PERFORMANCE IMPROVEMENT

PERFORMANCE IMPROVEMENT

PERFORMANCE IMPROVEMENT

PERFORMANCE IMPROVEMENT

Introduction

Begin with a self-introduction with an emphasis on your educational and professional
backgrounds, as well as your profesisonal performance improvement history and
expectation/need. Select and talk about a (professional-related) performance issue you currently
have. You may refer to the following links for resources of strategies for writing an effective
introduction: (a) Writing Guide: Introduction and Conclusion by Damen from Utah State
University at http://www.usu.edu/markdamen/WritingGuide/24intro.htm; (2) Introductions and
Conclusions by Leora Freedman and Jerry Plotnick from University of Toronto
at http://www.writing.utoronto.ca/advice/planning-and- organizing/intros-and- conclusions.

I. Leaderhsip for Quality Management

Discuss (not simply list) your characteristics of leadership for quality management and
performance improvement (see Chapter 2 for detail info). Remember: leaders do not necessary to
be a manager.

II. Strategic Quality Planning Process

Use the strategic planning process to analyze your strategic quality management and
planning. You will first develop your own strategic planning graphic (follow the Figure 4-1, page
63; may modify as needed). Each box of the process needs to be filled out with information using
key words/phrases. For example, you may have “Mission: care and support” rather than just
“Mission.” You will then discuss the process in more detailed on how one connects to another in
paragraphs. You may use a SWAT analysis as an additional resource to support your strategic
plan (by comparing youself to your competitors in the same profession).

III. Quality Trainings

Discuss whether you have had the seven common quality training curricula (see textbook

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PERFORMANCE IMPROVEMENT
page 86-87) respectively. Each discussion of the training should include training purpose,
method [online, on-the- job, apprenticeship, off-the- job, institution, etc.], content (what were
taught), evaluation and follow-up, outcome (whether the training successfully increased your
skills for quality improvement).

IV. The Three-Part System for Customer Satisfaction
Use the three-part system (in chapter 7) to discuss the customer satisfaction (the
center/overlaped area of the three factors in the system) of yours and how it interacts with human
resource development. In order to accomplish this part, you need to focus on the (professional-
related) performance issue you have, which you should have mentioned earlier in the
introduction section. Note that your performance issue should connect to the identified weakness
and objectives in your strategic planning process in exercise II. Remember: the effectiveness of
the three-part system is a function of how well the three factors are integrated. Briefly talk about
how and why you plan to use the three-part system to improve your performance here and then
discussed the three factors respectibely as follows.
Human resource management
Talk about people who are involved in the process of your performance improvement.
Company operations (processes)
Talk about the policies, process, objectives, or action plans (discussed in exercise II) and
how these could incorporate HRM and customer expectation to increase your customers’
satisfaction.
Customer expectation
Identify your target customers and their expctations. Your customers would be the
beneficiary or the recipient of your performance output.

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PERFORMANCE IMPROVEMENT
You will then add one aparagraph to talk about how these three factors are intergrated together
and how it results in the customers’ satisfaction.
Finally, discuss how this system (resulting in customer satisfaction) interacts with your
continuous performance improvement. You may also refer back to exercise III quality trainings
to help you work on this.

V. Quality Control Tools – Identifying Performance Problem(s)
Use check sheet(s) and/or flowchart(s) (see textbook page 252-257) to identify and quantify
the performance problem(s). What are the problems that cause the performance issue discussed
earlier? Discuss your answer and be as specific as possible. You may use more than one check
sheet/flowchart as needed.
VI. Quality Control Tools – Prioritizing and Communicating Performance Problem(s)
Use Pareto chart(s), graph(s), and/or histogram(s) (see textbook page 256-264) to
prioritize and communicate the problem(s) identified in exercise V. Prioritize the problems and
discuss your tought. Which problem is the most significant and should be addressed first?
Discuss your answer and be as specific as possible. You may use more than one pareto chart(s),
graph(s), and/or histogram(s) as needed.

VII. Quality Control Tools – Analyzing Performance Problem(s)
Use cause-and- effect diagram(s) and/or scatter diagram(s) (see textbook page 262-270) to
analyze the cause(s) of the primary (a must addressed first) problem identified in exercise VI.
How could the performance be solved? Suggest possible corrective actions.

Conclusion

You may refer to the following links for the purposes and strategies for writing an effective
conclusion:

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