The paper "Quality Management Issues" Is a great example of a Management Case Study. Warringah Council is a local government area located in the Northern Beaches region of Sydney. The council has various resources such as popular beaches used for swimming and surfing. The council area has a population greater than 144,000. During the quality of life index, Warringah was ranked in the 41st position among the 590 local government areas. The council has a staff of 640 employees with the main aim of the council being to provide the best value to the customers.
This is through a result-driven approach that will enable strong results from the council input. The council has been striving to give the best value to the consumers while at the same time, maintaining a strong financial position. To achieve this, the council started a new strategy for excellence after their initial approach failed. The council implemented the business excellence framework (BEF) in 2007. This was done by employing someone who could implement the framework and using the SAI delivery partners to assist. Though the strategy was well implemented, it did not deliver the expected results.
The council had to change their approach in the strategy. The first approach had involved an employee who did not have prior experience in continuous improvement. The new strategy for implementing BEF involved several changes. These changes started with the employment of staff well versed with continuous improvement in business. The council then made efforts to come up with an in house capability that could help in running the appropriate training. The fact that business excellence is associated with stigma had to address.
This led to rebranding to focus more on business improvement rather than continuous improvement. There was also removal of the components in the BEF which were unnecessary. This led to focus being on the six sigma which improved the processes. The strategy had to develop a holistic approach in business improvement. The strategy had to be implemented in three phases. The three phases were 2010, 2011 and 2013 each with its own deliverables. In 2010, the strategy looked at the education that was based on the BE and the Six Sigma.
This was to be aligned with the organization values which were in the brand definition and excellence. The result from the 2010 strategy was a consistent excellent achieved across the entire organization. On 2011, the focus was to be on continuous improvement and demonstrable efficiencies and gains. This was to be followed by self assessment. The self assessment was to be based on the Warringah definition of excellence. In 2012, the organization had to put their focus on continuous improvement and also on their DNA. This was to be followed by the external evaluation.
The organization was supposed to assess the position in which external assessment was to be undertaken. The next strategy involved process management. This strategy incorporated purchase of the required software that was aimed at helping the organization to map, review and efficiently manage their business processes. The strategy had three main goals which were enabling the organization to capture the memory and work in enriching the capability to manage the knowledge. The next goal was to understand the process of performance and lastly to drive the development.
B. Ron & J. Nevan Wright, Quality Beyond Six Sigma, Elsevier Butterworth Heinemann, 2003.
K. Yang, B.S. El-Haik, Design for Six Sigma: A Roadmap for Product Development,
T. Pyzdek, The Six Sigma Handbook: A Complete Guide for Green Belts, Black Belts and Managers at All Levels, McGraw-Hill, 2003.