Organizational Dimensions, Quality Management, and Testimoni

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  How do your senior leaders’ personal actions and your governance system guide and sustain your organization?

Senior Leadership: 

What are the key aspects of your senior leaders’ responsibilities, with the aim of creating an organization that is successful now and in the future? Governance and 

Societal Contributions:

What are your key aspects of your organization’s governance system, including the improvement of your leadership and your leadership team?

How does your organization ensure that everyone in the organization behaves legally and ethically and how it makes societal contributions? 

 How does your organization develop strategic objectives and action plans, implement them, change them if circumstances require, and measure progress?

What are your organization's key strategies around your organization’s long‐term success and competitive environment and are they key strategic issues that need to be integral parts of your overall planning?

How does your organization establish a strategy to address its challenges and leverage its advantages and how does it make decisions about key work systems and core competencies?

What are your key strategic objectives and their related goals relative to strengthening your overall performance, competitiveness, and future success?

How does your organization convert strategic objectives into action plans to accomplish the objectives and how does your organization assess progress relative to these action plans?

The aim is to ensure that you deploy your strategies successfully and achieve your goals.  

How does your organization listen to the voice of the customer and build customer relationships?

How do you stress customer engagement as an essential outcome of your organization's overall learning and performance excellence strategy?

What are your organization's processes for listening to your customers and determining and customizing educational programs and services to meet their needs?

The aim is to exceed your customers' expectations. 

What are your organization's processes for enabling customers to seek information and support?

How do you build relationships with your customers and satisfactorily manage complaints?

These efforts aim to improve marketing, build a more customer‐focused culture, and enhance your brand and customer loyalty.

 The main point for all key information is about effectively measuring, analyzing, and improving performance, and managing organizational knowledge is to drive improvement, innovation, and organizational competitiveness.

How do your organization select and use data and information for performance measurement, analysis, and review in support of organizational planning and performance improvement?

How does your organization build and manage its knowledge assets and how does it ensure the quality and availability of data and information?

The aim of this item is to improve organizational effectiveness and learning and to stimulate innovation. 

  What are your key workforce practices—those directed toward creating and maintaining a high‐performance work environment and toward engaging your workforce to enable it and your organization to adapt to change and to succeed?

What are your workforce capability and capacity needs, how do you meet those needs to accomplish your organization’s work, and how do you ensure a supportive work climate?

The aim is to build an effective environment for accomplishing your work and supporting your workforce.

How do your organization’s systems for developing workforce performance among your workforce members enable and encourage all workforce members to contribute effectively and to the best of their ability?

These systems are intended to foster high performance and to help accomplish your action plans and ensure organizational success now and in the future. 

   How does your organization design, manage, and improve its products and work process?

How do you improve operational effectiveness?

How do you create value for your customers and achieve organizational success now and in the future through the management of your key products and work processes?

How do you ensure the functionality and success of your supply chain?

How do you ensure efficient and effective operations in order to have a safe workplace environment and deliver customer value? 

    What systems focus on encompassing all results necessary to sustain an enterprise? 

What are your essential process and product results, customer-focused results, workforce results, leadership and governance system results, and overall financial and market performance?

How do you provide “real‐time” information (measures of progress) for evaluating, improving, and innovating processes and products in alignment with your overall organizational strategy?

What are your organization’s essential product and operational performance results, demonstrating product and service quality and value that leads to customer satisfaction and engagement?

What are your organization’s customer‐focused performance results, demonstrating how well your organization has been satisfying your customers and engaging them in loyalty‐building relationships? 

What are your organization’s workforce‐focused performance results, demonstrating how well your organization has been creating and maintaining a productive, caring, engaging, and learning environment for your workforce? 

What are your key results that demonstrate the extent to which your organization is fiscally sound, ethical, and socially responsible?

What are the results that demonstrate your financial sustainability, your marketplace achievements, and the achievement of your strategy? 

   Whether you have a defined Quality Process with systems such as a Quality Process (QP), Quality Management System (QMS), Quality Management Manual (QMM), Quality Assurance (QA) program, or just  Quality Control (QC) program the results are what you are looking for.

Quality is always necessary but how you get there will differ depending on your Quality Culture or lack thereof. 

Leaving it up to a worker, foreman, superintendent. project engineer, project manager or a trade/subcontractor is not an option!

It is their responsibility!!

Do you really, really know what your Quality Culture is from the top to the middle to the bottom of your organization? Let's find out through a confidential and anonymous survey and then figure out how robust your culture needs to be and how to gain employee engagement in changing it.

Let's work on the WHY so we can figure out the What and How.

   General Building Testimonials.

The COO of an $800M General Contractor:

We've improved our performance in several areas as a result of attending the Performance Excellence Peer Group Meetings and it's one of the best meetings we attend all year long.

Testimonial from Heavy Highway Co.  

This letter will provide my enthusiastic endorsement of the performance excellence peer group process and your capabilities as a leader of those groups.

As you know, Graniterock is a past Baldrige award winner. That group brought together executive leaders with the common goal of improving both the culture of their organizations and the efficiency of their operations. Over the several years I have participated, I was able to take away key improvement ideas from every meeting that I could bring back to my organization to drive improvement. I highly recommend that experience to any executive looking to lead their organization forward.

One of the most helpful features of the group was the opportunity to benchmark with organizations outside of our core business sector. We are a heavy civil contractor and material producer. I am in another peer group with executives from that business line and it is very helpful. However, I find that exposure to the ideas and challenges faced by industrial and building contractors provides more opportunity to learn and helps drive our Make it Better culture.

Thomas H. Squeri, President and CEO

    Industrial testimonials coming in 2024

I have firsthand experience participating in a room full of high power successful CEO’s of nationwide corporations and their high performing teams, where Larry lead us on a journey of discovery of Performance Excellence. These sessions grew fanatically with participation and meaning. Every single person left these sessions with a sense of urgency to get going implementing new ideas with greater clarity that would help their organizations perform at a higher level. Larry will help you benchmark your key processes against the best in the world, and give you new insight to how your organization truly operates

Bill Duguay, CEO 

Professional EOS Implementer and past Street and Road, CEO