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Table of Contents How the practices of TecSmart support Deming’s 14 Points How the practices support the Baldrige criteria Opportunities for improvement related to the Baldrige criteria References How the practices of TecSmart support Deming’s 14 Points There are various practices identified by TecSmart which support Deming’s 14 points in different ways. One of the methods which support Deming’s 14 points is the ongoing improvement of organizational practices through imparting knowledge to employees and managers alike. The course is accompanied by a focus on quality instead of inspection. That is the reason why the organization has identified the practice of testing quality through internal audits, getting customer feedback, involving the suppliers at all stages of product development, and getting feedback from employees regarding the quality of products. The practice is aimed at redirecting the energy used for supervision to quality improvement, which is a sharp contrast to classical management approaches in which supervisors are supposed to monitor employees to ensure that they follow the laid down procedures without making any mistake (Deming, 2000). There is also the practice of creating an organizational culture in which managers and employees are friends, not enemies. The course is in line with Deming’s 14 points, which call for driving out fear so as to create a suitable environment for employee productivity. The organization also identified the practice of embracing self-managing teams, which are also referred to as self-directed teams. A self-managing team is a group of people who coordinate, oversee, and manage the work they do on a day-to-day basis. They collectively handle assignments; make decisions related to the productivity of the organization and their work, and how to approach problems or challenges which face them in their work (Deming, 2000). The other practice which supports Deming’s 14 points is organizational learning and development, which is attained through ongoing training of the workforce. Organizational learning is the process of acquiring new knowledge and ideas regarding a particular subject. The practice enables organizations to prepare employees for any change, which may come as a result of organizational restructuring, mergers, or adoption of a particular technology. It also enables organizations to have in place very competent and reliable employees who are flexible, open-minded, and able to handle any situation which may come along their way in their lines of duty. Organizational learning keeps organizations in a strategic position to increase their competitiveness as well as come up with best practices that improve not only their productivity but also their image (Deming, 2000). How the practices support the Baldrige criteria The practices of the organization also support the Baldrige criteria, which comprises seven categories of performance excellence in organizations. The types from which the questions are derived include leadership, strategic planning, customer focus, measurement, workforce focus, operation focus, and results. The practice of having all senior leaders and departmental heads develop company objectives and ensure that all employees support the goals addresses the question of whether an organization has in place a systematic approach for designing processes which help in attaining specific productivity measures and improvement of the existing organizational internal processes (Brown, 2000). The practice of collecting data from all departments for evaluation purposes addresses the question of whether an organization has in place a feedback mechanism regarding its products and services, while the practice of ensuring that all employees are trained on-the-job addresses the question of whether an organization has in place tools for nurturing employees’ talents, skills, and leadership capabilities. There is also the practice of investing in processes such as market research, customer feedback, and benchmarking information from suppliers, customers, and industry leaders. This practice addresses the question of whether an organization has mechanisms for ensuring that its strategy addresses long-term sustainability, significant shifts in the market, the organization’s weaknesses, strengths, and opportunities, as well as the regulatory environment (Brown, 2000). The practice of ensuring that all employees are trained on customer relationship addresses the question of what an organization does in order to retain its customers and reach out to others so as to increase its customer base. The practice is also aimed at ensuring that an organization remains competitive through differentiation and positioning. The method of having employees have self-managed teams and make their day-to-day decisions pertaining to their work addresses the question of whether an organization has in place mechanisms for ensuring that there is continuity of operations in case of a vacuum in leadership; the idea being that self-managed teams take the role of leadership in their work as senior leaders and managers to play the roles of coaching, inspiring and motivating the employees to stay focused on quality and remain loyal to the organizations. The end result is a cohesive organizational culture, which is characterized by high degrees of employees’ loyalty, commitment, and devotion to corporate mission, vision, and core values (Ahlstrom


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