| The QPI Model
For "Virtual Management" |
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QPI is the acronym for Quality and Productivity Improvement. It is a basic
tenet of the QPI System that Quality and Productivity Improvement
go hand in hand. |
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Quality is simply defined as the appropriate output of processes. In this
context, quality does not simply apply to the finished product that is
delivered to the consumer. Quality applies to all intermediate services
and products involved in the entire organization. Customers are both internal
and external and quality measurements apply to any and all processes involved
in the company. |
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The biggest problem facing any organization is to have decision making
processes in place so that "good decisions" are made throughout the organization
on a timely basis. Much has been learned over the years from many disciplines
about what is involved in a "good decision". |
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Profound knowledge from dynamical systems theory, organizational theory,
psychology, statistical quality control and other disciplines have contributed
to the understanding of what goes into the making of a good decision. |
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When any person or group of people is engaged in the making of a decision
there needs to be a set of clear criteria as to whether or not the decision
is "good" or not. |
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We have developed a particular "Virtual Management" System, called the
QPI System, whereby a set of Seven QPI Principles provide the criteria
to judge any decision throughout the organization. |
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The Seven QPI Principles are derived from the deepest and most profound
knowledge we have learned about dynamical business organizations to date.
See the QPI Principles. |
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We do not claim this is the only system that would work for management.
It is one such system that is being practiced with significant success
today. |
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There are other models that have proven to be seriously deficient and there
may be other models that are equally successful. |
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The Seven QPI Principles can be divided into two categories: |
Category One
- The first three QPI Principles are disarmingly simple in their statement,
but profoundly difficult to fully understand and implement. A basic understanding
of these three Principles will generally force the decision making processes
to gravitate to a teamwork type of system and will also encourage some
very in-depth and profound analysis of the organization. But, even at a
beginning level, managers find themselves making very different decisions
based on the profound implications embodied in these three Principles.
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Category Two
- The last four QPI Principles have their roots in certain business management
theories, particularly those formulated by such people as W. Edwards Deming,
Walter Shewhart, Ichak Adizes, Rafael Aguayo, and others. There is a deep
profound knowledge embedded in these four QPI Principles and they too can
seem disarmingly simple, but yet challenging when put into practice.
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QPI Principle Number Six is perhaps the most counterintuitive and difficult
of all the QPI Principles to understand and yet it is the Principle that
can have the most immediate positive impact on any organization. It is
the Principle that lays at the foundation of much of the teachings of the
late W. Edwards Deming. |
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It has been our experience that an initial understanding of the QPI Principles
can be achieved in a matter of a few days of QPI self-study or a QPI Seminar.
However, a full understanding and appreciation of the QPI Principles takes
considerably longer. While one can derive immediate benefits from the application
of the QPI Principles, generally speaking it will take an organization
a substantial length of time to fully implement and fully benefit from
the QPI Principles. |
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Just as the environment is changing, and organizations are changing and
growing, it takes time to grow into this rather profound Management System.
If one utilizes outside expert help, one can significantly accelerate the
learning process. |
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But, in one sense the learning never ends. If you think of the Seven QPI
Principles as basic axioms of your management theory and all of the decisions
that grow out of this are manifestations of it, just as one never learns
all there is to know about mathematics and science, one never learns all
there is to know about our organizational structures based on these basic
axioms. |
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The rest of this paper is devoted to discussing some of the issues that
are raised and dealt with in the QPI Process Focused "Virtual Management"
System. |
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