1. Control Chart Average Daily Imperfections with Control Limits Data Entry Number of Imperfections Date Sample 1 Sample 2 Mean Sample Mean Standard Deviation Sample Standard Deviation Lower Control Limit Upper Control Limit 0:00 2 2 2.00 6.17 0.00 0.00 6.17 6.17 1:00 9 9.00 6.17 0.00 6.17 6.17 2:00 7 7.00 6.17 0.00 6.17 6.17 3:00 4 4.00 6.17 0.00 6.17 6.17 4;00 8 8.00 6.17 0.00 6.17 6.17 5:00 3 3.00 6.17 0.00 6.17 6.17 6:00 7 7.00 6.17 0.00 6.17 6.17 7:00 4 4.00 6.17 0.00 6.17 6.17 8:00 11 11.00 6.17 0.00 6.17 6.17 9:00 6 6.00 6.17 0.00 6.17 6.17 10:00 8 8.00 6.17 0.00 6.17 6.17 11:00 4 4.00 6.17 0.00 6.17 6.17 12:00 7 7.00 6.17 0.00 6.17 6.17 13:00 4 4.00 6.17 0.00 6.17 6.17 14:00 9 9.00 6.17 0.00 6.17 6.17 15:00 6 6.00 6.17 0.00 6.17 6.17 16:00 7 7.00 6.17 0.00 6.17 6.17 17:00 1 1.00 6.17 0.00 6.17 6.17 18:00 6 6.00 6.17 0.00 6.17 6.17 19:00 7 7.00 6.17 0.00 6.17 6.17 20:00 8 8.00 6.17 0.00 6.17 6.17 21:00 6 6.00 6.17 0.00 6.17 6.17 22:00 4 4.00 6.17 0.00 6.17 6.17 23:00 10 10.00 6.17 0.00 6.17 6.17 UCL= 6. 17 LCL= 6.17 Process mean = 6.17 The process is in control as evident by the control chart because the UCL and LCL are the same. The process mean is the same as both the UCL and the LCL. Finally, the process has a zero standard deviation. Steps that can be used by Eastern Valley Company to foster positive quality culture change within the organization Despite its previous moves to enhance a positive quality culture, Eastern Valley Company can still improve its measures aimed a t developing this initiative.
One of the steps towards enhancing positive quality culture change within the organization is to show as well as demonstrate respect to the dignity of each person irrespective of whether they are employees or other stakeholders to the organization. This includes suppliers, customers and vendors. This can be put into action by making sure that every employee’s salary, promotion and work assignments are reasonable, unbiased and reflect performance, experience and contribution rather than popularity or friendship.
Favoritism benefits only those directly involved in a given task and their relationship with their employers (Griffith, 96). The management of the organization need not to show favoritism as this will only serve to create stress, low morale and a sense of mistrust among employees. Another way this is put into action is to develop every employee’s skills and education as it will enhance their performance and effectiveness in their duties. Many successful organizations foster a learning environment in which every employee is offered internal and external training and educational opportunities and this is what Eastern Valley need to adopt (Härtel, 57-74).
Then it need to capitalize on the increased skill and education of its employees to bring in new approaches to organizational culture. As a result, the employees will become more confident and focused on making positive contribution rather than the fear of losing their job. Successful companies who respect their customers and offer first-rate customer service, quality products and services at reasonable prices reap the benefits of repeat business and this is what Eastern Valley is set to achieve (Giacalone, 56-86). The six Sigma training that is defined as a quality-management philosophy that concentrates on identifying, quantifying, and driving out errors in business processes and in the design of new products, through leadership, customer-centric goals, teamwork, customer-focused metrics, and control of cost should be encouraged within the organization.
The firm need to ensure that at least all its employees take part in the process three times in every year. Though it may seem costly for the organization, the benefits that come with it supersedes the costs to be incurred by the organization.
The essence of the six sigma initiative is that it may bring together operating systems with a high degree of respect for the workers (Schermerhorn, 65). Full implementation of six sigma will require the company to not only develop technologies to create products and processes involved in customer delivery that meet or exceed customers’ needs and expectations but also stimulate a positive culture throughout the organization that continually views customer-focused quality as a primary goal. Proper adoption of six sigma culture to all employees will ensure a structure in which everyone within the company knows what is expected of them, what their contributions are, and how to measure their own success.
It is aimed at creating an environment where people feel good about themselves (Keyton, 353). Thus the process requires mutual respect for everyone’s knowledge and skills. Managerial practices like leadership, training, competency development, team spirit, empowerment, reward and recognition system can foster the creation of a suitable six sigma culture that can be sustained by the organization. Relying on these practices can help managers to understand the processes that are likely to drive a six sigma quality-oriented behavior within organizations (Schein, 34-46).
Another means by which the company can improve its organizational culture is through open and honest communication on all levels that will promote positive culture. The top management leaders should communicate accurately and professionally to all the people involved in the organization. Even if they are not able to reveal confidential plans or information, lying or misleading creates a sense of mistrust, unlawful conduct and discrimination. It is better for employees to hear the truth from their leaders rather than from another source.
Good communication can create an environment of cooperation and blending between departments and functions to support the overall organization goals and objectives (Parker, 65). Furthermore, the managers should be approachable and give employees a comfort level to discuss even the most sensitive issues. This will help in solving issues that are likely to impact negatively on the organization within the short run period. This approach can be improved by listening. This is because it may be easier to receive communications by email or text messaging but it is important for employees of the organization to know that their leaders will take the time necessary to meet with them and listen to their concerns.
The sooner the leaders learn about a problem, the easier it will be to resolve it. The management also need to be respond to issues that are raised and follow up with the employees so they know that something is being done to resolve it. They may not always be able to give them the resolution that they want but they will respect the organization for the willingness to promptly investigate and respond (May, 45-75).
There is need to have fun activities within the organization as this will contribute towards inculcating positive culture within the organization. One need not to underestimate the importance of fun in the workplace. The team leaders need to share laughter with the staff members as they will genuinely enjoy their work thus simply being more pleasant to be around. This may look simple yet very effective towards strengthening positive organizational culture.
Such can be attained through team building activities such as sport, camping, corporate dinners among other social events (Ashkanasy, 575). There is need for the company to come up with proper planning of its activities. No lasting positive change ever comes without some advance planning. Organizations need to plan for change by minimizing risk and maximizing return. Companies should conduct research to identify barriers to positive change in the workplace, so they can eliminate potential obstacles from the outset. For instance, the workshops that help employees identify their own biases about other coworkers can eliminate misunderstanding and open up communication.
Fostering good relations among the employees can increase positive culture being initiated within the organization. The employees to be informed in advance of all the plans that the company wishes to attain so as to prepare them in advance for any adjustments on their part (Gupta, 94). Work Cited Ashkanasy, Neal M, Celeste Wilderom, and Mark F. Peterson. The Handbook of Organizational Culture and Climate. Thousand Oaks: SAGE Publications, 2011. Print. Giacalone, Robert A, Carole L. Jurkiewicz, and Craig Dunn.
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