¿Cuáles son las mejores prácticas y herramientas para implementar TQM y balanced scorecard en su industria?

I've used a version of SWOT that's inspired by Appreciative Inquiry. First, the team brainstorms and discusses answers to the question, "What are we good at right now?" Then we do the same for "What challenges do we face right now?" Finally, we brainstorm and discuss responses to "How can we leverage our present strengths to meet this challenges?" I find that focusing on strengths and challenges creates a lot of energy within the team.

Estabelecer o planejamento estratégico da organização é de suma importância para continuidade e longevidade dos negócios, a estratégia estabelece os caminhos e até os atalhos para alcançar o estado pretendido. Existem muitas ferramentas que podem ajudar a estabelecer a visão estratégica, o Balanced Scorecard - BSC é uma metodologia de a gestão que estabelecer indicadores de performance sob quatro perspectivas, são elas: Clientes, Financeiro, Processos Internos, Aprendizado e Crescimento. Já o SWOT é uma ferramenta clássica da administração, cujo objetivo é identificar os fatores internos, para que estes possam ser um diferencial competitivo e, mapear os fatores externos para converte-los em oportunidades de negócio.

One of the first initiatives I work through with clients is what I call "getting the charts on the wall". The team selects a set of metrics consistent with the four perspectives mentioned above. Then the team is charged with doing the work necessary to produce and post a chart (a line graph, a bar chart, a pie chart, etc.) that shows the behavior of each metric over time. The posting and communication of the charts is the essential piece here.

The list of elements and tools above is a good one but it can be overwhelming to a management team that's just getting started. Here's how to start your TQM "system"...go out on the shop floor and hold a conversation with as many operators, techs, and laborers as you have time for that starts with this question: "What frustrates you the most out here as you work to make a good product for our customer?" Do it again the next day and again the day after. Then go back out and tell all those same folks, "We're going to create some teams to get rid of those frustrations you told me about the other day. You interested in taking part?" Voila! You've started a TQM initiative!

This is (or should be) the easy part. Once a month or so, you pull the leadership team together at the communications board where you have your charts posted. The team reviews each chart, answering the question, "Are we getting better, staying the same, or getting worse?" Then it discusses answers to these questions: "If we're getting better, how do we sustain those gains?" "If we're staying the same or getting worse, what's going on and what do we do about it?" It's the regularity of holding these conversations that makes the difference.