 |
|
Organizational Business Systems Analysis
The Malcolm Baldrige National Quality Award was presented to Motorola in 1988 after nearly a decade of internal analysis, training, and application of change. The internal analysis process has shown that most organizations have more work and problems than they can effectively address. This results in the immediate pressures of schedules, problems, and resources which, in turn, force a focus on "find and fix" processes rather than "plan and prevent" methodologies. "Fire fighting" or "thrashing" are the normal ways of life. To further complicate the issue, many of today's problems are recurring, having consumed resources in the past as well as today. Managers and people in the organization are often too close to their day-to-day issues to see an effective transition to the plan and prevent mode.
Three areas must be addressed in order to break this pattern:
1) obtain a clear evaluation of the present status.
2) determine an effective way to eliminate recurring problems.
3) establish a methodology for continuous improvement.
Motorola has found, both internally and with many customers and suppliers, that an objective evaluation from outside the organization is a key element in starting the transition process. Objectivity means that the evaluation must be done by individuals who do not have a personal, vested interest in the organization of concern.
Motorola has, in the past, utilized outside consulting firms to do such evaluations. The scope of the studies has varied from individual consultants to massive studies by large consulting firms. A review of these studies has indicated that a small number of experienced, skilled consultants is the most effective approach, from both functional and cost aspects.
Motorola decided in late 1988 and early 1989 to establish an internal consulting function, among whose duties would be to perform analyses of organizations' needs for improvement. This internal group is the Application Consulting Team, ACT which is now part of the Consulting & Training Services. The primary charter of ACT is to be a change agent focused on the organization’s critical success factors. It is recognized that this will necessarily include your key customers and suppliers. ACT charges for its services, both internally in Motorola and when services are delivered to key customers and suppliers.
ACT is a small group of experienced experts from a variety of backgrounds. ACT has developed a methodology for evaluating client needs. The process involves a series of interviews with personnel in various functions and at various levels in the client organization. Experience has shown that these interviews, each lasting a maximum of one and one-half hours and performed over two to ten days depending on the organization’s size, can give a clear picture of the organization's strengths and weaknesses. Further, the analysis identifies to what extent the organization is focused on critical success factors. This evaluation is presented to the client, orally and/or written as a report. In addition, suggestions are made on courses of action to improve the organization. ACT has had successes in a variety of organizations and businesses throughout the world.
ACT charges for the "needs analysis" as a stand-alone process. As stated above, the analysis will include not only the observed needs of the organization, but will also suggest approaches to address these needs. In some areas, ACT will be skilled in the suggested solutions, while not in others. The organization is under no obligation to do any follow-up with ACT or any part of Motorola. Accordingly, the charges for the needs analysis remove any perceived obligation of the organization to pursue the use of ACT.
MASET, LLC P. O. Box 649 Maricopa, AZ 85139
Phone: 520-568-6355 Fax 520-568-6354
|
|
