The executive staff was trained on the key components of the Malcolm Baldridge criteria, and facilitated discussions that resulted in a baseline evaluation of the organization's TQM implementation. The Baldrige criteria, used as the basis for this evaluation, provided a focus for next year's operational plan.

Internal Operations Assessment

Interviews were conducted with representatives of the most significant portions of the business to better understand and document the formal and informal operations of the company.

This was instrumental in developing the Macro Process Interface Diagram, which provides a pictorial display of how the business operates and helps to address where improvements should be targeted.

Interpreting the Diagram, we identified problems common to different business units, such as the Strategic Planning Integration process and the Communication of Business Strategies.

Customer Needs Analysis

• A group of mid-to-upper level managers used available information about their clients, as well as their knowledge of the business, to build a matrix highlighting the most valuable information about their customer requirements. Through group discussions and review of available data, management then prioritized these needs based on several factors relevant to their business (Voice of the Customer).
• Next, the group developed a list of the core processes of the business, utilizing the Macro Process Interface diagram that was developed during the operational assessment. They analyzed the impact of these core processes on the customer requirements.
  • This resulted in a concise demonstration of the correlation between the business functions and the achievement of critical customer needs.
• Finally, the group developed a list of current and approaching problems and opportunities focusing on the business perspective (Voice of the Business).
• This list considered internal factors as well as external influences. The problems were prioritized based on importance and business strategy.
  • A significant problem was the inability of different business units to leverage each other to develop new market opportunities.
• These three pieces of information: the Voice of the Customer, the Voice of the Business and the impact of the critical business functions on achieving customer satisfaction, are critical considerations in the further development of the strategy for improvement initiatives.
• The company culture had always been dictated by engineers and systems people with a high educational level and professional pride. Their main problem was meeting project deadlines and providing a user friendly environment to their customers.
• The company began to shift its focus and placed as much importance on the customer's need to be able to use the technology easily, as on the technical requirements.

Customized Problem Solving Methodology

• Technical assistance was provided in the development of a customized problem-solving methodology. This included the tools and techniques used for identification and analysis of problems in a way that can best be assimilated by company employees. In addition to the technical aspects, the methodology also emphasizes
  • the logic flow,
  • the importance of the "right" data,
  • the need for insightful analysis,
  • the role of human behavior, and
  • the criticality of proper follow-up.

Employee Training

Implementation of the Problem Solving Methodology included training the employees. Given their high educational level, it was critical to provide a concise, non-bureaucratic course, to gain the employee's acceptance.

The training included a case study and a curriculum that provided the correct mix of group dynamics and technical training.

The results were not only the ability to analyze problems and develop solutions, but also an improved management competence to "sell" and obtain executive approval of their ideas.