MGMT210 - HW16

MGMT210 - HW16 - MGMT 210 101 HW #16 11/11/10 Managing...

Info iconThis preview shows pages 1–3. Sign up to view the full content.

View Full Document Right Arrow Icon
MGMT 210 – 101 HW #16 – 11/11/10 Managing Quality and Performance ISO-9000 and Six Sigma are terms used closely in relation to managing quality and performance. So what are they? ISO-9000, created by the International Organization for Standardization, was created to ensure companies have standard processes in place that they follow. “Document what you do and do what you document.” One main aspect of ISO-9000 is the stress for facilitating continual improvement; it’s great for the business. In contrast, Six Sigma, created by Motorola is another great tool for managing quality and performance. It stresses the improvement of the quality of the products by identifying and removing the causes of the defects. For example, GE set a Six Sigma based strategy to ensure that only 3 defects in every million products sold are accounted for. Businesses adopt these initiatives to improve efficiency (reduce crime)
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
TQM, ISO 9000, Six Sigma: Do Process Management Programs Discourage Innovation? Published : November 30, 2005 in Knowledge@Wharton Proof that the premier process management program in American business has crossed over into mainstream consciousness is that a rock band in Northern Kentucky calls itself 6 Sigma. Even those who know more about frets than fractions can explain that Six Sigma is a way of increasing efficiency. A less-alliterative management tool, ISO 9000, also has many fervent adherents but, alas, no rock namesake. Within the business community, enthusiasm for process management programs such as Six Sigma, ISO 9000 or their predecessor Total Quality Management (TQM) runs strong after two decades. For example, numerous consulting firms still encourage firms to adopt Six Sigma. And despite the mid-summer departure of James McNerney to become chief executive at Boeing, 3M continues to implement the Six Sigma methods that McNerney brought in 2001 from General Electric. Yet Wharton management professor Mary J. Benner says now may be the time to reassess the corporate utility of process management programs and apply them with more discrimination. In research done with Harvard Business School professor Michael Tushman, she has found that process management can drag organizations down and dampen innovation. "In the appropriate setting, process management activities can help companies improve efficiency, but the risk is that you misapply these programs, in particular in areas where people are supposed to be innovative," notes Benner. "Brand new technologies to produce products that don't exist are difficult to measure. This kind of innovation may be crowded out when you focus too much on processes you can measure." TQM, a strategy in which an entire organization is focused on continuous improvement, arose in the 1980s in response to Japanese competition (and the work of W. Edwards Deming) and was popular into the early 1990s. Six Sigma started at Motorola and gained popularity in the mid- 1990s largely because of GE's visible efforts. The goal is to improve a company's quality to only
Background image of page 2
Image of page 3
This is the end of the preview. Sign up to access the rest of the document.

This note was uploaded on 08/28/2011 for the course MGMT 210 taught by Professor Vivan during the Fall '10 term at UMBC.

Page1 / 6

MGMT210 - HW16 - MGMT 210 101 HW #16 11/11/10 Managing...

This preview shows document pages 1 - 3. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online