GE: Six Sigma

From GE’s website: Today’s competitive environment leaves no room for error. We must delight our customers and relentlessly look for new ways to exceed their expectations. This is why Six Sigma Quality has become a part of our culture. First, What is Six Sigma? First, what it is not. It is not a secret society, … Continue reading

Six Sigma

Six Sigma is a business management strategy, originally developed by Motorola in 1986. Six Sigma became well known after Jack Welch made it a central focus of his business strategy at General Electric in 1995, and today it is widely used in many sectors of industry. Six Sigma seeks to improve the quality of process outputs by identifying and removing the … Continue reading

Total Quality Management

Total quality management (TQM) is the idea that controlling quality is not something that is left exclusively to the “quality controller”, a person who stands at the end of a production line checking final output. It is (or it should be) something that permeates an organisation from the moment its raw materials arrive to the … Continue reading

Quality Circles

A quality circle is a volunteer group composed of workers, usually under the leadership of their supervisor, who are trained to identify, analyze and solve work-related problems and present their solutions to management in order to improve the performance of the organization, and motivate and enrich the work of employees. When matured, true quality circles become self-managing, having gained the confidence of management. … Continue reading

Leadership and Management Principles

from the Baldridge Criteria for Performance Excellence, which are meant to to “help organizations assess their improvement efforts, diagnose their overall performance management system, and identify their strengths and opportunities for improvement.” Maintain an effective mission statement – Vision, Mission, Purpose, and Values Identify the key stakeholders of your organization, those important groups that are … Continue reading

Management Theory and History Pt. 3: Management Science

Management science The management science school emerged to treat the problems associated with global warfare. Today, this view encourages managers to use mathematics, statistics, and other quantitative techniques to make management decisions. Operations management Operations management is a narrow branch of the quantitative approach to management. It focuses on managing the process of transforming materials, … Continue reading

Management Theory and History Pt 2: Behavioral Management

Behavioral management The behavioral management theory is often called the human relations movement because it addresses the human dimension of work. Behavioral theorists believed that a better understanding of human behavior at work, such as motivation, conflict, expectations, and group dynamics, improved productivity. Elton Mayo’s contributions came as part of the Hawthorne studies, a series of experiments that rigorously applied … Continue reading

Gilbreth Motion Studies

Husband and wife team Frank and Lillian Gilbreth contributed to scientific management (Taylorism) with their Motion Study work, meant to analyze and increase efficiency in production. The Gilbreths proposed a technical language, allowing for the analysis of the labor process in a scientific context.The Gilbreths made use of scientific insights to develop a study method … Continue reading

Gantt Charts

A Gantt chart is a type of bar chart, developed by Henry Gantt, that illustrates a project schedule. Gantt charts illustrate the start and finish dates of the terminal elements and summary elements of a project. Terminal elements and summary elements comprise the work breakdown structure of the project. Gantt charts have become a common … Continue reading

Management theory and history Pt. 1: Classical Management Theory

http://en.wikipedia.org/wiki/Frederick_Winslow_Taylor http://www.cliffsnotes.com/study_guide/Classical-Schools-of-Management.topicArticleId-8944,articleId-8851.html Given the scale of most commercial operations and the lack of mechanized record-keeping and recording before the industrial revolution, it made sense for most owners of enterprises in those times to carry out management functions by and for themselves. But with growing size and complexity of organizations, the split between owners (individuals, industrial dynasties or groups … Continue reading