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APQC/AME Benchmarking CoP: Knowledge Management in Manufacturing Open Session

During APQC's 2012 knowledge management conference, APQC and AME (the Association for Manufacturing Excellence) held a special session of the Benchmarking Community of Practice to discuss the challenges facing U.S.

Type: Presentations  Topics: Knowledge Management (KM), Knowledge and Information Management, Manufacturing, Supply Chain Management  Processes: 4.0 Deliver Products and Services, 12.2 Benchmark performance, 12.0 Manage Knowledge, Improvement, and Change, 12.3 Develop enterprise-wide knowledge management (KM) capability, 4.3 Produce/Manufacture/Deliver product 
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APQC Business Excellence Community Call April 2012

This recorded presentation of APQC's April 2012 Business Excellence Community Call features John Tesmer discussing highlights of the following hot topics identifed by 140+ participants in APQC's Voice of the Customer ...

Type: Presentations  Topics: Benchmarking, Business Excellence, Process  Processes: 12.2 Benchmark performance, 12.0 Manage Knowledge, Improvement, and Change, 12.4.3 Implement change, 12.4 Manage change, 12.4.3.2 Reengineer business processes and systems 
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APQC Business Excellence Community Call April 2012 (Slides)

These slides from APQC's April 2012 Business Excellence Community Call highlight the following hot topics identifed by 140+ participants in APQC's Voice of the Customer research.  Breaking Through Silos: ...

Type: Presentations  Topics: Benchmarking, Business Excellence, Process  Processes: 12.2 Benchmark performance, 12.0 Manage Knowledge, Improvement, and Change, 12.4.3 Implement change, 12.4 Manage change, 12.4.3.2 Reengineer business processes and systems 
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The Intel Quality Award

The Intel Quality Award (IQA) is awarded to groups within Intel that innovate, pursue continuous improvement, and uphold the organization's core values.

Type: Case Studies  Topics: Local/State/National Quality Awards, Business Excellence, Quality, Quality Assessment, Recognition and Rewards Programs, Human Capital Management, Rewards and Recognition Programs  Processes: 12.2.1 Conduct performance assessments, 12.0 Manage Knowledge, Improvement, and Change, 12.2 Benchmark performance, 6.4.1.6 Reward and motivate employees, 6.4 Reward and retain employees, 6.4.1 Develop and manage reward, recognition, and motivation programs  Industry: Computers, Electronics, Semiconductors, Telecommunication 
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How Intel Rewards Continuous Improvement and Connects Employees to Best Practices

Intel is the world’s largest semiconductor chip maker, designing and manufacturing a range of computing and communications products.

Type: Case Studies  Topics: Benchmarking, Business Excellence, Continuous Improvement, Process, Local/State/National Quality Awards, Quality, Quality Assessment, Recognition and Rewards Programs, Human Capital Management, Rewards and Recognition Programs, Portals and Collaboration, Knowledge and Information Management, Information Technology  Processes: 1.1.3.1 Analyze organizational characteristics, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 1.1.3.2 Create baselines for current processes, 12.2.1 Conduct performance assessments, 12.0 Manage Knowledge, Improvement, and Change, 12.2 Benchmark performance, 12.2.2 Develop benchmarking capabilities, 12.2.3.3 Measure performance against benchmarks, 12.2.3 Conduct process benchmarking, 12.2.4 Conduct competitive benchmarking, 12.3.4.3 Identify specific IT requirements, 12.3 Develop enterprise-wide knowledge management (KM) capability, 12.3.4 Design and launch KM projects, 6.4.1.6 Reward and motivate employees, 6.4 Reward and retain employees, 6.4.1 Develop and manage reward, recognition, and motivation programs  Industry: Computers, Electronics, Semiconductors, Telecommunication 
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Sample Cost of Quality Calculations

Calculating the cost of quality is a tricky task. This article offers example calculations and perspectives from other organizations attempting to quantify the value of quality within their businesses.

Type: Benchmarks and Metrics  Topics: Quality Control, Business Excellence, Quality, Measurement, Measurement, Quality Assessment, Quality Measurement  Processes: 1.1.3.2 Create baselines for current processes, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 1.1.3.3 Analyze systems and technology, 1.3.4 Establish high-level measures, 1.0 Develop Vision and Strategy, 1.3 Manage strategic initiatives, 12.1.1.1 Establish performance measures, 12.1 Create and manage organizational performance strategy, 12.1.1 Create enterprise measurement systems model, 12.1.1.2 Establish performance monitoring frequency, 12.1.1.3 Set performance targets, 12.2.1 Conduct performance assessments, 12.0 Manage Knowledge, Improvement, and Change, 12.2 Benchmark performance, 4.1.9 Develop quality standards and procedures, 4.0 Deliver Products and Services, 4.1 Plan for and acquire necessary resources (Supply Chain Planning), 4.2.4.4 Monitor quality of product delivered, 4.2 Procure materials and services, 4.2.4 Appraise and develop suppliers, 4.4.4 Ensure quality of service, 4.4 Deliver service to customer  Industry: Aerospace, Computers, Construction, Electronics, Machinery, Machinery Equipment, Mining, Non-Profit, Research Organization, Semiconductors, Service (General) 
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Use Measures to Promote a Culture of Quality

Measures can be motivators. This article describes how organizations can implement measures as part of an effort to develop a culture of quality within the enterprise.

Type: Best Practices and Business Drivers  Topics: Quality Control, Business Excellence, Quality, Change Management, Organization and Management, Measurement, Measurement, Quality Assessment, Quality Measurement, Culture  Processes: 1.1.3.2 Create baselines for current processes, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 1.1.3.3 Analyze systems and technology, 12.1.1.1 Establish performance measures, 12.1 Create and manage organizational performance strategy, 12.1.1 Create enterprise measurement systems model, 12.1.1.2 Establish performance monitoring frequency, 12.1.1.3 Set performance targets, 12.2.1 Conduct performance assessments, 12.0 Manage Knowledge, Improvement, and Change, 12.2 Benchmark performance  Industry: Computers, Construction, Electronics, Machinery, Machinery Equipment, Mining, Non-Profit, Research Organization, Semiconductors 
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Focus Quality Measures on Value-Added Activities and Core Strategic Objectives

Organizations can measure everything under the sun, but if those measures aren't focused on value-added activities and strategic objectives, the organization may not get the return on investment it desires.

Type: Best Practices and Business Drivers  Topics: Quality Control, Business Excellence, Quality, Strategic Planning, Organization and Management, Measurement, Measurement, Quality Assessment, Quality Measurement  Processes: 1.1.3.2 Create baselines for current processes, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 1.1.3.3 Analyze systems and technology, 1.1.4.1 Align stakeholders around strategic vision, 1.1.4 Establish strategic vision, 1.2.4 Coordinate and align functional and process strategies, 1.0 Develop Vision and Strategy, 1.2 Develop business strategy, 1.3.4 Establish high-level measures, 1.3 Manage strategic initiatives, 12.1.1.1 Establish performance measures, 12.1 Create and manage organizational performance strategy, 12.1.1 Create enterprise measurement systems model, 12.1.1.2 Establish performance monitoring frequency, 12.1.1.3 Set performance targets, 12.2.1 Conduct performance assessments, 12.0 Manage Knowledge, Improvement, and Change, 12.2 Benchmark performance, 12.4.2.6 Establish metrics, 12.4 Manage change, 12.4.2 Design the change, 12.4.3.4 Monitor change, 12.4.3 Implement change, 12.4.4.1 Monitor improved process performance, 12.4.4 Sustain improvement  Industry: Computers, Construction, Electronics, Machinery, Machinery Equipment, Mining, Non-Profit, Research Organization, Semiconductors 
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Report Quality Measures at Least Quarterly and Other Keys to Effective Reporting

Organizations need to report quality measures at least quarterly to executives and even more often to management and other roles within the business.

Type: Best Practices and Business Drivers  Topics: Quality Control, Business Excellence, Quality, Measurement, Measurement, Quality Assessment, Quality Measurement  Processes: 1.1.3.2 Create baselines for current processes, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 1.1.3.3 Analyze systems and technology, 12.1.1.1 Establish performance measures, 12.1 Create and manage organizational performance strategy, 12.1.1 Create enterprise measurement systems model, 12.1.1.2 Establish performance monitoring frequency, 12.1.1.3 Set performance targets, 12.2.1 Conduct performance assessments, 12.0 Manage Knowledge, Improvement, and Change, 12.2 Benchmark performance  Industry: Computers, Construction, Electronics, Machinery, Machinery Equipment, Mining, Non-Profit, Research Organization, Semiconductors 
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Allow Business Units to Establish Customized Targets for Enterprise Quality Measures

Although enterprise quality measurement programs are best managed from the top of an organization, business units should be given some autonomy to choose their own measurement targets and other details about how each ...

Type: Best Practices and Business Drivers  Topics: Quality Control, Business Excellence, Quality, Measurement, Measurement, Quality Assessment, Quality Measurement  Processes: 1.1.3.2 Create baselines for current processes, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 1.1.3.3 Analyze systems and technology, 12.1.1.1 Establish performance measures, 12.1 Create and manage organizational performance strategy, 12.1.1 Create enterprise measurement systems model, 12.1.1.2 Establish performance monitoring frequency, 12.1.1.3 Set performance targets, 12.2.1 Conduct performance assessments, 12.0 Manage Knowledge, Improvement, and Change, 12.2 Benchmark performance, 12.4.2.6 Establish metrics, 12.4 Manage change, 12.4.2 Design the change  Industry: Computers, Construction, Electronics, Machinery, Machinery Equipment, Mining, Non-Profit, Research Organization, Semiconductors 
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