Troy University Wk 6 Flow Charts Quality Management Tool Responses

Troy University Wk 6 Flow Charts Quality Management Tool Responses.

repond to my techer using my initial post and to both of my classmates and leave a reflection post

  • Gerald Bell

    Bell initial post:Organizations use tools like process baselining and process comparison to empower and improve activities conducted in the organization, no matter the organization’s size. A tool like the one given above creates an organizational baseline that defines all the organization’s aspects. The baseline is then classified and compared statistically. The determination of differences in the baseline aids the organization to adjust after acquiring a good understanding of the baseline, and its performance improves.There are other tools for instant flowcharting; this tool helps to breakdown and provides detailed information concerning all the activities and events performed in the organization. Using flowcharts helps an organization acquire the know-how of work efforts in all organizational undertakings. A good flow chat helps to inform what suits the organization taking place and what does not.Some organizations use the value-stream mapping tool and are suitable to use due to its capability to give a clear picture of all the data flow and workflow in all the organization’s operations processes. This tool can help break down and evaluate a state of the current organization and suggest a future form that comes with reduced organization exploitation, including things like overproduction and defects, which helps the organization minimize struggles in achieving Baldrige’s goals set by the organization.Firms and organizations sometimes tend to explore all possible causes to deal and solve a problem. This is achieved using the cause and effect analysis tool, where six areas that namely, method, personnel, material, machine, environment, and measurement, are considered. This tool gives an immediate solution in many cases and reduces time wastage in trying to solve minor issues in the organization. Implementation of all the tools discussed helps the organization improve its processes and achieve Baldrige’s goals set.View in discussion

  • Diane Bandow

    Gerald -Did you have any examples from personal experience?I wanted to address how powerful something simple such as a cause and effect analysis can be, or even the 5 Whys. I agree, this provides immediate solutions for minor issues which can be quick and efficient “wins”, and it allows employees to see what success looks like before moving on to larger and more complex problems. These are always necessary before attempting the more difficult because you want to get people on board and get them interested in not only how it works but how good it feel

Michael Wosje

Manage Discussion Entry

Wosje – Week 6 Initial Post

A large variety of quality tools are in use throughout the Naval Service. In Washington, DC on the Chief of Naval Operations staff (OPNAV), a variety of the quality tools appear in the various program and process status update briefings. For example, Naval Air Systems Command (NAVAIR) process improvement update with OPNAV will often cite Lean or Six Sigma events to enhance a process or product like aircraft depot maintenance turnaround time improvement. In a similar fashion, ship and submarine maintenance might highlight process flowcharts for streamlining work and more specific tools like Pareto charts for specific barrier removal events.

The vast number of these improvement plans fall under the perform to plan and Naval Sustainment System (NSS) moniker, both used by NAVAIR and others, which I will discuss in more detail in my individual paper focused on task flow improvement on the OPNAV staff. Baldrige (2019) noted the critical linkage between leadership and results in criteria 7.4. The need for a compelling vision and transformational leadership reinforce an organizational culture focused on total quality management. However, Beer (2003) highlighted TQM fails when the direction is only top down. Concern is developing over change fatigue and that OPNAV is spending too much time measuring and not enough time managing. I will spend a fair amount of time in my paper discussing alignment as highlighted by Baldrige (2019) to expand on this point.

Summers (2016) recognized that a hit-or-miss approach to problem solving (i.e., even with well documented tools) often leaves the real problem unsolved. The issue of alignment as discussed in Baldrige (2016) and approaching a large organization like OPNAV with a systems level approach should allow a broader perspective on solving the right problems, in the right order, and at the right time. OPNAV is integrating these processes at a strategic level, requiring a prioritized look at ordering (i.e., aligning) them to maximize outcomes across a large enterprise. An innovative look at streamlining (e.g., discarding non-value-added processes) is needed in today’s age of competition.

Peter Condos

Manage Discussion Entry

Condos Initial Post

My organization uses several quality tools depending on the application and the different sub-organizations. Working in a communications field we are very familiar with using flow charts. This is commonly the first step that we use if we are going to formally try to define a process. Using this tool it is helpful to identify where inputs are located to assess a root cause. With identifying and troubleshooting communications it is often difficult to identify where all of the inputs are coming from since the inputs can come from several different locations around the world depending on where resources are hosted. When analyzing and developing a flow chart the organization is often left with more questions on how inputs are received since no one has a firm grasp of how everything works as a large system. Another technique we use frequently is poka-yoke. We use this primarily to improve quality and reduce defective products. This is an effective technique in my organization because it reduces the skill requirements for workers (Poke-Yoke, 2020). Many of our entry-level workers to not have experience in the IT industry and require a significant amount of training to develop into proficient technicians. Customers are often very frustrated when they receive their computer back and it is still not fixed or their problem persists. To mitigate this we implement self-checks to many of our processes. Before a customer is issued a computer, the technician must first sign off on a checklist that details all of the baseline requirements. At the enterprise level, there was also software developed to reduce miscommunication in the customer reporting their problems. We have several customers who report an inaccurate description of their problem. This results in longer turnaround times as we troubleshoot the root cause of their perceived issue. This ties in with the Baldridge quality principles in the third criterion (Summers, 2016). Customer engagement is important when working in a customer service focused or support role. This software provides the customer a place to provide actionable information to the service desk that can expedite the closure of their ticket.

Troy University Wk 6 Flow Charts Quality Management Tool Responses


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