Maturity Assessment for Management Systems
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Questions and Answers

What percentage of the stretched goals in the balanced scorecard must be achieved at mid-year and year-end?

  • 100%
  • 50%
  • 80% (correct)
  • 90%

How are ideas managed within the organization?

  • A departmental idea management system logs, evaluates, and implements ideas. (correct)
  • Ideas are only discussed during annual meetings.
  • Ideas are evaluated via email feedback.
  • Only management can log ideas for approval.

What is required for big ideas that involve financial resources?

  • Immediate implementation without evaluation.
  • Elevation to management for approval. (correct)
  • Direct communication with all employees for feedback.
  • Documentation in a public forum for transparency.

What is the primary purpose of Level 1 management meetings in the daily management system?

<p>To discuss daily operational updates (A)</p> Signup and view all the answers

Which of the following best describes the focus of the continuous improvement (CI) program?

<p>Affiliated companies and suppliers are essential for full value chain performance. (A)</p> Signup and view all the answers

How often are balanced scorecard performance management discussions held between managers and subordinates?

<p>Monthly (A), Biannually (B)</p> Signup and view all the answers

Which color indicates that less than 80% of the stretched target has been achieved in the performance evaluation?

<p>Yellow (A)</p> Signup and view all the answers

Which of the following objectives does a Gemba walk primarily serve?

<p>To observe processes and identify improvement areas (D)</p> Signup and view all the answers

What role does the balanced scorecard review sheet play in the performance management process?

<p>It summarizes goals and performance ratings for KPIs (A)</p> Signup and view all the answers

What is a key component of the training provided to affiliated companies under the CI program?

<p>Continuous improvement modules. (C)</p> Signup and view all the answers

What is the long-term vision for company objectives described in the content?

<p>A thorough understanding of three- to five-year plans. (C)</p> Signup and view all the answers

What element is essential to ensure effective department KPI feedback?

<p>Regular project progress reviews (C)</p> Signup and view all the answers

How often are external maturity assessments conducted for affiliated companies?

<p>Twice a year. (A)</p> Signup and view all the answers

In conducting continuous improvement maturity assessments, what does the round-robin roster imply?

<p>Multiple departments assess each other in turn (C)</p> Signup and view all the answers

What is a key feature of the agendas followed during management meetings?

<p>Set agendas are followed, and minutes are accurately kept (C)</p> Signup and view all the answers

What is a significant outcome of Gemba walks?

<p>Generation of action items for process improvement (A)</p> Signup and view all the answers

What is the purpose of conducting internal assessments quarterly using the round-robin roster?

<p>To draw up actions for improvement based on results (B)</p> Signup and view all the answers

Which of the following is NOT included in Leader Standard Work (LSW)?

<p>Personal development plans for each employee (C)</p> Signup and view all the answers

How often are Service Level Agreements (SLAs) updated based on the previous year's performance?

<p>Annually (C)</p> Signup and view all the answers

What is the primary objective of regular multi-level meetings (MLMs) conducted by senior management?

<p>To review business performance and plan improvements (A)</p> Signup and view all the answers

Which statement best describes how people engagement is measured in ideas implementation?

<p>By the quantity of ideas generated from teams (C)</p> Signup and view all the answers

Which element is essential for effective tracking of Leader Standard Work (LSW)?

<p>Scheduling and tracking of LSW activities (D)</p> Signup and view all the answers

In the context of SLAs, what is included in the balanced scorecard?

<p>Measurable performance criteria from SLAs (A)</p> Signup and view all the answers

What is an expected outcome of the action plans prepared for multi-level meetings (MLMs)?

<p>Achieving business objectives and strategic goals (D)</p> Signup and view all the answers

Flashcards

Daily Management System

A system with different levels of meetings (team, department, hospital) to manage daily functions and tasks, occurring at specific times.

KPI Meetings

Meetings held at various levels to track Key Performance Indicators (KPIs), with different frequencies (weekly / monthly / quarterly), for performance management.

Performance Management Discussions

Formal discussions between managers and subordinates, using a balanced scorecard, to review individual performance.

Balanced Scorecard Review

A tool (sheet) used to assess performance and goals based on KPIs, by using ratings from 1 to 7 per goal.

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Gemba Walks

Scheduled walks by managers to observe work areas, coach, and identify areas for improvement for each department.

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Continuous Improvement Maturity Assessments

Assessments conducted in each department to evaluate the level of continuous improvement processes within a department.

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Meeting Agendas & Minutes

Structured meetings with clearly defined topics, followed up by accurate records to ensure effective communication and tracking.

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Project Progress Reviews

Regular checks on project milestones and deliverables for ensuring the project stays on track and on time.

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Round-Robin Roster

A method used for internal assessments, where different teams take turns conducting the assessments.

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Maturity Assessments

Evaluations conducted to assess the level of continuous improvement processes within a department.

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Leader Standard Work (LSW)

Documented and performed routines for team leaders and managers, covering daily, weekly, monthly, and yearly activities.

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LSW Activities

Examples include Kronos time sheets, staff planning, daily huddles, Gemba walks, project meetings, and continuous improvement activities.

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Service Level Agreements (SLAs)

Formal agreements between departments or with external suppliers, outlining performance criteria and expectations.

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Balanced Scorecard

A tool used to measure and track performance based on KPIs (Key Performance Indicators) related to SLAs.

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Multi-Level Meetings (MLMs)

Regular meetings held by senior management to review business performance and plan improvement.

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People Engagement in Ideas

Evidence of team member participation in generating and implementing improvement ideas.

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Huddle Discussions

Regular team meetings where everyone participates in discussing visual graphs, daily issues, long-term trends, solutions, and ideas.

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Idea Management System

A formal system for collecting, evaluating, and implementing ideas from employees, with feedback and approval processes.

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Company Platform for Idea Sharing

An online or internal system where employees can share ideas company-wide, ensuring everyone is informed.

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CI for Affiliated Companies

Expanding the continuous improvement program to include all external suppliers and partners essential to the value chain and patient experience.

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Affiliated Company CI Plans

Developing individual continuous improvement plans for each affiliated company, tailored to their specific role and challenges.

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Stretched Balanced Scorecard Goals

Challenging targets set for various performance areas, aiming to achieve a high level of improvement, tracked using a visual system with green, yellow, and red indicators.

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Long-Term Vision & Strategy

A clear understanding of the organization's long-term vision, strategy, and objectives, shared with all employees, with plans spanning three to five years.

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100% Balanced Scorecard Goal Achievement

Meeting all set goals across all balanced scorecard clusters, signifying a high level of performance across the entire department.

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Study Notes

Maturity Assessment

  • The document outlines a five-level maturity assessment for building a daily management system
  • The assessment measures how well a company applies best practices for continuous improvement
  • Maturity levels describe the performance level relative to best practice.

Maturity Levels

  • Level 1: Novice - Companies at this level are "just in business" with no clear management system. They use phrases like "We have no time for this" and "this is how it's always been done". Instructions are given by superiors, with little manager care for employee performance. Teams lack coordination and often duplicate effort.
  • Level 2: Learning - Companies in this phase start with singular improvement efforts or multiple unrelated initiatives. Employees use phrases like "We've never thought about it this way." The organizational structure is defined, and each person's responsibilities are clear. Employees are generally positive about following instructions and are willing to contribute ideas.
  • Level 3: Competent - Companies at this stage adopt world-class thinking, improving productivity, cost, quality, and client relationships. Objectives are clearly defined at each company level. Performance-driven teams are common, supported by visual management. Managers use coaching to guide team performance.
  • Level 4: Sophisticated - Companies in this phase use classical performance-driven teams, with coordinated efforts toward common goals. Work across departments is seamless and communication is transparent.
  • Level 5: World-Class - These companies embrace change and are highly flexible, responsive to external demands. Executives and front-line staff understand and actively contribute to company goals. The company encourages both top-down and bottom-up teamwork. Continuous improvement activities span across the entire organization.

Maturity Assessment Criteria

  • Detailed evaluation criteria are listed for levels 1 through 5. (Note): Criteria are not summarized here due to extensive nature of the document. These detail specific standards of organizational structure, communication, goal achievement, performance, and managerial practices. Each level outlines specific metrics and characteristics that define its stage of development.

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Chapter 2 – Maturity Assessment PDF

Description

This quiz evaluates maturity levels in building a daily management system. It outlines five levels, from novice to advanced, assessing how companies apply best practices for continuous improvement. Gauge your understanding of organizational maturity and management effectiveness.

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