Browsing by Subject "Continuous Improvement"

Now showing 1 - 4 of 4
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    An examination of quality management in support functions of elementary and secondary education using the Malcolm Baldrige National Quality Award's criteria for performance excellence.
    (2009-07) Olson, Lela Marie
    Quality management is an approach to achieving and sustaining high quality products and services by focusing on the continuous improvement of processes throughout an organization in order to meet or exceed customer requirements (Flynn, Schroeder, & Sakakibara, 1994). Accountability measures in elementary and secondary education define and monitor quality in teaching and learning and perpetuate continuous improvement of the core processes of school districts. Similar mechanisms do not exist for support functions, which on average account for over 33% of district expenditures (Zhou, Honegger, & Gaviola, 2007). This study examined customer-focused continuous improvement efforts in five Minnesota public school districts by using survey research to gather perceptual data from 196 front-line workers in the following work groups: food service, operations and maintenance, human resources and business services, transportation, and administrative/other support. Survey items reflected the essential components of quality management as found in the Malcolm Baldrige National Quality Award's Criteria for Performance Excellence. Data was used to examine participants' perceptions of quality management on the job in terms of leadership, data, planning, the workforce, work processes, stakeholders, and results. Structural equation modeling (SEM) was used to examine the relationship of these constructs in the support functions of elementary and secondary education as well as the applicability of the Baldrige model to this setting. Findings of the study were largely consistent with previous research using the Baldrige model in manufacturing, health care, and higher education settings. Key differences were also noted. The study makes an important contribution to the small body of literature on support service functions in elementary and secondary education and adds to the growing amount of research on quality management within organizations.
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    Implementation of total employee involvement as part of a continuous improvement program at a Fortune 500 Company
    (2012-03) Carlson, Kathy Lynn
    Over the last several decades, Continuous Improvement (CI) type initiatives have been implemented in companies across the United States to improve quality, reduce process variation, eliminate waste and ultimately reduce costs. Approximately five years ago, one particular Fortune 500 company implemented CI in its manufacturing facilities. A key driver in the success and long term sustainability of CI at this company is believed to be Total Employee Involvement (TEI). The CI team does not currently have a best way to put TEI into practice in its manufacturing facilities. The purpose of the study is to investigate how TEI is best implemented and advanced at the manufacturing facilities of one specific Fortune 500 company. This grounded theory study proposes a continuum that defines TEI. Common practices that advance TEI are highlighted. Characteristics that support TEI implementation are discussed.
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    Implementation of total employee involvement as part of a Continuous improvement program at a Fortune 500 company.
    (2012-03) Carlson, Kathy Lynn
    Over the last several decades, Continuous Improvement (CI) type initiatives have been implemented in companies across the United States to improve quality, reduce process variation, eliminate waste and ultimately reduce costs. Approximately five years ago, one particular Fortune 500 company implemented CI in its manufacturing facilities. A key driver in the success and long term sustainability of CI at this company is believed to be Total Employee Involvement (TEI). The CI team does not currently have a best way to put TEI into practice in its manufacturing facilities. The purpose of the study is to investigate how TEI is best implemented and advanced at the manufacturing facilities of one specific Fortune 500 company. This grounded theory study proposes a continuum that defines TEI. Common practices that advance TEI are highlighted. Characteristics that support TEI implementation are discussed
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    Organizational performance improvement in higher education student affairs: a phenomenographic study.
    (2011-08) Froehlich, Jill Carrie Menk
    The aim of this study was to gain a better understanding of the experiences of student services staff in a midwestern university during an organizational change: implementation of quality practices and principles. The experiences were captured as they reflected during the interview process. The interview data were organized into 35 concepts from which five themes emerged. The five themes or categories identified in this study were: Experience of Change, Approach to My Work, Changes in Organizational Structure, Employee Morale, and Learning. Universities and institutions of higher education are under great pressure as state and federal budgets get tighter, and funding for higher education is being cut significantly. As administrators and staff look to gain efficiencies and improve outcomes, they will be implementing organizational change. Continual process improvement (CPI) and total quality management (TQM) have evolved since the 1980s, when they were popularized in the United States. Although success cases have been noted (e.g., Baldrige Award winners in Education), the adoption of these practices in education has not been widespread. Recommendations for improvements to the implementation of quality practices and principles in higher education administration settings include understanding the staff perspective of data collection, staffing, and feeling a sense of progress. The predominant paradigm in organizational change is that of episodic change: change is controllable with a distinct beginning and end and that the entire change process can be managed. Another paradigm to be considered and integrated is that of continuous change found in complex, adaptive systems and is organic in nature.