Processes for Effective Organizational Change Research Paper by Quality Writers

Processes for Effective Organizational Change
An analysis of methodologies and systems relating to quality extension and effective organizational change.
# 103891 | 3,422 words | 16 sources | APA | 2008 | US
Published on May 29, 2008 in Business (Management)

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This paper discusses process improvement, business process reengineering and quality management systems. It examines the Six Sigma, total quality management and Toyota production systems and emphasizes the process mapping, kaizen and takt concepts. The paper concludes that these methodologies and systems all speak to the same business competencies and priorities related to quality extension and permanent and effective organizational change.

Table of Contents:
Process Optimization and Continuous Improvement:
Quality Systems and Control
Kaizen as Permanent Change
Process Improvement
Six Sigma Control & Improvement Processes
Toyota Production System

From the Paper:

"The core principles of all these systems and methodologies are change and process improvement. Without the willingness on the part of the organization to embrace change not as an ad hoc, one-off affair but as part of its operational philosophy, a competitor commits itself to a state of constant review and questioning. Many of these methodologies and tools in fact work well together or in tandem. For example, Six Sigma complements TPS in several strategic ways in that it emphasizes measurable results that are reproducible. Additionally, Six Sigma's focus on process improvement is directly relevant to TPS' emphasis on Kaizen as an ongoing process improvement effort that never ceases. Finally, Six Sigma institutes a highly refined goal to reduce variance in a production system to an extremely low incidence rate which directly equates with increases in quality. TPS is centered on the concept of removal of variance within upper and lower control limits at every point in the production process. Thus, these two systems in particular but all of them to a degree, are dedicated to refining business processes and trimming excess resource commitment and, by extension, costs."

Sample of Sources Used:

  • Avery, Christine, and Diane Zabel. (1996). The Quality Management Sourcebook: An International Guide to Materials and Resources. New York: Routledge.
  • Beckford, J. (2002). Quality. London: Routledge.
  • Beinhocker, e., and Kaplan S. (2002). Tired of Strategic Planning? Many Companies Get Little Value from Their Annual Strategic-Planning Process. The McKinsey Quarterly , 49+.
  • Chen, G. (2005). Management Practices and Tools for Enhancing Organizational Learning Capability. SAM Advanced Management Journal 70.1, 4+.
  • Eckes G. (2001). The Six Sigma Revolution: How General Electric and Others Turned Process into Profits. New York: Wiley.

Cite this Research Paper:

APA Format

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MLA Format

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