Read Case Study 7 on pages 408-424 of below textbook: (Attached).
Oakland, J. S. (2003) TQM: text with cases. 3rd ed. Oxford: Butterworth-Heinemann.
Assess the strategy underlying the changing model of self-assessment used by Unilever HPCE over the six-year period of the case study. Evaluate its success in terms of bringing about real improvements.
The New York Times ran an interview with the former chairwoman and C.E.O of Ogilvy & Mather Worldwide, Charlotte Beers, who stated, "The best scorecard is the one you keep for yourself" (Bryant, 2012). Ms. Beers points out that by engaging in self-assessment, one is better able to find out information that may be hard to determine in other ways. In particular, a good self-assessment scorecard must include the good, the bad, and the ugly. Unilever HPCE successfully demonstrates the importance of self-assessment as it uses the system to improve results.
Unilever HPCE starting using self-assessment and immediately opportunities for improvement were discovered. In order to successfully utilize the self-assessment model, management stressed its importance. In addition, it is important to note that as "the understanding of the benefits increased the level of deployment steadily increased throughout all parts of the organization" (Oakland, 2003). At this point, the self-assessment needed to change to address the differing needs of units, achieve quantifiable business objectives focused on each unit's actions, and improving results of each unit. Experts point out the importance of follow up for successful self-assessment in order to adopt "a culture of continuous improvement in manufacturing and service organizations" (Tari, 2010).
This solution discusses the strategy underlying the changing model of self-assessment used by Unilever HPCE over the six-year period in the attached case study. It evaluates its success in terms of bringing about real improvements.Includes APA formatted references.