The Efficient Organization
Quality as a Factor of Excellence
Because it is subjective, quality is not easy to
define. This is a problem for business because while the organization
thinks it is producing quality goods and services, its customers may
business processes, for example. Quality processes have short lead and
cycle times and zero defects/errors. They are near perfect. However,
just because the organization thinks it has turned out perfection does
not make it so.
world renowned management consultant, said: "Quality in a product or
service is not what the supplier puts in. It is what the customer gets
out and is willing to pay for." This is ultimately what determines an
organization's quality and, in turn, excellence.
continuously evaluate the quality of your organization's goods and
services based on dependability, speed, flexibility, and cost. If any of
these areas fail in the customers' eyes, the customer looks for another
organization with which to do business. While this may seem
disheartening at first, this is also a great impetus for continuous
Studies show that
achieving excellence requires about ten years (or 10,000 hours) of
dedicated practice. Ask any Olympic athlete how many hours they spent on
their craft before they received their medal at Sochi. Many will tell
you that they invested years of practice. Despite this, not all make it
to the podium even though they made it to the Olympics.
athletes, quality organizations also reap rewards. These rewards include
satisfied and loyal customers. And this translates to higher profits
for the private sector and less spending and waste in the public sector.
To help your
organization thrive, focus on delivering top quality products and
services to your customers. This will ensure your organization's
long-term success in the marketplace.
Always working to
perfect your offerings through sustained practice will keep you in the
game. You may even be one of the select few that make it to the podium!
Pursuit of Profit
Acceptance of Change
addition to quality as a factor in excellence, acceptance of the
solution is also important. In fact, acceptance of the solution is far
more important than quality. You may have the best possible solution in
the world, but if stakeholder acceptance is low or missing, you have a
zero chance of attaining excellence.
This is evident in what is perhaps the most important formula in the practice of Lean Six Sigma. The formula is:
Q(uality) x A(cceptance) = E(xcellence)
In this formula, E must equal at least 60 if your proposed solution is to succeed. Let's work through a scenario.
use a scale from 1 (worst) to 10 (best) to determine the quality of
your proposed solution. The higher the quality of the solution, the more
appealing it may be to stakeholders, but it may also cost more to
assigning a rating to the quality of the solution, determine the
stakeholder acceptance. Use a "Stakeholder Analysis Chart" and meet with
your stakeholders to determine their support. Plot where they are today
and where you need them to be. The "in between" is the area of
resistance that you need to help your stakeholders overcome. Here is a
of the interesting things about proposing change through new solutions
is that most people associate change with loss. If change means loss,
how does one move stakeholders to acceptance? Here are four
- If the individual feels inadequate and out of their comfort zone, use "WII-FM"
(what's in it for me) to encourage them to support the change. And
provide appropriate training before, during and after implementation to
overcome feelings of inadequacy.
the individual feels as if they will lose something in the new process
(e.g., they are no longer the "leader" in the way things were previously
done), demonstrate to them what is gained. Do not focus on loss.
the individual has control issues or a sense of ownership over the
current process, they may not be amenable to change. As with the above,
invoke WII-FM and focus on gains. Provide training to help them become
master of their universe once again.
the individual already has a lot of turmoil in their personal or
business life, then decrease their workload, so that they have time to
help you implement your solution.
that people change their behaviour when faced with either opportunities
or threats. For short-term behaviour motivation, threats are effective
(tell them what they will lose). But for long-term motivation, focusing
on opportunities garners acceptance.
In My Humble Opinion (IMHO)
Are you working on implementing a project? How's it
going? If you're running into roadblocks and dealing with "people"
issues, there's a good chance that important stakeholders have not
bought into your idea. While not all stakeholders need to be active
supporters, if only one key stakeholder is in neutral or has indicated
non-support, you're going to have a tough time both completing and
sustaining the project. Before you start implementation of any project,
no matter how minor or major, make absolutely sure that you have
included ALL stakeholders and that you've got their unwavering support.
This will save you time and aggravation in the short-term and guarantee
success in the long-term. IMHO.
reasonable man adapts himself to the world; the unreasonable one
persists in trying to adapt the world to himself. Therefore, all
progress depends on the unreasonable man."
-- George Bernard Shaw
About MNC Consulting Group
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