Quality consulting major consumer products company

Organizational TQM Assessment The executive staff was trained on key components of Malcolm Baldridge criteria, and facilitated discussions that resulted in a baseline evaluation of organization's TQM implementation. The Baldrige criteria, used as basis for this evaluation, provided a focus for next year's operational plan.

Internal Operations Assessment Interviews were conducted with representatives of most significant portions of business to better understand and document formal and informal operations of company. This was instrumental in developing Macro Process Interface Diagram, which provides a pictorial display of how business operates and helps to address where improvements should be targeted. Interpreting Diagram, we identified problems common to different business units, such as Strategic Planning Integration process and Communication of Business Strategies. Customer Needs Analysis A group of mid-to-upper level managers used available information about their clients, as well as their knowledge of business, to build a matrix highlighting most valuable information about their customer requirements. Through group discussions and review of available data, management then prioritized these needs based on several factors relevant to their business (Voice of Customer). Next, group developed a list of core processes of business, utilizing Macro Process Interface diagram that was developed during operational assessment. They analyzed impact of these core processes on customer requirements. This resulted in a concise demonstration of correlation between business functions and achievement of critical customer needs. Finally, group developed a list of current and approaching problems and opportunities focusing on business perspective (Voice of Business). This list considered internal factors as well as external influences. The problems were prioritized based on importance and business strategy.

A large international insurance company IT department

PROBLEM The workers in information systems division were technically excellent but lacked in human behavioral skills. One employee in particular was exceptionally intelligent and knowledgeable but had a pessimistic, cautious and negative attitude. One of groups, "Help Desk" was informally called "Dis-service Desk" by rest of company. The group’s mission was to assist all employees and affiliates of company in resolving their systems needs. To do this, customer service skills needed to be developed or improved. SOLUTION Management Resources Inc. (MRI): Observed operations of different groups and their dealings with customers Customized its customer service program to address specific needs of this technical group The program included: Customer Service Skills Basics of Service Recovery Systems Personnel Temperament Profile Personal Change Personal and business goals Customer's "Bill of Rights" The program was administered to all personnel