andManagement of Quality

2. Use of Quality Data and Information

3. Human Resource Management

4. Customer Focus

5. Quality Assurance of External Suppliers

6. Process Management7. Quality and Operational / Business Results


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ConclusionConclusion

OrganizationalOrganizational

Conclusio


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Conclusio

n excel in all parts creatively and simultaneously.

turns an employee into an individual whoowns his or her job

bringing satisfaction stakeholders, wintoday's savvy customers.

organization excellence

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