Why Organizations Should Measure Performance

Quality is the standard by which a benchmark is set. This may be for a service or a good. Quality is the benchmark by which we think something is not only done right

To begin with, quality management is defined as, “the act of overseeing all activities and tasks needed to maintain a desired level

These recommendations will convey a Performance Management Framework that measures the usage of the organizations method and drives the acknowledgment of quality. This thorough schema addresses critical success factors that address the businesses culture, and the staff and client base. The

Quality: the standard of something as measured against other things of a similar kind; the degree of excellence of something

Quality begins with the person providing the service or who makes a quality product which enhances the “perceived value” for the consumer; who gains from the exchange. The employee makes the product, the consumer buys the product, ensuring a relationship with the company who provides the livelihood for the employee. It is a perfect circle.

Quality is a measurement of how well we adhere to our documented processes, which in turn reflects on how we are delivering the On Your Side Promise to our members.

Wicks and Roethlein (2009) define quality as the “maximum customer satisfaction and customer retention that leads to customer loyalty to the health care organisation”. This means that when customers are happy with the care they receive they will be confident in the service that the health care organisation is given.

Customers expect safe and strong products, sold to an affordable and suitable selling price, otherwise they will refuse to buy it. The aim of big companies is to fulfil and exceed customers’ expectations and offer them quality products.

Merriam Webster defines quality as a degree of excellence, or a distinguishing attribute. Managers strive for excellence in the workplace to improve customer satisfaction, increase the output in manufacturing while minimizing defects, as well as making the company more profitable. There are several different management systems or methodologies available for businesses to use, but the Balanced Scorecard and the Malcolm Baldrige Performance Excellence Program is the most common and widely used in the United States.

There are many issues the school needs to consider before starting to collect data. When the school collects data, the school has to observe confidentiality. Therefore, when reporting data, it is important not to reveal students private information and only report on groups large enough to make it impossible to identify individuals. The school reports on groups that are twenty or more people and follows the Family Educational Rights and Privacy Act (FERPA). The school seeks permission from the administration and parents, where appropriate, to collect data. The school considers the challenges faced in collecting data such as barriers in language, schedules, access to computers and transportation for the persons involved with the data collection. These challenges need to be conquered before continuing. The school must know the population of the people who will participate. Whereas, there are different sources that can be used to answer the evaluation questions. One source used to answer questions is using data already taken by the school or districts. However, some evaluation questions may need more information. Thence, the school collects data through data systems, surveys, focus groups in addition to already gathered data. The school has data systems that include information about the individual student. Included in this data system are student demographics, achievement, attendance,

The term six sigma (6σ) began as an operational appraisal or a measure of quality. Utilizing six sigma, procedure objectives are established in parts per million (PPM) in every part of the manufacturing procedure. From the time when its source, six sigma has now progressed into a procedure for enhancing organizational proficiency and efficiency by concentrating on productivity, price decrease, and improved quality. Six Sigma is a fixated and quantifiable management discipline that utilizes a disciplined, data-driven approach to work to remove imperfections across every business area, together with management, service delivery, design, production and customer satisfaction, stressing breakthrough improvement for improved bottom line

Quality is defined as conformance to the requirement, not goodness: The first absolute explains that management must strive to ensure that during the quality improvement process everyone is getting things done right the first time. Crosby stated that in other to do this management must state clearly what are the individual roles of the employee, management must also supply the employees with the resources needed to do their task and lastly management must give continuous support and encouragement to the employees during the improvement process. When quality is defined as conformance to requirement it helps to reduce hassle and improve quality at the same time. Crosby (1995).

In TQM fulltime dedication in quality management is not required whereas in six sigma it requires certified professionals. TQM is a process driven technique whereas six sigma is highly a customer driven technique. 2. Six sigma is a flexible system for achieving, sustaining and for the maximization of standards. It acts as a link between the customer needs, analyses the facts, data and statistics which in turn helps the company in managing, improving and the process implementation. It is a process centered approach. It enables the company to take decisions based on the evidences and also enhances the process variation by emphasizing the negative effects. It mainly focuses on improving the individual operations within unrelated business processes in the company. The GCR’s approach of six sigma is not a right approach as of now because the company is not yet advanced. A tailored approach

Quality management can be a make or break situation for any company. The cornerstone of many quality organizations is that they have an effective quality management system in place. This is key no matter the size of the company, big or small, million dollar to billion dollar industries; it can still be done effectively. Effective quality management is a tough and tedious process but it is able to continually

Deming, Juran, and Crosby all define quality in different ways. Deming defines quality as a continuous improvement and the ultimate goal is zero defects; however, he realizes an error free product may not be economically feasible or practical (Kerzner, 2009, p. 880). Deming also states a product or service is defined by the customer and quality is a relative term and will change based on the customer’s needs (Suarez, 1992, p.3)