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term paper范例|组织中质量与系统管理的理解与应用(2)

时间:2017-01-15 10:31来源:www.ukassignment.org 作者:cinq 点击:
Well known EFQM quality specialist (from the existing team, to get EFQM training). Market economic researcher (from the existing team or can be newly hired). HR specialist (from the existing team). Sc
 
Well known EFQM & quality specialist (from the existing team, to get EFQM training).
Market & economic researcher (from the existing team or can be newly hired).
HR specialist (from the existing team).
Scoring sheet.
Analysis and trend program (Microsoft Excel can be used).
Training Calendar for all employees.
Site visit Calendar for top management and EFQM specialist.
Audit program.
Training program which align with the strategic targets
3.3 Evaluate the wider implications of planned strategic quality change in an organization. (A.C3-3)
 
Two criteria were selected to be implemented as a short term plan, to be the start of implementing the EFQM Excellence Model. To support GPL achieve their strategic goal, to become a £200M business by 2020. Strategy and people criteria selected to be implemented to help GPL to be on the track of achieving the target and to find out any gaps or potential threat.
 
People as explained before are the core and the engine of GPL business; the plan was setup to assure that they are aligned with GPL strategy goals and to achieve their satisfaction.
 
3.4 Design systems to monitor the implementation of a strategic quality change in an organisation. (A.C 3-4)
 
Scoring sheet for each criterion designed to evaluate the success of implementation, to follow up and take the required correction & preventive action as the following:
 
 
Zero to 11: require an immediate corrective action and recovery plan.
12 to 23: require a motivation and preventive action in addition to recovery plan.
24 to 28: result to be populated and participants to be honoured.
4.1 Implement a strategic quality change in an organisation. (A.C 4 -1)
 
Strategy criterion:
 
The management team determine the market and product sales strategies, targets and goals. Each director summaries this in a “Market Signals” report for their business area, incorporating feedback from the UK market.
Bi-annually, input is gathered from group management in form of a target letter. This letter includes broad sales and cost targets that drive GPL’s overall business objectives. The board of directors meets quarterly with GPL to review the direction and plan the strategy going forward.
Company goals are communicated at the company conference and published via their internal communication system. Each division develops their own strategy map to translate these objectives into specific actions.
Based on the strategy map, annual plans and budget, GPL develop a set of KPIs as a tool to be used to review their progress against their goals.
People criterion:
 
Bi-annual survey, managed globally by Grundfos Group, which is completed by individuals anonymously. Themes include: employees satisfaction, motivation, loyalty, personal development and pay & terms. It also asks for opinions on management, daily work and colleague relationship.
According to the defined strategic, GPL determine the skills & competencies required to achieve these goals. The assessment from the Employee Development Dialogue (EDD) enables them to identify the gaps between the current and required skills and ensure appropriate training is available, either from the Grundfos Academy or another parties.
EDD completed annually in the form of 1:1 meeting with the line manager, with a mid-year review to check the progress, topics discussed are performance evaluation, target development, skills gap analysis and training needs.
GPL use different channels to communicate with their employees, including direct discussion, INSITE, the annual conference, the work council, meetings and notice boards.
All employees are eligible for either individual bonuses or team reward. The bonuses are based on their performance against objectives.
4.2 Embed a quality culture in an organisation to ensure continuous monitoring and development. (A.C 4-2)
 
The board directors consider the plan of the quality change as a part of the strategic plan, and the result of implementation and monitoring were included in their quarterly meeting agenda to endorse all employees to achieve the target of the plan.
 
4.3 Monitor the implementation of a strategic quality change in an organization. (A.C 4-3)
 
Site visits and assessment of the planned criteria show that GPL hasn’t benchmarked and compared their performance with the compotators, while they covered all the planed objectives under the people criterion.
 
5.1 Evaluate the outcomes of a strategic quality change in an organization. (A.C 5 – 1)
 
As a final evaluation, results of the assessment considered as a tracker to the strategic goal and guarantee that the operation management system align with the planned objectives.
 
That helps the top management to evaluate the business trend to keep GPL on the track to become a “£200M business”.
 
5.2 Recommend areas for improvement to a strategic quality change that align with organisational objectives. (A.C 5-2)
 
Continue with monitoring and controlling the implemented criteria.
Plan, implement and monitor of implementation all the EFQM Model’s criteria to sustain the outstanding level of performance and reinforce a culture of excellence of GPL’s people.
 


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