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Dr. David A. Garvin Garvin is currently a Professor of Business Administration at the Harvard Business School and has taught courses in general management and operations strategy in the MBA and Advanced Management programs. He has also taught in executive education programs and consulted for over fifty organizations. Professor Garvin's research interests lie in the areas of general management and strategic change. He is especially interested in organizational learning, business and management processes, and the design and leadership of large, complex organizations. He is the author or co-author of nine books. He is a three-time winner of the McKinsey Award, given annually for the best article in Harvard Business Review, and a winner of the Beckhard Prize, given annually for the best article on planned change and organizational development in Sloan Management Review. Recent Studies: Learning Organizations Garvin is studying how companies pursue continuous improvement through efforts to stimulate organizational learning. He has found the following activities to be common in so-called learning organizations: intelligence gathering; experimentation; learning from experience; learning from the best practice of others; systematic problem solving; and transferring knowledge internally. The most successful organizations have developed a wide range of mechanisms and tools to support these activities, among them demonstration projects, simulations, internal benchmarking, and incentive systems that encourage risk-taking, as well as innovative approaches to measuring learning. Managing Processes Garvin is examining the nature and use of managerial and organizational processes-the means by which work is accomplished—including strategic processes that chart corporate direction, resource allocation processes that distribute funds, decision-making processes that resolve conflicts and select among alternatives, managerial processes that negotiate roles and responsibilites and oversee and orchestrate work, and change processes that fundamentally revamp and improve organizational performance. The general manager's role is to set these processes in motion, monitor them continuously, and shape and direct them as they unfold over time. Modern Giants To better understand the leadership of large, complex organizations, David A. Garvin, together with eight other HBS faculty, is studying a small number of high-performing, innovative, multinational corporations. The group is looking at such critical challenges as managing scale and scope, the introduction and development of new businesses, maintaining high levels of growth at larger and larger sizes, rationalization and restructuring, and ensuring speedy decision making without sacrificing quality and control. Much of the research will focus on the core processes of strategy development, business creation, resource allocation/capital budgeting, and governance and control. Also important to note Garvin’s 8 Dimensions of Quality. 1. Performance 2. Features 3. Reliability 4. Durability 5. Conformance 6. Serviceability 7. Aesthetics 8. Perceived Quality W. Edwards Deming Statistical control student of Dr. W.A. Shewart. After WWII, Deming was invited by the Japanese gov’t to come over and give a series of lectures on quality control to help Japanese engineers reindustrialize the country. A key tenet of Deming’s approach is to reduce variability in the manufacturing process. Management involvement is another key tenet. To quote him: 'The courses were well-received by engineers, but management paid no attention to them. Management did not understand that they had to get behind improvement of quality and carry out their obligations from the top down. Any instabilities can help to point out specific times or locations of local problems. Once these local problems are removed, there is a process that will continue until someone changes it. Changing the process is management's responsibility. And we failed to teach them that.'(1) Most prestigious Japanese award named “Deming Prize,” a medal that recognizes organizations that have excelled in TQM. Also known for the 14 points: 1. Create a constancy of purpose toward improvement of prod/serv with a plan to become competitive, stay in business and provide jobs. 2. Adopt new philosophies – no accepted level of delay, mistake, defective material or workmanship. 3. Cease mass inspection and replace with statistical evidence that quality is built in. 4. Stop awarding business on price. Depend on measures of quality with price. 5. Continuously increase systems of production and service to increase quality and productivity and thus lower cost. 6. Use modern methods of training. 7. Use modern methods of supervision. 8. Drive out fear so all work effectively. 9. Eliminate organizational barriers – team work 10. Eliminate arbritrary numerical goals, posters and slogans that seek new level of production without providing the methods. 11. Eliminate work standards and numerical quotas. 12. Remove barriers that rob employees of pride of workmanship 13. Start a vigorous program of education and training. 14. Create a structure that will push 13 prior points daily. Awards: In 1956 Deming was awarded the Shewhart medal by the American Society for Quality Control. Four years later, Deming's teachings were widely known in Japan and the Emperor awarded him the Second Order of the Sacred Treasure. Died in 1993 Dr. Joseph Juran In 1951 his first Quality Control Handbook was published and led him to international eminence. Chapter 1 of the book was titled The Economics of Quality and contained his now famous analogy to the costs of quality: 'there is gold in the mine'. Again like Deming, Juran was invited to Japan in the early 1950s by the Union of Japanese Scientists and Engineers (JUSE). He arrived in 1954 and conducted seminars for top and middle-level executives. His lectures had a strong managerial flavor and focused on planning, organizational issues, management's responsibility for quality, and the need to set goals and targets for improvement. He emphasized that quality control should be conducted as an integral part of management control. There are many aspects to Juran's message on quality. Intrinsic is the belief that quality does not happen by accident, it must be planned. Juran sees quality planning as part of the quality trilogy of quality planning, quality control and quality improvement. The key elements in implementing company-wide strategic quality planning are in turn seen as identifying customers and their needs; establishing optimal quality goals; creating measurements of quality; planning processes capable of meeting quality goals under operating conditions; and producing continuing results in improved market share, premium prices, and a reduction of error rates in the office and factory.
Approximate Word count = 4014
Approximate Pages = 16.1
(250 words per page double spaced)
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