BUSI 760 Strategic Quality Management Implementation Plan

BUSI 760 Strategic Quality Management Implementation Plan Instructions

Based upon the readings and research from the course, you will develop a Strategic Quality Management Implementation Plan for an organization of your choosing. You may choose a for-profit, non-profit (including a church), government, or educational organization. You are encouraged to review your own workplace, if appropriate. The Strategic Quality Management Implementation Plan (Section 3) is to be written as a document submitted to an executive team. Due to this, you may present the material in Section 3 in more of a report fashion rather than as an academic paper.

The plan must be based on current research (including theory and practice) that is appropriate for the unique context of the organization selected. Think of the plan as a subset of the entire paper. In support of your plan, write a 10–15-page literature review that focuses on the basis for the quality management tool/technique selected. Include at least 15 scholarly peer-reviewed references. The literature review must be included as an appendix (Section 4 of the format below); it must not be included in Section 3.

Note: Sections 1, 2, 4, and 5 must be in current APA format. The assignment must be submitted in compliance with the requirements found in the Strategic Quality Management Implementation Grading Rubric. The assignment must be a minimum of 20 pages (not including the title page, abstract, and reference page).

Format

  1. Title page – must include the following: a. Course number and name b. Paper title c. Student name d. Date submitted e. Respectfully submitted to: (instructor’s name)
  2. Abstract
  3. Strategic Quality Management Implementation Plan – must include the following:
    • Introduction
    • Organizational context (background, structure, leadership, and culture)
    • Quality statement (how your organization approaches quality)
    • Identification of quality problem/process to improve
    • Goals and objectives
    • Model and methodology
    • Structure/scope (include who does what, stakeholder involvement, and communication plan)
    • Performance measure(s)
    • Time frame
    • Summative comments
  4. Appendix (literature review)
  5. References

Submit your Strategic Quality Management Implementation Plan through SafeAssign by 11:59 p.m. (ET) on Sunday of Module 4/Week 7.

Paper For Above instruction

Introduction

In today's competitive and dynamic organizational environment, quality management has become a pivotal element for achieving operational excellence, customer satisfaction, and long-term sustainability. Strategic quality management (SQM) aligns quality initiatives with the overarching strategic goals of an organization, ensuring that quality improves processes, products, and services in ways that support organizational growth. This paper presents a comprehensive SQM implementation plan tailored to a hypothetical non-profit organization, reflecting current research, best practices, and theoretical foundations integral to successful quality initiatives.

Organizational Context

The selected organization is a regional non-profit dedicated to community health improvement. It operates under a collaborative leadership model, emphasizing participative decision-making. The organizational structure comprises program departments, administrative units, and volunteer engagement, with a culture rooted in community service, accountability, and continuous improvement. Leadership is committed to maintaining high standards of service quality, fostering an organizational climate receptive to change and innovation. This context underscores the need for a systematic quality management approach integrated into daily operations.

Quality Statement

The organization approaches quality as a strategic priority, viewing it as a core component of its mission to improve community health outcomes. Quality is defined as exceeding stakeholder expectations through evidence-based practices, continuous feedback loops, and staff engagement. The organization adopts a customer-centric approach, emphasizing transparent communication, accountability, and a culture of learning. This approach informs all quality-related activities and decision-making processes, aligning with principles from Total Quality Management (TQM) and the Baldrige Performance Excellence Framework.

Identification of Quality Problem/Process to Improve

The primary quality concern identified is the inconsistency in service delivery across various community programs, resulting in variable client outcomes and stakeholder satisfaction. Specific processes—such as appointment scheduling, client follow-up, and health education outreach—exhibit variability that hampers efficiency and effectiveness. Addressing these inconsistencies through targeted process improvement initiatives is essential to achieving organizational goals of enhanced service quality and stakeholder trust.

Goals and Objectives

  • Enhance the consistency and reliability of program service delivery.
  • Reduce client wait times and improve appointment scheduling efficiency.
  • Increase stakeholder satisfaction scores by 15% within 12 months.
  • Implement a data-driven performance measurement system aligned with strategic objectives.

Model and Methodology

The implementation plan will utilize the DMAIC (Define, Measure, Analyze, Improve, Control) framework from Six Sigma, complemented by key principles from Total Quality Management (TQM). The DMAIC approach offers a structured methodology for identifying root causes of variability, designing targeted interventions, and sustaining improvements. The integration of TQM principles provides a culture focus, emphasizing continuous improvement, employee involvement, and customer focus.

Structure/Scope

The implementation team will consist of senior leadership, program managers, frontline staff, and volunteer coordinators. Stakeholder involvement is critical, and a cross-functional steering committee will oversee the project, ensuring communication channels remain open. Regular team meetings, progress reports, and feedback sessions will facilitate transparency and buy-in. Responsibilities are clearly assigned, with process owners accountable for driving specific improvements. A communication plan will include updates via organizational newsletters, town hall meetings, and digital dashboards.

Performance Measure(s)

Performance will be assessed through pre- and post-implementation metrics including client satisfaction surveys, appointment wait times, process cycle times, and program fidelity scores. Key indicators will be monitored monthly, and dashboards will be developed to track progress against targeted goals, facilitating data-based decision-making throughout the implementation process.

Time Frame

The project spans 12 months, with the initial Define and Measure phases conducted in the first 3 months, analysis and solution design in months 4-6, implementation in months 7-10, and control measures established during the final 2 months. Regular evaluations will occur at each phase to ensure timely adjustments and sustainment of improvements.

Summative Comments

This implementation plan provides a structured approach to embedding quality management into the organization’s strategic operations. Employing proven frameworks like DMAIC and TQM, coupled with stakeholder engagement and robust measurement, enhances the likelihood of sustainable improvements. The plan emphasizes a data-driven culture, continuous learning, and leadership commitment—key factors in achieving long-term success in quality initiatives.

References

  1. Evans, J. R., & Lindsay, W. M. (2014). Managing for quality and performance excellence (9th ed.). Cengage Learning.
  2. Deming, W. E. (1986). Out of the crisis. MIT Center for Advanced Educational Services.
  3. ISO. (2015). ISO 9001:2015 Quality management systems — Requirements. International Organization for Standardization.
  4. Juran, J. M., & DeFeo, J. A. (2010). Juran's quality planning and analysis. McGraw-Hill.
  5. Oakland, J. S. (2014). Total quality management and operational excellence: Text with cases. Routledge.
  6. Powell, T. C. (1995). Total quality management as competitive advantage: A review and empirical study. Strategic Management Journal, 16(1), 15-37.
  7. Baldrige Performance Excellence Program. (2017). What is the Baldrige framework? Retrieved from https://www.nist.gov/baldrige
  8. Garvin, D. A. (1988). Managing quality: The critical factors. California Management Review, 30(4), 64-71.
  9. Rahman, S. (2004). Development of a framework for the successful implementation of total quality management. Total Quality Management & Business Excellence, 15(6), 779-794.
  10. Sower, V. E. (2010). Building a culture of quality and performance excellence. Hospitals & Health Networks, 84(9), 34-39.

The comprehensive plan outlined above demonstrates how to systematically implement and sustain a robust quality management system tailored to a nonprofit organization, emphasizing the importance of strategic alignment, stakeholder engagement, and continuous improvement driven by current research and industry standards.

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