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How external standards can galvanize process management

 

How external standards can galvanize process managementIt’s always difficult to stay motivated during a process transition. Best-practice companies go even further, gaining inspiration from external sources by implementing well-known quality or enforcement programmes. By involving and empowering workers, this will help to boost process management efforts.

Building Effective Process Management Skills was the subject of APQC’s 2012 Best Practices Study, which looked at the capabilities that companies use to support long-term process management. The Clinical Research Pharmacy Coordinating Center (PCC) of the US Department of Veterans Affairs used external programme requirements not only to promote process management performance, but also to inspire employees.

Creating and Putting into Action a Vision

The primary objective fostered in those operating for external qualifications and awards is part of the attraction of pursuing them. Awards like the Malcolm Baldrige National Quality Award, which the PCC won in 2009, motivate employees while also providing leadership with marketing plans for achieving good process management skills.

The PCC had concentrated on environmental regulations for the previous 18 years, but it needed a new vision and a systemic, strategic approach to achieve high standards of performance and reliability excellence in preparation, goods, processes, and personnel. The Baldrige Award was chosen by the centre because of its more extensive, conventional quality management and quality assurance requirements.

Leaders augmented the proposal’s efforts through ISO 9001, the company’s regulatory enforcement framework, to provide enhanced discipline. All of these services provide examples and suggestions for the PCC’s next steps in process management, such as job processes and staff responsibilities and duties. One of the advantages of using established principles is that each curriculum provides a set of tried-and-true approaches, models, structures, and resources to aid in the success of the organisation, which led the PCC to:

  • achieve a faster introduction of improvements,
  • objectives and benchmarks are met,
  • current tools to be improved,
  • connect with other organisations and experts who are involved.

Since ISO is process-oriented, it compelled the PCC to develop the process documentation required to connect all of its evolving process management activities, while Baldrige remained results-oriented. The PCC developed on its existing principles to create a workplace that prioritises productivity and employee involvement. All of these techniques worked together to provide the PCC with the framework and discipline it required to become a global leader in quality systems, as demonstrated by the hundreds of awards and accolades it has earned.

The PCC sticks out from other companies for its innovative approach to creating a process management view. The business process capabilities improved as it moved towards acknowledgement by implementing external principles. The PCC is an example of how a company can achieve success when good leadership is combined with high employee satisfaction. As it pursues numerous process management development programmes, leadership offers transparent frameworks and employee responsibilities, allowing workers to engage with a better understanding of the PCC’s mission. All of these factors work together to produce excellent results.

See full story on processexcellencenetwork.com

November 27, 2012   Benchmark Six Sigma
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