This last discussion has two parts. First, please read this article (in the TROY library, it’s under ABI Informs, just type in the title, or use the direct link in the Library Guide).The Total Quality Journey: By Invitation Only? (Matejka, Brooks & Gates, 1993). This article asks what it takes to get people involved in CI – continuous improvement. Please read the article, then note in a paragraph what you have seen/what you can do in your current situation based on the challenges presented in the article. What can you do get people interested and involved? If you wish, you may consider this in terms of the SWOT – your strengths, developmental areas, opportunities, and threats.The second part is about YOU: SO WHAT? 1) After all, you have covered in this class, what difference does this make to you, personally and professionally? Please (specifically) interpret what is now different for you.2) What was new or surprising?3) What was the most useful?4) How will you use this information? 5) What difference will YOU make? Remember your APA citations and references.Usually, I do not comment here; I need to know what you learned and how you can make a difference. Your post, comment, and reflection are required as usual.Patrick Carsten Oct 3, 2020 at 12:49 AMCarsten – Post 1 – Getting people engaged, and SO WHAT? (Initial)First Part:I can say I had seen all three of these behaviors: indicting, infighting, and inciting when I worked at Walmart. Indicting was used on an employee who worked for Walmart for 16 years and was fired because she was warned three times for stocking her isles too slowly. Infighting was one of the biggest problems at Walmart between new employees and seasoned ones. Some seasoned employees got mad when the new employees made mistakes, so instead of teaching the new employee the correct way to do things, the old employees complained to others and management. Inciting was used all the time by management. For example: if tasks were not completed on time before one’s shift was over, all department employees had to stay and complete the work, then report later the following day because overtime was not authorized. To make a change at any local store begins with the type of store manager one has either he or she is open to ideas, or he or she is all about productivity and profits. Matejka, Gates, and Brooks (1993) asked whether management knows what is happening within their organization regarding changes. One sees all the press releases stating all the changes Walmart’s leadership instituted to improve employees’ conditions. Still, those extraordinary breakthroughs never seem to make it down to the local stores. One of the only ways to affect real change at Walmart relating to inciting, infighting, and indicting is to vote to have a union. Unfortunately, one store already did that, and Walmart closed the store in response (unofficially). Walmart already employs Lean Six Sigma, but in my opinion, they are not using the methodology to its full extent. Walmart does have a website for employees to recommended suggestions for changes, but I feel those ideas just get dumped into the trash because wages have been a big issue; hourly employees have complained about to management and have held protests to the same, but the hourly wage increase did not come until social media and news outlets bombarded Walmart. I would also suggest that the store managers get to know their employees first-hand and not just be what is in a file or application. One of the most challenging things to do in the business world is to get employees interested and involved in a change. First, to get employees interested or involved in any situation, there needs to be trust established between management and hourly workers. I can support the change and invite others to follow, and if I know more about the change, I can teach or explain it to others. As a manager, I can hold meetings to explain why the change is needed and the benefits of getting buy-in from the employees. Invite seasoned employees to help implement the change to show that their involvement is critical for the organization’s transition. Hold quarterly training sessions to make sure employee’s knowledge base is being kept up to date. Second Part: 1) After all, you have covered in this class, what difference does this make to you, personally and professionally? Personally, this course provided me with the understanding and ability to contribute to any organization I work for, such as knowing how to apply Six-Sigma and what benefits this process can make to a business and PDSA, which I like the most because it is a step-by-step process which fits my personality and method of doing things because of my military background. Professionally, I am currently not working, so, no difference at this time. My knowledge base about how quality affects an organization, be it by costs, tools, or processes, has been extended.2) What was new or surprising?The things that surprised me the most were how many quality tools and processes an organization has at its disposal, such as Lean Six Sigma (DMIAC) and PDSA. Going through my Project Management concentration, I have seen the use of quality tools such as charts and graphs, but the shire volume of how many tools can be used to solve a problem or help the decision-making process was mind-blowing. But the one thing I noticed was that most of the quality tools did the same function and provided the same methods and results.3) What was the most useful?The one thing or item I found the most useful was the 2019-2020 Baldrige Excellence Framework book because I was unaware of this book. It provides a complete breakdown or step-by-step guide for organizations to achieve results that can improve an organization’s process and help make them sustainable for the future.4) How will you use this information? How I use the information I have acquired during this course will depend on my job. I suppose I will look closely at how leadership views the quality of its products and personal. If processes are lagging, I will suggest using Lean Six Sigma or ISO 9000 if the organization is not already using either or and determining which quality tools such as charts, inspections, and audits are being used to eliminate errors and defects. I will use my skills to write proposals to management to help provide internal innovation.5) What difference will YOU make? At the moment, it is hard to say, but as they say, it only takes one person to get the ball rolling to make a change in life or business. Depending on the job I have, if all other personnel are go with the flow sort of people, I could shake things up myself and, hopefully, inspire others to submit ideas for change within the organization. According to Summers (2018), to create an output process improvement, it takes value input.ReferencesMatejka, K., Gates, L., & Brooks, L. (1993). The total quality journey: By invitation only? Management Decision, 31(5), 60. doi:…Summers, D. C. (2018). Quality (6th ed.). NY, NY: Pearson Education.

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