Complete 2 Business Assignment TG NO PALGIARISM

On page 586, analyze the Strategic Planning at Branch-Smith Printing Division. What are some of the unique features associated to their Strategic Planning? Identify situations in which you had to strategically plan within your organization or place of employment.The requirements below must be met for your paper to be accepted and graded:
Write between 700 – 1,000 words using Microsoft Word in APA style, see example below.
Use font size 12 and 1” margins.
Include cover page and reference page.
At least 80% of your paper must be original content/writing.
No more than 20% of your content/information may come from references.
Use at least three references from outside the course material, one reference must be from EBSCOhost. Text book, lectures, and other materials in the course may be used, but are not counted toward the three reference requirement.
Cite all reference material (data, dates, graphs, quotes, paraphrased words, values, etc.) in the paper and list on a reference page in APA style.
References must come from sources such as, scholarly journals found in EBSCOhost, CNN, online newspapers such as, The Wall Street Journal, government websites, etc. Sources such as, Wikis, Yahoo Answers, eHow, blogs, etc. are not acceptable for academic writing. A detailed explanation of how to cite a source using APA can be found here (link). Applying QFD in a Managed Care OrganizationRead the case study found in your textbook on page 358, “Applying QFD in a Managed Care Organization”Write a reflective summary associated to this case study.The requirements below must be met for your paper to be accepted and graded:
Write between 700 – 1,000 words using Microsoft Word in APA style, see example below.
Use font size 12 and 1” margins.
Include cover page and reference page.
At least 80% of your paper must be original content/writing.
No more than 20% of your content/information may come from references.
Use at least three references from outside the course material, one reference must be from EBSCOhost. Text book, lectures, and other materials in the course may be used, but are not counted toward the three reference requirement.
Cite all reference material (data, dates, graphs, quotes, paraphrased words, values, etc.) in the paper and list on a reference page in APA style.
References must come from sources such as, scholarly journals found in EBSCOhost, CNN, online newspapers such as, The Wall Street Journal, government websites, etc. Sources such as, Wikis, Yahoo Answers, eHow, blogs, etc. are not acceptable for academic writing. A detailed explanation of how to cite a source using APA can be found here (link).
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MALCOLM BALDRIGE NATIONAL QUALITY AWARD
Print Perfect
by Kristen Johnson, assistant editor
B
orn in 1868 without arms, Aaron
Smith credited his family for giving him the strength to overcome
his handicap. “From the time I was 12,” he
wrote, “I had been giving serious consideration to a life of self-support, encouraged
by mother and father, whose ideas of how
it might be done were limited, but whose
faith in God’s power to do all things was
unlimited. When I got into office work and
the business world, I learned to write with
a pen in my teeth, but my right foot is still
my hand and I can use a pencil better with
it than in my teeth.”
In 50 Words
Or Less
• With the personal strength of its
In the Beginning: One of Branch-Smith’s first buildings.
founder as a guide, Branch-Smith
Printing reached its goal of winning
the Malcolm Baldrige National
Quality Award in 2002.
• Thanks in part to its robust quality
information database, the company
has doubled its sales in the past four
years and continues to grow.
48
I JULY 2003 I www.asq.org
Smith taught himself to type with his toes and earned an attorney’s certificate in 1889. He then worked as a newspaper editor
before founding Smith Printing in 1910. Shortly thereafter, Smith’s
daughter, Carrie Beth, and her husband, Oscar Branch, joined the
business. It was incorporated as Branch-Smith Inc. in 1954, soon after
Oscar and Carrie Beth’s son James came on board.
Now a fourth-generation printing company in Fort Worth, TX,
Branch-Smith is headed by James’ three children, Mike, David and
Beverly. The thought of Aaron Smith’s personal strength and perseverance acts as their guiding force, and they say that’s what gives
them their can-do attitude (see “Branch-Smith’s Culture,” p. 53). This
Determination: Born without
arms, founder Aaron Smith taught
himself to type with his toes.
mind-set carried the company through
its quality transformation and pursuit of
the Malcolm Baldrige National Quality
Award, which it won in 2002 in the
small business category.
Who Is Branch-Smith
Printing?
Branch-Smith Printing Ltd. is one of
four divisions of Branch-Smith Resources
Ltd. All four are located in the same
building to facilitate communication and
share support services, including accounting, human resources and IT.
The printing division employs 80 fulltime employees in positions such as
management, sales, maintenance, art
and skilled equipment operation. The
employees’ ethnicities, levels of education and ages closely mirror those of the
Dallas-Fort Worth (DFW) community.
The printing industry is one of the largest in the
United States, with 45,000 companies nationally,
3,100 in Texas alone and 1,100 in the DFW area.
Most of these companies are small, with 80% having fewer than 20 employees, so to ensure its competitive position, Branch-Smith focuses on serving
a niche other printers tend to neglect.
The company has 160 customers that provide
more than 80% of its sales. It specializes in low
volume runs—generally less than 20,000 copies—
and offers an array of services to its highest level
of customers. It decided to focus on the low volume market niche because its sheet-fed printing
process best meets the needs of this underserved
population.
Why Baldrige?
In 1992, David Branch, the company’s president,
realized he had a culture clash on his hands. He
desired a culture that focused on repeatable operation, an integrated approach and regular evaluation and improvement across all units; instead he
had a culture that focused on activities rather than
processes and reacted to problems rather than preventing them in the first place.
The company also engaged in what can be called
typical small company planning. Leadership acted
in a paternalistic fashion and had a sense of entitlement. Everything was going well, but Branch eventually began to question the company’s quality out
QUALITY PROGRESS
I JULY 2003 I 49
Innovative Leaders: David Branch (left), president, and Daniel Hanson, vice president/general manager, helped
Branch-Smith reach its goal: winning the Baldrige Award.
of a fear of being blindsided by the market.
In 1993, Branch began to form a quality plan. He
joined other small business executives for 24
months of quality training and began to implement
total quality management and problem solving
FIGURE 1
Innovating Excellence System
Strategic planning
Create value
Quality information
database
Access
knowledge
50
Management review
Leadership
accountability
Drive agility
Develop results
I JULY 2003 I www.asq.org
techniques. That same year, the company performed a Baldrige self-assessment, and in 1994, the
self-assessment drove it into the early systematic or
process documentation phase of its innovating
excellence system (see Figure 1), which focuses on
building, sharing and applying information to
empower the organization.
Branch decided to use ISO 9001 as a benchmark
for the company’s new quality management system, and in January 1996, Branch-Smith Printing
became one of the first printing companies to register to the standard.
Branch-Smith completed the Level II application—the application preceding the one that makes
a company eligible for a site visit—for the Texas
State Quality Award in 1996 and soon received its
first Baldrige based external assessment. The key
thing Branch learned from this experience was that
the company’s feedback report would be only as
strong as its application.
After asking where to go from there, Branch
learned his next step should be to have a trained
Baldrige examiner on staff, a role he eagerly took on
in 1997. He participated in Texas State Quality
Award examiner training and learned about site visits and the importance of having aligned goals. After
Branch underwent this training process, the company was fully immersed in the aligned approach
phase of its journey to innovating excellence.
The company stayed on the fast track through
1998 and aligned its key measures through its new
quality information database (QID), which houses
all customer complaints, supplier nonconformances, internal nonconformances, and information about productivity and progress toward
department and division goals.
All the company’s hard work paid off in 1999
when it won the Texas State Quality Award. But it
didn’t stop there. Branch continued on the path to
quality by ensuring the company’s QID and ISO
9001 registration supported leadership accountability, management review and strategic planning.
Management began posting performance charts
near each work group’s area and linking action
plans to the company’s key measures.
In 2000, Branch-Smith entered the integrated
approach phase of its quality improvement journey. Making the stakeholders part of the company’s vision helped drive the integrated approach,
and the company made major coordinated
upgrades in its technology, equipment, information
systems and HR needs.
By 2001, the company had aligned its key measures and performance metrics to individual
employees. It also earned a Baldrige site visit that
year and registered to ISO 9001:2000. And in 2002,
Branch-Smith Printing was awarded the Baldrige
Award in the small business category.
FIGURE 2
Organization: The bindery today.
Leadership
Branch-Smith Printing’s senior leadership works
as a team to enable the company to respond quickly to change and provide guidance and support to
employees. Under the guidance of the board of
directors and corporate leadership team (CLT), the
print leadership team aligns the company’s purpose and focus to the corporate direction.
The board of directors and the CLT created
Branch-Smith Printing’s corporate values statement (see “Branch-Smith Printing’s Culture,” p. 53)
to ensure the entire company is focused on the
needs of its customers, employees, owners and
community. This statement was then used to
help determine the printing division’s mission
statement.
Strategic Planning Process
Deployment lessons learned
Plans to
continue
Evaluate
1Evaluate and
improve prior
year‘s strategic
planning process
2
Focus the
organization
3
Company
capabilities
Partner
capabilities
5
6
4
Prior year’s
performance
to plan
Plan update—
short- and
long-term
Business
analysis
Market
conditions
Stakeholder
requirements
Cascaded
deployment
7
8
Budget
incorporation
Ongoing
review
Competition
Risks
QUALITY PROGRESS
I JULY 2003 I 51
MALCOLM BALDRIGE NATIONAL QUALITY AWARD
The company’s focus on the importance of quality was derived from the corporate values and division mission statements. It is defined in the
division’s quality policy and is embodied in the
printing division’s objectives:
• Continuously improve business results.
• Become the partner of choice for our customers.
• Become the employer of choice.
Each team or department meets annually to discuss its role in the success of the company and then
creates a departmental mission statement that
explains how it can help fulfill the printing division’s
TABLE 1
mission. To further drive the focus on stakeholder
needs throughout the company, all employees then
develop their own work objectives that support the
printing division and departmental missions.
Employees are also encouraged to engage in
innovation and continuous improvement and are
expected to participate in performance improvement activities after receiving training in quality
and problem solving. Shortly after an employee
begins working at Branch-Smith, he or she is
trained in the meaning of quality, the elements of
teamwork and problem solving skills. The belief is
Key Action Plans and Measures in the Strategic Plan
Division goal (objective)
Strategy/key actions and quality improvement processes
Continuously improve business results through:
Strong financial performance
Improved controls for credit and collection process
Partnership with suppliers
Continuously improved tracking performance
A process improvement focus
Direct to plate system migration from conventional process
Further reduction in paper spoilage
External validation feedback on operations for ongoing improvement
Improved sample process
Automated bindery operations to reduce expenses
Become the partner of choice for our customers through:
Developing relationships
Determining common customer information and activity communication
Improving customer introduction approach
Achieving excellent execution to customer requirements
Improving process for getting supplied materials back to the customer
Creating a targeted marketing plan
Creating a strong brand image
Become the employer of choice through:
Industry leading compensation, benefit and reward and recognition systems
Tracking market rates of pay and benefits
Improving training systems and growth opportunities
Improving employee training and career development tracking system
Enhancing division training plans with aggregated performance appraisal
A caring, involved culture
Improving communications between departments and reducing language barriers
Increasing awareness of and participation in employee suggestion system
Restructuring customer service representative activities for house accounts
Reducing back strain by adding lifts to folders
52
I JULY 2003 I www.asq.org
Measure
Return on assets (ROA)
ROA percentage
Conformance percentage
ISO 9001 certification
Weighted satisfaction
Percentage of
value added sales
Price of nonconformance
percentage
Value added growth
percentage
Percentage agree
Fair pay percentage
Effective training percentage
Overall percentage agree
that each employee will then be empowered to
be responsible for quality. Employees do not
need approval before running a job or stopping
a nonconforming job.
Strategic Planning
Branch-Smith Printing’s strategic planning
process (SPP) is the main tool used to help the
company visualize its ideal future, create strategies and plans to achieve it and incorporate
improvement opportunities into prioritized
action plans (see Figure 2, p. 51).
It is based on the Baldrige program criteria
and uses plan-do-check-act (PDCA) as a point
of reference. The company moves through the
SPP on an annual basis, and updates can be
made during the company’s management
review meetings throughout the year.
After completing the SPP, the company ends
up with long-term division objectives with
multiyear strategies and actions as shown in
Table 1. Branch-Smith’s current objectives and
strategies are:
• To continuously improve business results
through a process improvement focus, partnership with suppliers and strong financial
performance.
• To become the partner of choice for customers through a targeted marketing plan,
excellent execution to customer requirements and relationship development.
• To become the employer of choice through
developing a caring, involved culture; continually improving training systems; providing growth opportunities; and offering
industry leading compensation, benefits,
and reward and recognition systems. The
company extends the same quality environment to co-workers as it does to customers.
Branch-Smith
Printing’s Culture
Branch-Smith Printing’s corporate values statement reads:
• To honor God in all that we do.
• To pursue excellence with integrity and commitment.
• To help people develop as individuals and as a
team.
• To grow profitably by committing ourselves to
our customers’ success.
The printing division sets the context of its business through its vision statement, which expresses
its desire to produce strong, sustainable results
through balanced performance improvement. The
statement helps the division create success for its
long-term customers and rewards for its expert
employees:
“Market leading business results through an
expert team providing turnkey solutions to customer partners.”
To help it carry out its vision, the division came
up with the following mission statement:
“To provide expert solutions for publishers.”
Keeping this statement in mind, the printing
division is better able to meet its customers’ needs
on their terms. Branch-Smith’s quality policy helps
reinforce this idea:
Customer and Market Focus
Branch-Smith Printing’s customer service
representatives (CSRs) are in daily contact with
customers and are primarily responsible for
maintaining customer relationships. The CSRs
are usually the first to receive customer complaints and are responsible for providing resolution options within 48 hours. They record any
complaints and deliver them to the quality
“Branch-Smith Printing will seek to continuously
improve results for all stakeholders through the
application of its innovating excellence process.”
QUALITY PROGRESS
I JULY 2003 I 53
MALCOLM BALDRIGE NATIONAL QUALITY AWARD
Overall Customer Satisfaction
FIGURE 3
9
8.8
8.7
8.5
8.4
8.3
8
8.5
8.3
8.4
8.3
8.7
8.7
8.5
8.4
8.1
7.5
7.7
7.6
8.0
7.8
7.6
7
6.5
eKG average score
Competitors’ score
Branch-Smith score
Goal
6
5.5
5
1996
1997
1998
2000
2001
2002
Notes: eKG is a company that specializes in customer surveys
for the printing industry. No data are available for 1999.
Average Employee Satisfaction
FIGURE 4
100%
90
90
80
80
77
70
60
80
80
82
84
90
85
90
87
86
81
Information and Analysis
67
50
40
Overall satisfaction
Benchmark
Stretch goal
30
20
10
0
1996
54
I JULY 2003 I www.asq.org
manager, who asks the responsible department to
determine the cause of the complaint.
Customer relationships are further enhanced
and developed during the senior managers’ annual
visits to key customers. When a senior manager
meets with a customer, he or she assesses the customer’s needs and satisfaction level and ensures
Branch-Smith is aligned with the customer’s strategic goals and objectives.
The printing division evaluates its approach to
customer relationship management through use of
a variety of tools, the most significant being its
annual customer satisfaction survey. The questions
are focused around the following six key customer
requirements, ranked in order of importance:
1. Product quality.
2. Reasonable prices.
3. Reliability.
4. Responsiveness.
5. Interpersonal relationship.
6. Added value.
The survey asks customers to rank their satisfaction, on a 10-point scale, with Branch-Smith’s performance, the performance of Branch-Smith’s
competitors and the importance of the above elements.
Figure 3 illustrates overall customer satisfaction
with Branch-Smith Printing, competitors and all
respondents. As a result of implementing its production management software in 1998, the company was able to significantly widen the gap between
itself and its competitors.
1997
1998
1999
2000
2001
Branch-Smith gathers an abundance of information to help it provide excellent customer service at
the lowest possible cost. The company’s printing
management software is designed to capture shop
floor data throughout the day. The time and material needed for jobs are first estimated in the system
and eventually help design the electronic job plans
that manage workflow. As employees work, they
enter the process they’re performing, the quantity
produced, the materials used and whether it is a
customer chargeable, price of nonconformance
(PONC) or other nonchargeable activity.
Productivity and other customer and employee
data are tracked using the company’s QID. Customer surveys, ISO 9000:2000 internal and registrar
audits and the Texas Award for Performance
Excellence and Baldrige feedback reports can even
be entered into the QID for analysis purposes.
One way Branch-Smith uses the data it gathers is
as part of its annual SPP. The company compares
its measures to those of comparable companies in
the printing industry as well as external best in
class sources. It uses the PDCA cycle to benchmark
processes and approaches.
Human Resource Focus
Branch-Smith’s primary way to determine
employee satisfaction is through its annual survey.
The survey addresses communication, management, customer focus, quality, job responsibility
The company widened the
gap between itself and its
competitors after implementing its production
management software.
and training, procedures and processes, teamwork
and overall satisfaction. Employees rate their
agreement with 50 statements in these categories;
ratings of less than 60% agreement are focused on
for improvement. Figure 4 illustrates the company’s employee satisfaction ratings.
Branch-Smith supports high employee performance in a variety of ways. Its “Caught in the Act”
award gives employees a chance to recognize their
co-workers who go above and beyond their usual
job duties. Special events, bulletin boards and the
employee newsletter are other ways the company
recognizes the accomplishments of employees and
teams. It also has an employee suggestion program, which rewards employees who contribute
ideas to reduce costs, increase customer or employee satisfaction, save money, or improve quality,
reliability, customer service or processes.
Though these things are important to maintaining employee satisfaction, the employee survey
FIGURE 5
Quality Improvement Process
Identify
the problem
Analyze
the cause
Evaluate
effectiveness
Plan the
n
implementatio
Select
the solution
shows the most important and effective recognition approach is through informal pats on the back
from leaders for jobs well-done.
Besides its strong commitment to employee
recognition, Branch-Smith is also dedicated to
employee education, training and development. Its
training approach consists of seven elements:
1. New employee orientation, which includes a
job specific introduction to safety and ISO 9000
work instructions.
2. Divisionwide annual safety training.
3. Specific career training with required training
events.
4. Quality training for new employees.
5. Monthly departmental meetings that focus on
the issues related to new or revise …
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