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Part 1 Answer the following questions with a minimum of 300 words as well as 2 references and citations) In chapter 9, measurement is discussed

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Part 1 Answer the following questions with a minimum of 300 words as well as 2 references and citations)

In chapter 9, measurement is discussed. This can also be found in Criteria #4 in the MBNQA.  Answer the following questions:  Why should we measure, and what are examples of good performance measures? Why can it be difficult to fine true and effective measures? What is the goal of the measurement system? How are quality costs defined and what types of quality costs exist? How can a balanced scorecard support an effective organization?  From Criteria #4 in the MBNQA, explain how the many kinds of data can be used to measure performance. What role does knowledge management play? What does your organization measure - and is it effective - or not?  Why?

Part 2: Respond to this post in a short paragraph or two)

Organizations measure to have a holistic indication of performance!  To get a true assessment of your organization’s performance, you must ensure to eliminate any “stovepipe” approaches and enhance synchronization throughout the entire organization.  Performance measurement is a critical fragment of monitoring any organization’s progression.  To maintain the competitive edge, effective organizations must be capable of managing their service contracts, production cycles times, processes, scheduling, and most importantly their employees better than any competition (Summer, 2009). Another important reason the organization should continuously measure their performance is to have adequate data in order to effectively control the products, services, and processes. Good measures of performances are purposed to assess what the organization and its customers determine as valuable. Some examples of thoroughly designed measures include; how efficient something performs to its designed purpose?  Does the organization have the ability to measure the results of change initiatives? Do the organizations have the ability to distribute its assets evenly?  The organization's ability to efficiently answer the above questions can greatly increase its ability to determine their customer's needs and how to fulfill their demands.  It can be difficult because the end state may not be specific and can be subjective.  My organization consists of predominantly civilian employees who have been working in the same position for several years. I find many of the employees’ performances to be substandard and I would like to implement a performance measurement to increase productivity.  However, I face the challenges of the complacency and lack ambition from many of my employees, my expectation of an acceptable performance may be slightly different from theirs. 

Performance measurements can be a challenge in a diverse organization of various ethnicities and skills set.  The goal of the measurement system is to ensure the end states are met by achieving the organizations' specific goals to include profitability, efficiency, growth, utilization resources, and technological leadership.  Measurement systems provide the organizational leaders with a holistic and detailed insight into whether the process and systems are in line with the organizations' goals and objectives.  Often times, subordinate leaders will provide reports to the higher headquarters showing their understanding and effectiveness of the measurement system. Quality costs include all the costs manufacturers incurs while ensuring it produces a high-quality product. Quality costs may also comprise both arose costs after a low-quality production and prevention costs of low-quality products produced. The term quality costs mainly refer to the costs inherited to avoid, remove, and detect defects from products. The types of quality costs are categorized into four groups. The first is the prevention costs are the costs incurred to prevent or reduce the possibility of defects during the initial phases. The second is the appraisal costs, which are the costs, incurred before shipping the products to the customer. The third is the internal failure costs, which defines the costs that are incurred to an extraction of defects from the products before that are shipped to the customers.  The fourth and final costs are the external failure costs which cover the costs if any defected products have been shipped to the customers in the form of payment damages, replacement of products, and warranties. 

When a balanced scorecard is developed as a strategic plan and managing system, it can assist with the alignment of an organization, and encourage leaders to focus on the right tasks.  It gives management a holistic perspective of the progression and evolution of the organization (Balaji, Dinesh, Parthiban, 2018).  The balances scorecard can also assist with accomplishing organizational goals by improving synchronization and communication between employees and prioritizing of the day-to-day projects.  Knowledge management can be a valuable mechanism to ensure continuity is maintained throughout the organization, and the sharing of information both vertically and horizontally. My organization measures customer satisfaction and service quality to the Soldiers, Families, and Civilians on the installation.  Our measuring mechanism is called the Interactive Customer Evaluation (ICE) system. ICE is a customer feedback web-based system to enhance the dialogue between the communities.  The feedback received from the customers allows the organization to better understand the customer’s needs and wants.

Part 3: Reflection

This posting is for you to reflect on what you learned during the week from others, from the readings, and from any other sources relevant to the class relative to continuous improvement (not where to see a movie, sports event, share baseball stats or get decorating ideas from side conversations). Your reflection needs to include what you have learned that may be new or different and how this will impact your leadership style going forward - think about what you learned and how you can use this to improve everything/anything. I have attached Chapter 8 Managing the Supply Chain and Chapter 9 Measures of Organizational Success PowerPoint to reflect on as well.

https://troy.instructure.com/courses/42253/files/30604999?module_item_id=2086549

https://troy.instructure.com/courses/42253/files/30604998/download?download_frd=1

Here are two reference guides for your review:

References
Baldrige performance excellence program. (2017). 2017-2018 Baldrige excellence framework: A systems approach to improving your organization's performance. Gaithersburg, MD: U.S. Department of Commerce, National Institute of Standards and Technology. Retrieved from https://www.nist.gov/baldrige

Quality Management: Creating and Sustaining Organizational Effectiveness

Author: Summers Edition: 2ND 09 Publisher: Pearson/Prentice Hall

ISBN -13: 978-0-13-500510-1      ISBN 10: 0-13-500510-8

Part 1 Answer the following questions with a minimum of 300 words as well as 2 references and citations)

In chapter 9, measurement is discussed. This can also be found in Criteria #4 in the MBNQA.  Answer the following questions:  Why should we measure, and what are examples of good performance measures? Why can it be difficult to fine true and effective measures? What is the goal of the measurement system? How are quality costs defined and what types of quality costs exist? How can a balanced scorecard support an effective organization?  From Criteria #4 in the MBNQA, explain how the many kinds of data can be used to measure performance. What role does knowledge management play? What does your organization measure - and is it effective - or not?  Why?

Part 2: Respond to this post in a short paragraph or two)

Organizations measure to have a holistic indication of performance!  To get a true assessment of your organization’s performance, you must ensure to eliminate any “stovepipe” approaches and enhance synchronization throughout the entire organization.  Performance measurement is a critical fragment of monitoring any organization’s progression.  To maintain the competitive edge, effective organizations must be capable of managing their service contracts, production cycles times, processes, scheduling, and most importantly their employees better than any competition (Summer, 2009). Another important reason the organization should continuously measure their performance is to have adequate data in order to effectively control the products, services, and processes. Good measures of performances are purposed to assess what the organization and its customers determine as valuable. Some examples of thoroughly designed measures include; how efficient something performs to its designed purpose?  Does the organization have the ability to measure the results of change initiatives? Do the organizations have the ability to distribute its assets evenly?  The organization's ability to efficiently answer the above questions can greatly increase its ability to determine their customer's needs and how to fulfill their demands.  It can be difficult because the end state may not be specific and can be subjective.  My organization consists of predominantly civilian employees who have been working in the same position for several years. I find many of the employees’ performances to be substandard and I would like to implement a performance measurement to increase productivity.  However, I face the challenges of the complacency and lack ambition from many of my employees, my expectation of an acceptable performance may be slightly different from theirs. 

Performance measurements can be a challenge in a diverse organization of various ethnicities and skills set.  The goal of the measurement system is to ensure the end states are met by achieving the organizations' specific goals to include profitability, efficiency, growth, utilization resources, and technological leadership.  Measurement systems provide the organizational leaders with a holistic and detailed insight into whether the process and systems are in line with the organizations' goals and objectives.  Often times, subordinate leaders will provide reports to the higher headquarters showing their understanding and effectiveness of the measurement system. Quality costs include all the costs manufacturers incurs while ensuring it produces a high-quality product. Quality costs may also comprise both arose costs after a low-quality production and prevention costs of low-quality products produced. The term quality costs mainly refer to the costs inherited to avoid, remove, and detect defects from products. The types of quality costs are categorized into four groups. The first is the prevention costs are the costs incurred to prevent or reduce the possibility of defects during the initial phases. The second is the appraisal costs, which are the costs, incurred before shipping the products to the customer. The third is the internal failure costs, which defines the costs that are incurred to an extraction of defects from the products before that are shipped to the customers.  The fourth and final costs are the external failure costs which cover the costs if any defected products have been shipped to the customers in the form of payment damages, replacement of products, and warranties. 

When a balanced scorecard is developed as a strategic plan and managing system, it can assist with the alignment of an organization, and encourage leaders to focus on the right tasks.  It gives management a holistic perspective of the progression and evolution of the organization (Balaji, Dinesh, Parthiban, 2018).  The balances scorecard can also assist with accomplishing organizational goals by improving synchronization and communication between employees and prioritizing of the day-to-day projects.  Knowledge management can be a valuable mechanism to ensure continuity is maintained throughout the organization, and the sharing of information both vertically and horizontally. My organization measures customer satisfaction and service quality to the Soldiers, Families, and Civilians on the installation.  Our measuring mechanism is called the Interactive Customer Evaluation (ICE) system. ICE is a customer feedback web-based system to enhance the dialogue between the communities.  The feedback received from the customers allows the organization to better understand the customer’s needs and wants.

 

Part 3: Reflection

This posting is for you to reflect on what you learned during the week from others, from the readings, and from any other sources relevant to the class relative to continuous improvement (not where to see a movie, sports event, share baseball stats or get decorating ideas from side conversations). Your reflection needs to include what you have learned that may be new or different and how this will impact your leadership style going forward - think about what you learned and how you can use this to improve everything/anything. I have attached Chapter 8 Managing the Supply Chain and Chapter 9 Measures of Organizational Success PowerPoint to reflect on as well.

https://troy.instructure.com/courses/42253/files/30604999?module_item_id=2086549

https://troy.instructure.com/courses/42253/files/30604998/download?download_frd=1

Here are two reference guides for your review:

References Baldrige performance excellence program. (2017). 2017-2018 Baldrige excellence framework: A systems approach to improving your organization's performance. Gaithersburg, MD: U.S. Department of Commerce, National Institute of Standards and Technology. Retrieved from https://www.nist.gov/baldrige

Quality Management: Creating and Sustaining Organizational Effectiveness

Author: Summers Edition: 2ND 09 Publisher: Pearson/Prentice Hall

ISBN -13: 978-0-13-500510-1      ISBN 10: 0-13-500510-8