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Annexes
Annex 1. The Awards, Standards and Tools Characterization
This annex consists of a detailed analysis of the thirteen management frameworks studied in Chapter 3. This annex comprises 13 tables, each referring to one management framework: award, standard or tool. The table considers the management frameworks topics: i) Objectives; ii) Focus; iii) Principles; iv) Continuous improvement; v) Supportive techniques and tools; vi) Leadership; vii) People; viii) Strategic Planning; ix) Stakeholders; x) Processes; and xi) Results.
Annex 2. Structured Interview Protocol
The Structured Interview Protocol was created to serve as a guide in the case study, developed in Chapter 5. This guide was designed with three different sections: i) the organizational characterization; ii) lean-green general overview; and iii) lean-green criteria.
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Annex 1. The Awards, Standards and Tools Characterization
Table A1.1 - Deming Prize characterization
Deming Prize
(JUSE, 2011)
Objectives The purpose of the Deming Prize was to recognize those who excel in quality management and as a way of driving quality control. Focus Focused on achieved distinctive performance through the application of quality control.
Principles Deming Prize has retained its basic correspondence with the philosophy of Deming as Deming´s 14 Points. Continuous
improvement
The model refers on continuous improvement as a basic category in which the organization makes improvements on quality and other aspects of its business in a planned and continual manner. The improvement on customer satisfaction rate is mentioned. Claims, defective product and problems in the market or the succeeding processes has been reduced.
Supportive techniques and tools
The organization manages its business by rotating the Deming cycle (PDCA: plan, do, check and act).
Leadership Insights into top management leadership: i) strong leadership is exerted to share the values of the vision; ii) business strategies are
established to become an excellent organization; iii) under the excellent vision, the organizational innovation and improvement takes place. People Employee development is an issue to evaluate. In "basic categories" the human resources development categories means that the
organization educates and develops its human resources in a planned manner resulting in maintaining and improving product and operational qualities. In the "unique activities" the human resources development means the establishment of a system that can enhance employees’ capabilities and satisfaction.
Strategic planning
Strategy as a proactive customer-oriented business objective. Consider "management policies and strategies and deployment of policies". Stakeholders Development of quality management systems that secure qualities in supply chain management.
Processes In "basic categories" refers the work process innovation. The processes are related to the leadership with the innovation of quality management system and creation values to the customer.
Results There is no separate "result". The evaluation of the "unique activities" is focused on performance. The results describe the improvements of organizational performance: quality improvement; speed and productivity improvement; cost reduction; securing environment and safety.
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Shingo Prize
(SP, 2010)
Objectives The goal of this model pass through a cultural transformation through integration of principles of operational excellence across the enterprise and its value streams to create a complete, systemic view, leading to consistent achievement of results.
Focus Focused on overall organizational performance.
Principles The model defines 10 principles: i)Respect every individual; ii) Lead with humility; iii) Seek perfection; iv) Assure quality at the source; v) Follow and pull value; vi) Embrace scientific thinking; vii) Focus on process; viii) Think systematically; ix) Create constancy of purpose; x) Create value for the customer.
Continuous improvement
Continuous improvement begins by clearly defining value for the customers. It focused on flow of value, identifying and eliminating waste and incorporating all aspects of value as perceived by the customer, including cost, quality, flexibility, quick delivery, and a comprehensive view of environmental health and safety (SP, 2010).
Supportive techniques and tools
Characterizes the connections between Six Sigma, TQM, TPS, JIT and Lean. In addition, the use of Balanced Scorecard as a tool for
evaluating all aspects of performance identifying cause-and-effect relationships. It refers a variety of application models, such as for example the management cycle PDCA (plan, do, check, and act), the QI Story, A3 thinking, and DMAIC (define, measure, analyze, improve, and control).
Leadership A leader must have a philosophical and cultural commitment with organization: must be able to lead others with integrity; must define a strategic direction that provides a unifying vision; must assure a safe environment; Leaders must be in a systematic approach to finding and eliminating waste or anything that inhibits the flow of value.
People People are an essential part of every value stream, process, and/or system. Respect every individual is a principle that enable the development of people (includes education, training, and coaching) and creates an environment for empowerment and involvement of everyone.
Strategic planning
Every aspect of an organization should be focused on creating value for the customers, investors, employees, and communities. The organizations must consider the true north concept that should guide decision making and continuous improvement.
Stakeholders The principles of respect and humility lead to recognition of the importance of the relationships. Thus, it is important to nurture proactive and a long-term relationship.
Processes Processes can be designed to meet customer needs. The processes are related to continuous improvement.
Results An organization should drive all aspects of value, including quality, flexible responsiveness to customers and return to stakeholders (e.g., growth, revenue, profit, safety, and environmental impact). The results are represented by: i) Quality; ii) Cost/ productivity; iii) Delivery; iv) Customer satisfaction; and v) Morale. The term "true north measures" are frequently used to constant focus on customer. The results are spontaneous improvements in the flow of value, achievement of organizational objectives, and job enrichment.
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Table A1.3 - MBNQA characterization
MBNQA
(MBNQA, 2010)
Objectives The objective is to help the organizations to improve their competitiveness focusing on two results oriented goals: i) ensures continuous improvement in overall performance in delivering products and/or services; and ii) provides an approach for satisfying and responding to customers and stakeholders.
Focus Focused on overall organizational performance. The focus is on results, not on procedures, tools, or organizational structure. Principles The MBNQA define a set of interrelated core values and concepts: i) Visionary leadership; ii) Customer-driven excellence; iii)
Organizational and personal learning; iv) Valuing workforce members and partners; v) Agility; vi) Focus on the future; vii) Managing for innovation; viii) Management by fact; ix) Societal responsibility; x) Focus on results and creating value; and xi) Systems perspective. Continuous
improvement
The continuous improvement is necessary to achieve a performance improvement (which priorities for continuous improvement). Continuous improvement is direct related with organizational operations and organizational and personal learning.
Supportive techniques and tools
Approaches to performance improvement that are compatible with this framework might include implementing a Lean Enterprise System, applying Six Sigma methodology, using ISO standards (e.g., 9000 or 14000), the PDCA methodology, or other process improvement tools. Leadership In the MBNQA model the categories Leadership (category 1), Strategic Planning (category 2), and Customer Focus (category 3) represent
the leadership triad. These categories are placed together to emphasize the importance of a leadership focus on strategy and customers. Senior leaders set your organizational direction and seek future opportunities for your organization. The leadership category represents how senior leaders’ personal actions guide and sustain the organization. Also examined the organization’s governance system and how the organization fulfills its legal, ethical, and societal responsibilities and supports its key communities.
People People are related to workforce focus and operations focus categories. The definition of workforce is referred to the people actively involved in carry out the work of the organization. The environment for empowerment, agility, and learning are important issues.
Strategic planning
The strategic planning category examines how the organization develops his strategy and how implements that strategy. It is important to understand how converts their strategic objective into action plans.
Stakeholders The stakeholders are a key for the definition of organizational relationships. Senior leader must define the commitments with stakeholders and the communications between them. Besides, organizations promote and ensure ethical behavior in all interactions; consider and balance the needs of all key stakeholders. In addition, an effective design must take into account all stakeholders in the value chain.
Processes The process or work process are related with the operations focus category. It intends to look how the organization designs, manages, and improves its work systems and work processes in way to deliver customer value and achieve organizational success and sustainability. Results In this model the categories "Workforce Focus (category 5), Operations Focus (category 6), and Results (category 7) represent the results
triad. The workforce and key operational processes accomplish the work of the organization that give in overall performance results. All actions point toward Results, a composite of product and process outcomes, customer-focused outcomes, workforce-focused outcomes, leadership and governance outcomes, and financial and market outcomes.