Q 1: Exactly what does ISO 14000 accomplish? Your answer should be explained within 4 sentences or less.
ANS: The ISO 1400 is a verifiable environmental management system. It tracks and manages how companies perform relating to standards, regulations and codes. Is it Really?
ANS: The ISO 14000 accomplishes tracking and managing how companies perform according to standards and regulations. This in reality is a verifiable environmental management system.
Q2: How do performance improvement practitioners know when data is transformed into useful information? Imagine that I'm your employer and I ask you to stipulate some criteria so all of the company's performance improvement practitioners will function in a more uniform manner.
ANS: Performance improvement practitioners know when data is transformed into useful information because: it can be used to make inferences or comparisons; it can be presented or displayed effectively; it requires little or no reprocessing or recalculation; it supports decision-making; and it was derived from analysis.
ANS:Performance improvement practitioners know when data is transformed into useful information because it can be used to make inferences or comparisons. These inferences or comparisons are derived from an analysis that can be displayed in such an effective way that it requires little or no recalculation or reprocessing and supports decision-making.
ANS: Management process includes methods used to execute management functions. Functional process includes methods used for functional objectives. Cross-functional process includes methods used for objectives that need input or involvement across business units. In McDonalds, management processes would be the strategic planning for the whole company; functional processes would be things like manufacturing food, transportation/logistics, and store management; cross-functional processes would be things like supply where it might involve cooperation between restaurants, distribution centers and suppliers.
ANS: There are three types of processes which can easily be illustrated with the Mcdonalds business structure. The management process is the method used to execute management responsibilities, such as strategic planning for the whole company. The functional process is the method used for functional objectives, such as manufacturing of food, transportation and logistics as well as store management. The Cross-functional process is the method used for objectives that need input or involvement across business units, such as the cooperation of supplies between restaurants, distribution centers and suppliers.
NOTE: you need to write three types but you should bring your identifying each type. Do not take the example from original paragraph.
Q4: In your own words explain why the feedback loop is so important to continuous performance improvement or total quality management? Please provide at least one example that you are aware of while employed as a worker or from your work as a volunteer.
ANS: The reason the feedback loop is so important to continuous performance improvement or total quality management is because it gives companies a way to collect information they can use to evaluate and improve processes. I was on a phone call recently to a utility company and while I was on hold I was asked if I would take a short survey after the call. This is an example of the feedback loop and how this company could collect information.
ANS: The feedback loop is so important to the continuous performance improvement as well as total quality management because it allows for companies to collect information they can evaluate and improve processes based upon that information. A recent example, was a phone call to a utility company that place me on hold. While I was on hold, I was asked if I would like to take a short survey after the call. This example shows how this company collects information from its consumers.
NOTE: bring example from your own. Do not copy the example that one above.
Q5: Imagine you just completed your undergraduate or graduate degree at ISU and you landed your dream job. Your immediate superior indicates that a needs analysis reveals employees are not using recently acquired competencies taught in expensive training programs. Approximately 4,500 employees were trained at six company locations throughout America. Your superior asks you to investigate the problem using research methodology you said you acquired in your HRD 468/568 Continuous Performance Improvement class. Describe how you would gather data, that is what method or methodology would you employ to determine the facts, and perhaps, analyze data and design a successful intervention.
ANS: Two types of data that are useful are subjective and objective. I would look at the objective data that management has and design a survey to collect subjective data. Then I would try to see if I had additional questions or information that I needed to answer the question. It is important to use a combination of subjective and objective data when possible to get a more complete picture of the situation.
ANS:There are two types of data that would be useful to collect, which are subjective and objective. To determine the facts, I would first look at the objective data that management has and then design a survey to collect subjective data. After, I would try to see if I had any additional questions or information that would be needed to answer the question. This is important, since using a combination of subjective and objective data allows to paint a complete picture of the situation.
Q6: What is Six-Sigma and what are its benefits?
ANS: The application of the concepts of statistics and business in a systematic way for the reduction of variations in the process as well as for preventing deficiencies is the aim of Six-Sigma. The most prominent benefits of Six Sigma include heightened performance with a marked reduction in waste production.
ANS: Six-Sigma is the aim of applying the concepts of statistics and business in a systematic way to reduce variations in the process as well as for preventing deficiencies. Heightened performance with a marked reduction in waste production point out the significant benefits of Six-sigma.
Q7: State at least one way the Six Sigma philosophy differs from Total Quality Management?
ANS: The aim of Total Quality Management is the satisfaction of customer by providing high quality. On the contrary the Six Sigma philosophy revolves around the idea of maintaining high efficiency and quality without regard to customer satisfaction; although improved quality indirectly caters to customer’s demand.
ANS: The Six-sigma philosophy differs from the Total Quality Management. The Total Quality Management aims to achieve the highest quality for the satisfaction of the consumer. On the other hand, Six-sigma maintains the idea of high efficiency and quality without regard to customer satisfaction despite the fact that improved quality indirectly caters to the consumers demand.
Q8: Why is a person or hospital patient less likely to complain about poor quality service or less than expected outcomes?
ANS: Patients or their attendant are less likely to complain about compromised services due to the fear of mal-treatment by medical staff after a complaint is registered against them.
ANS: A person or hospital patient is less likely to complain about poor quality service because it is believe they may receive poor medical treatment. They believe that medical staff could pose a threat to them since they have more power over their health, therefore they are much less likely to complain.
Q9: Why does better service to the customer in a hospital translate to decreased emotional energy expended by hospital employees? Please limit your answer to four sentences or less
ANS: Better services in hospitals generate higher level of satisfaction among patients, which prevents the staff from getting negative feedback. In circumstance where patients complain about hospital’s poor services, the employees are bound to spend more emotional energy to satisfy the patients; hence tiresome hospital routines and increased turnover of employees.
ANS: The fact that better service in hospitals generate less emotional energy by hospital staff because it generates greater levels of satisfaction. This is because the hospital staff is much less worried about the feedback and pay more attention to the patients. Otherwise, hospital staff would need to spend much more emotional energy satisfying the patients. Therefore, with less negativity leads indirectly to improved quality at the patient's demand.
Q10: What is the best way to determine what the hospital or healthcare customer is seeking in terms of Total Service Quality?
ANS: It is important to get an insight into the expectations of a hospital or healthcare customer regarding Total Service Quality. Once this is determined, the future actions can be directed accordingly.
ANS: The best way to determine what the hospital or healthcare consumer is seeking in terms of Total Service Quality is by getting insight of the expectations of a hospital or consumer. Once this is determined, the future actions taken can be directed according the insight provided.
