The Journey , livre ebook

ASQ Quality Press - John E. (Jack) West , Isaac Sheps , Charles A. Cianfrani

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107 pages

English

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In today's competitive environment, it's no longer enough to satisfy your customers. To sustain success, you must meet the needs and expectations of all relevant interested parties of your organization.
The journey is a process in which those needs and expectations are inputs, and sustained success is the output. To transform the inputs into sustained success, the organization must establish and implement the right processes. This represents 'what' must be done. The organization also must ensure that it has the behaviors and competences needed to maintain these processes, representing 'how' things should be done.
This book covers both the 'what' and 'how' aspects of achieving sustained success and is a guide for top managers ready to embark on this journey. The chapters serve as a sequential checklist that elaborates on the key elements of the process, with each element building on the next as readers are guided through their journey.

Sujets

Gestion et management

management

Economics

Business

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Publié par	ASQ Quality Press
Date de parution	26 avril 2019
Nombre de lectures	0
EAN13	9781951058548
Langue	English
Poids de l'ouvrage	2 Mo

Informations légales : prix de location à la page 0,3000€. Cette information est donnée uniquement à titre indicatif conformément à la législation en vigueur.

Extrait

The Journey
Achieving Sustained Organizational Success
Charles A. Cianfrani, Isaac Sheps, and John E. (Jack) West
ASQ Quality Press
Milwaukee, Wisconsin

American Society for Quality, Quality Press, Milwaukee 53203
© 2019 by ASQ. Printed in 2019.
All rights reserved.
Library of Congress Cataloging-in-Publication Data
Names: Cianfrani, Charles A., author. | Sheps, Isaac, author. | West, John E., 1944– author.
Title: The journey : achieving sustained organizational success / Charles A. Cianfrani, Isaac Sheps, and John E. (Jack) West.
Description: Milwaukee, Wisconsin : ASQ Quality Press, [2019] | Includes index.
Identifiers: LCCN 2019005534 | ISBN 9780873899864 (hardcover : alk. paper)
Subjects: LCSH: Organizational effectiveness. | Organizational behavior.
Classification: LCC HD58.9 .C49895 2019 | DDC 658.4—dc23 LC record available at https://lccn.loc.gov/2019005534
No part of this book may be reproduced in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher.
Publisher: Seiche Sanders
Sr. Creative Services Specialist: Randy L. Benson
ASQ Mission: The American Society for Quality advances individual, organizational, and community excellence worldwide through learning, quality improvement, and knowledge exchange.
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To place orders or to request a free copy of the ASQ Quality Press Publications Catalog, visit our website at http://www.asq.org/quality-press .

Foreword
It was with great pleasure that I received the invitation to write this foreword for Charlie Cianfrani, Isaac Sheps, and Jack West’s book. As chair of ISO/TC176/SC2, the ISO subcommittee responsible for ISO 9001 and ISO 9004 (among other standards), I was very excited about the 2018 version of ISO 9004 (Quality management—Quality of an organization—Guidance to achieve sustained success), on which the book is broadly based.
In my view this latest revision of ISO 9004 represents a milestone in the history of quality management and has updated one of ISO’s flagship standards to be more in line with modern business practices. That means balancing the needs and expectations of customers with those of other interested parties in a complex, demanding, and ever-changing business environment. As times change, technologies improve, and this of course leads to new opportunities and new business risks. As an example, improvements in information technology and wireless communications, the introduction of cloud computing, artificial intelligence, and blockchain technology bring a whole range of opportunities that could only be dreamed of a decade ago. These improvements also imply new challenges in terms of information security, cyber-terrorism, and business continuity in the event of service outages or other adverse events.
The TC 176/SC2 strategic plan developed back in 2010 had reaffirmed ISO 9001’s focus as providing confidence in an organization’s ability to produce consistent, conforming products and services, with ISO 9004 aiming to provide confidence in the organization itself and its long-term (sustained) success. With that in mind, ISO 9004:2018 now provides excellent linkage between an organization’s high-level vision, mission, culture, and values and its policies, objectives, and strategies, and their deployment throughout all business processes.
Over the years, all three authors have been great contributors to the work of ISO’s Technical Committee TC 176 at the international level. They have provided excellent inputs and leadership for the development of ISO 9004:2018 and the reformulation of the quality management principles on which it is based. They are now sharing their considerable collective knowledge, accrued over decades of experience in real-life senior management positions, and merging it with the most recent quality management philosophies. The result, this book, transforms the concepts and recommendations of ISO 9004:2018 into a series of very pragmatic steps that managers can take to ensure the long-term success of their organizations. The authors are to be congratulated for this contribution to disseminating sound quality management principles to a wider, more general audience. I am sure it will help organizations in improving their overall management system to achieve sustained success.
NIGEL H. CROFT, PhD International Management Systems Consultant

Preface
Many organizations worldwide are trying to figure out how they should invest their management and organizational resources to achieve sustained success. For decades, top managers were exposed to different approaches such as Balanced Scorecard (BSC), environment management, social responsibility, learning organization, strategy, risk management, leadership, innovation, total quality management (TQM), lean management, zero defects, and several other methodologies. Each of them, in its own way, promised sustained success for the organization. It is unfortunate that most organizations learned the hard way that application of only one approach may be easier but does not result in the sustained success they aim to achieve.
To achieve sustained success, an organization has to address all of the multiple and ever-changing competitive factors. Not only are there multiple factors, but they are changing with new ones emerging. Competitive factors are driven by the needs and expectations of all the interested parties relevant to the organization. Defining interested parties and determining their needs and expectations is an essential step on the journey to achieving sustained success.
Organizations must realize that a satisfied customer is no longer enough to achieve sustained success; all interested parties have to be viewed as customers of the organization, each having different needs and expectations. From now on say, “We need to delight customers and interested parties in a balanced way.”
Awareness of these interested parties’ needs and expectations is one of the three elements of the context in which the organization operates. The other two elements are the external and internal issues of the organization.
The reader may wonder what we mean by sustained success. The basic understanding in this book is that success is to achieve one’s objectives, and sustained success is a result of the ability of an organization to achieve and maintain its objectives in the long term. Success is defined in any organization by its objectives and therefore would differ among all other organizations; an organization should ask itself to what extent its objectives were met and not “Is my neighbor’s grass greener than mine?”
This book is based on the general management system model illustrated in Figure 0.1 and is structured as a guide or checklist for top managers who decide to take their organization on a journey to achieve sustained success. There are three important aspects to notice in the model: The first step in the model is “context of the organization”; the following clockwise sequence is important and is followed in the book chapters The model has no end as it is a continuous repetitive cycle due to the need to continually improve/change Learning and innovation activities and changes observed in the organization context, identity, strategy, policy, and objectives all will provide the inputs to consider what needs to be changed to continually improve the organization and to ensure sustained success

To achieve sustained success, we have to ensure the organization implements the needed processes that represent “what” has to be done and establishes and maintains supporting behaviors/competences that represent “how” things should be done in the organization. The management system model in Figure 0.1 focuses on the “what,” but our book covers both “what” and “how,” as presented in Figure 0.3 .
To achieve sustained success in the current competitive and ever-changing environment in which organizations operate is a challenging target. This is why the first chapter in this book focuses on leadership. To achieve challenging targets, a high level of leadership is needed at all levels of the organization and is essential at the top level. In our opinion, leadership is a prerequisite for a successful journey to achieve sustained success.
Moving from theory to practice, we must realize that an organization is a system built of a network of interconnected and interrelated processes that must function in perfect alignment, like an orchestra. We need a leader who has the capability to ensure this alignment happens.
A process is an activity in the organization that transforms inputs into outputs and has an inherent feedback loop to measure its performance. Feedback loops enhance process stability and continuous improvement. A single process model is illustrated in Figure 0.2 .

To achieve sustained success, an organization needs to have the following: Leadership A network of processes planned and carried out under controlled conditions—a management system Supporting behaviors and competences
Our view is that it is not enough to set up all processes needed, provide the resources needed to each process, and assign a responsible person/group for each process. The people assigned and the organization have to follow in their activity a certain pattern of behaviors and have to have the competences needed to ensure sustained success.
The leader’s role is not just to set up the processes but also to inspire and lead all people in the organization to embrace the organizational identity and act on it. (Organizational identity consists of th