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on 22-Apr-10 00:46.
Quality is a popular approach to process improvement, particularly among technology driven companies such as Allied Signal, General Electric, Kodak and Texas Instruments. Its objective is to reduce output variability through process improvement, and/or to increase customer specification limits through design for producibility (DfP), so that these specification limits lie at more than "six" standard deviations, or sigma's, from the process mean (I'll explain the quotation marks later). In this way, defect levels should be below 3.4 "defects per million opportunities" for a defect, or "dpmo" for short.
Although originally introduced by Motorola in 1986 as a quality performance measurement, 6 sigma has evolved into a statistically oriented approach to process improvement. It is deployed throughout an organization using an army of champions and experts called "black belts," a title borrowed from their martial arts counterparts. They command a rank-and-file made up of teams focusing on the improvement of the organization's processes. Just search the internet for "six sigma" and you'll come up with several informative descriptions of its history and current practice. The Six Sigma Academy, a Motorola spin-off, provides consulting service to many of the leading practitioners of this approach. What I want to focus on here though, is the 6 sigma metric itself, not the concept or the approach.
on 22-Apr-10 00:15.
Global Strategic Management Institute (GSMI) is pleased to announce a sponsorship by JetBlue Airways of the CSR Performance Summit 2009. The low-cost airline will sponsor the event as part of its Jetting to Green program. The Summit, hosted by GSMI, takes place in New York City on May 11-13, 2009, and is the only event focused on corporate social responsibility and performance management. It will feature case studies, panels, and networking sessions with executives from some of the top responsible companies, including Dell, Jones Lang LaSalle, Campbell Soup Company, Sodexo, Office Depot, Seventh Generation, FedEx, and Waste Management.
"We feel fortunate to have a terrific partner in JetBlue, who shares our vision for environmental and social responsibility and can help us to provide an excellent forum for professionals to share best practices, innovative approaches and solutions to common challenges in the field," said GSMI President Luke Vinci.
"JetBlue believes in volunteering our services and promoting education about the environment and preservation of our planet," said Icema Gibbs, director corporate social responsibility for JetBlue Airways. "The CSR Performance Summit is an important opportunity for companies to strengthen their corporate responsibility programs, and we're pleased to be a part of it."
on 21-Apr-10 23:42.
(Performance management is a relatively new concept to the field of management. Performance management literature typically starts out with various examinations of the term "performance". The following information describes how the term "performance" in this library is used in this library.)
Supervisors have conducted performance appraisals for years. Employees have attended training sessions for years. Organization members have worked long, hard hours for centuries. Processes, such as planning, budgeting, sales and billings have been carried out for years in organizations. But all too often, these activities are done mostly for the sake of doing them, not for contributing directly to the preferred results of the organization.
Performance management reminds us that being busy is not the same as producing results. It reminds us that training, strong commitment and lots of hard work alone are not results. The major contribution of performance management is its focus on achieving results -- useful products and services for customers inside and outside the organization. Performance management redirects our efforts away from busyness toward effectiveness.
on 21-Apr-10 23:19.
Over the past few years, some industry analysts and organizational executives have questioned the effectiveness of the balanced scorecard. The tool, introduced by Robert Kaplan and David Norton in 1992 in an article in the Harvard Business Review, is used to articulate to individual employees the organizational goals and objectives set by management.
But some modern critics of the balanced scorecard have gone as far as to proclaim that it no longer possesses the potency to fill this communication function. Others have argued that the effectiveness of the scorecard has been overhyped by software solution providers and consultants who have promised quick fixes to problems associated with strategy execution.
After reviewing these arguments and accusations, a logical question arises: Is the balanced scorecard dead?
on 21-Apr-10 23:18.
We all want feedback - we want to know how we are doing. Getting that input gives us a benchmark of our current performance and helps us improve. It is important. It is necessary.
And it isn't enough.
Consider your basic performance review (even if it is a really effective one) or most any performance discussion. Most, if not all, of that conversation focuses on the past - what people have done that worked and went well, and what could be improved or changed.
At the end of that conversation, the supervisor, coach or leader feels better - they have given the person feedback! Unfortunately, for the other person that might not be enough. While they now have a new perspective on their past performance, they must do the translation - they are left to figure out what to do next time.
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