A proposal for improving the existing strategic quality management framework that is already in place in GE
Summary :
Table of Contents
- Introduction.
- Background on General Electric.
- Assessment of Culture.
- Alignment of the Five P's.
- Training Issues.
- Communication.
- Team Development.
- Process Documentation.
- Quality Awards.
- Benchmarks.
- Measurement of SQM Success.
- Success and Failure.
- Publicity of Success.
- Conclusion.
Abstract
The central goal of this investigation is to provide a strategic quality management (SQM) implementation plan for an organization. General Electric has been selected as the organization most in need of this type of program. Although the organization has a long history of implementing Six Sigma as a means to improve operations, changes in upper management in the organization have impacted the impact of this program on the organization. With this in mind, this investigation will provide a brief overview of the current situation at General Electric. With this background in place, a proposal for improving the existing strategic quality management framework that is already in place in the organization will be developed. Through this proposal, General Electric should be able to improve operations and once again maximize its efficiency and productivity.
Background on General Electric
A precursory overview of the General Electric organization demonstrates that notable problems have developed for the company in recent years. Gunther (2004) reports that when Jeffrey R. Immelt took over as CEO of the GE organization in 2001, the company experienced a number of setbacks.
Background on General Electric
A precursory overview of the General Electric organization demonstrates that notable problems have developed for the company in recent years. Gunther (2004) reports that when Jeffrey R. Immelt took over as CEO of the GE organization in 2001, the company experienced a number of setbacks.
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