Module One Assignment

1.

Six of Deming's 14 Points for Management that I believe are demonstrated in the
organizational follows: practices and employee behaviors of Bronson Methodist Hospital
(BMH) are ad. For each Deming Point chosen, write at least one sentence describing the
point in your own words and at least one additional sentence regarding how that point is
demonstrated. State SPECIFIC CASE FACTS -- not generalizations - to support your
thoughts & maximize earning full point credit.
(1) Create and publish to all employees a statement of the aims and purposes of the
company or other organization. The management must demonstrate constantly
their commitment to this statement.
I chose this point because in the text of Bronson Methodist Hospital (BHM), it
reads that BMH had delivered a one-page plan to its employees which captured
their quality mission, that included their vision, values, the three Cs (Clinical
excellence, Corporate effectiveness, and Customer and service excellence), as
well as customer service standards and expectations.
(2) Encourage education and self-improvement for everyone.
I chose this point because in the text of BMH, they offer the employees wellness
through a number of reimbursable wellness/preventative benefits, including
personal trainers, massage therapy, smoking cessation and weight-loss programs.
(3) Drive out fear. Create trust. Create a climate a climate for innovation.
I chose this point because in the text of BMH, they are focused on listening and
learning methods. This includes patient satisfaction surveys, post-discharge
phone calls, focus groups, and community surveys so they may ensure the
hospital maintains a culture of service excellence as well as patient loyalty.
(4) Teach and institute leadership.
I chose this point because in the text of BMH, there are three programs that are
designed to nurture current and future leaders. These three programs include The
Leadership Initiative, The Physician Leadership Academy, and the Management
Mentor Program.
(5) End the practice of awarding business on the basis of price tag alone.
I chose this point because in the text of BMH, they have initiated efforts to
create a future workforce that includes awarding scholarships to children of
employees to pursue college degrees in healthcare.
(6) Institute training.
I chose this point because in the text of BMH, it reads that they offer the
employees interested with financial assistance, including benefits and payment
for tuition and books, while they are attending classes.

Lois King

BA4010

2.

For each of the (6) TQ principles discussed in Chapter 1 (pp. 36-48), write at least
one sentence regarding how that principle is demonstrated in the organizational practices
and employee behaviors of Gerber.
(1) Customer and stakeholder focus:
Gerber found the need for allowing customers to contact them directly with
suggestions, complaints, and questions was important to the customers. They
also allowed customers to contact them via phone (at 800-4-GERBER) in1986,
which their Consumer Relations department received both a steady flow of
letters and calls. The system provided a notable change for the companys
quality discipline as it allowed the operators to log the customer information into
a database. This would then be turned into a trend analysis that would capture
the customer demands to drive towards the product development process.
(2) A process orientation:
In 197, Gerber began forming alliances with its growers, giving Gerber better
control of produce cultivation and allowing it to keep track of the pesticides
growers used. By the 1950s, Gerber had implemented a proactive approach to
controlling its manufacturing processes. The Gerber product analysis
laboratories were formed in 1963 to provide data on the composition of
ingredients, monitor the quality of internal and external water sources, and
provide the analytical information needed to establish food formulations.
(3) Continuous improvement and learning:
The company continues to improve the quality techniques it applies to each part
of the manufacturing process. Its most recent project has been to install new
software from SAS Institute Inc. The software gives employees instant access to
data regarding the impact on the final product of each station in each process.
Gerbers history of continuous improvement and its well-documented
manufacturing processes paid off.
(4) Employee engagement and teamwork:
One the employees recognized the value of teamwork, the company began
taking quality functions out of the quality department and spreading them
throughout the product on a more consistent basis. By expanding quality
responsibilities, to frontline operations, Gerber hoped to increase process control
and reduce line inspections.
(5) Management by fact:
The Gerber Company established management incentives for integrating quality
into its manufacturing process. Many senior managers began to be compensated
for maintaining a high level of consumer trust through the quality of the final
product.

Lois King

BA4010

(6) Visionary leadership that views performance excellence as a strategic

organization asset:
Gerber hired consultants to teach facilitation skills, Soon supervisors were
holding meeting not only to familiarize workers with the team concept, but to
discuss change how employees felt about it and what the company could do to
help make it easier. As employees began feeling more comfortable working in
teams, they voiced concerns about trouble spots in the system and the processes.
Gerber also learned that the team atmosphere was a necessity in linking quality
to every process in the company.

3.

What philosophical changes might be required to implement a Six Sigma process

in a hospital, government agency, or non-for-profit organization? Are they likely to be
easy or difficult?
The philosophical changes that might be required to implement a Six Sigma process in a
medical device industry (which works with the FDA, a government agency), would be to
provide extensive training followed by project team development to improve profitability,
reduce non-value-added activities, and achieve cycle times.
Also, create highly qualified process improvement experts (green belts, black belts, and
master black belts) who can apply improvement tools and lead teams. I am employed by a
major medical device company, who offers free training to its employees to obtain your
yellow belt (which I just received), a green belt (which I have registered to take training in
June), and black belts. This is their method of increasing quality for the company and to try
and focus more on lead manufacturing, as the company itself has excelled in the Six Sigma
aspect of the process.

4.

"Can Six Sigma Work in Health Care?"

(1) What would be your agenda for this meeting?
I would first introduce Six Sigma to the staff of SLRMC ensuring everyone
knows the expectations, benefits and changes with Six Sigma. This meeting will
introduce the philosophy and benefits of Six Sigma and the companys goal to
move towards a Six Sigma framework. The CEO, Colin David, will introduce
the four key areas that Six Sigma would lead to significant benefits and I would
go into further details of explaining the cause and effect of Six Sigma in their
medical facility.
(2) What questions would you need answered before proposing a Six Sigma
implementation plan?
The questions that I would need answered before proposing a Six Sigma
implantation process is:

Lois King

What is the medical facilities expectation with Six Sigma? (This way I
can capture further information as to if they want lean manufacturing or
Six Sigma.)
How do they control their quality?
BA4010

Will the hospital be providing this Six Sigma training on campus, and
what is the expectation for the completion timeframe?
Will the staff have an increased salary with this training/ certification?
What is their plan for attracting more customers and employees, or are
they expecting my guidance on this as well?
What is the metrics of working process?

(3) How would you design an infrastructure to support Six Sigma at SLRMC?
When all employees are ready, I can execute the plan to set a clear direction and
goal. This will lead them inpatient services, quality assessment, financial
management and human resources. Undertake improvement activity in a
systematic approach. A champion, generally a black-belt, defines training and
strategies for conducting projects.
5.

Answer Chapter 4 Questions #1 and #11 (pp. 199-200)

(1) How does DynMcDermott Petroleum Operations meet the expectations of its
only customer, the Department of Energy? How does it exceed expectations?
DynMcDermotts organizational approach has worked well. Drawdown
systems availability has sustained 98% or better performance level ad has
exceeded DOE expectations each year and at each site since 2001. The
drawdown rate has been sustained at the level since 2000and met the 2005 DOE
drawdown target of 4.4 million barrels per day, while overall distribution
capability as a percentage of drawdown rate has been sustained at 153%,
compared to the DOE goal of 120%. Drawdown readiness has steadily improved
from 95% in 1999 to 99% or better from 2002 through 2005, exceeding DOEs
target of 95%.
(11)Identify a customer-supplier relationship in which you are involved. How does it
compare to the principles and practices of TQ relationships? In what specific
ways could adopting some of the principles and practices discussed in this
chapter improving this relationship?

Lois King

BA4010