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An Investigation into the Quality System at the Co-operative Credit Unions Jamaica

College of Business and Management

School of Business Administration

University of Technology, Jamaica

Module Name & Code: Quality Management (POM3013)

Names & ID Numbers:

Romeo Thompson (2001552)

Shavar Fisher (1904574)

Nicholas Munroe (1800107)

Cadrea Stewart ( 2000322)

Sidoney Morgan (1906075)

Jerene McNamee-Miller (1105564)

Tutorial Session: Thursdays 6:00 PM – 9:00 PM

Tutor: Mr. Dennis May

Due Date: April 20, 2023.

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Table of Contents

Introduction 3

The Baldrige Framework for Performance Excellence 6

Evidence of Framework at Co-operative Credit Unions of Jamaica 9

Challenges and Opportunities of a Quality Management Program 16

Recommendations 24

Conclusion 26

Appendices 28

References 31
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Introduction

The Community & Workers of Jamaica Co-operative Credit Union first opened its door in April

1961, one year before Jamaica gained independence from Britain in August 1962. The company

at that time was named JTC Employees Co-operative Credit Union which was bonded to serve

the employees of the then Jamaica Telephone Company Limited (JTC).

In 1995 Jamaica Telephone Company (JTC) was renamed to Telecommunications of

Jamaica (TOJ) and the credit union was also renamed TOJ Employees Co-operative Credit

Union. There was another name change to C&WJ Employees Co-operative Credit Union in 1999

when TOJ was renamed to Cable & Wireless of Jamaica.To serve the wider community and to

extend reach to having members outside of the telecommunications industry, the credit union’s

name was changed to Communities & Other.

C&WJ Vision Statement

To be the financial service provider of choice for stakeholders in communities and industries in

Jamaica and the DiasporaWorkers of Jamaica Co-operative Credit Union in 2006, and in 2014, it

was changed to Communities & Workers of Jamaica Co-operative Credit Union Ltd.

C&WJ Mission Statement

To enhance the well-being of our members through superior financial services delivered by an

empowered and motivated team.

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C&WJ Co-operative Credit Union offers a wide selection of financial services to its members

with loans and savings being the primary source of income. Members have access to services

such as our master card.

Family Indemnity Plan Insurance

Health Insurance Cambio

Payroll Deduction Standing Order

Private Treating Repossessed Vehicles

A functional structure is also known as a bureaucratic organizational structure. Each of these

departments then has a manager who oversees it. This manager is then supervised by an

administrator or executive who oversees multiple departments.

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The Baldrige Framework for Performance Excellence

The Baldrige Framework for Performance Excellence is a comprehensive approach to

organizational performance management that was developed in the 1980s by the US government.

This is based on a set of principles that are designed to help organizations achieve long-term

success by focusing on customer satisfaction, employee engagement, and process improvement.

The Baldrige Framework consists of seven areas of focus, that organizations should address to

achieve performance excellence:

Leadership: This aspect of the framework focuses on the organization's leadership system,

including its governance, values, and ethics, as well as its strategic direction and performance

measures.

Strategy: This aspect of the framework focuses on how the organization sets strategic goals and

objectives, determines its competitive position, and develops and implements action plans to

achieve its goals.

Customers: This aspect of the framework focuses on how the organization engages with

customers, including its understanding of their needs and preferences. It also focuses on

marketing and sales processes, and its customer feedback and satisfaction metrics.

Measurement, Analysis, and Knowledge Management: This aspect of the framework focuses on

how the organization collects, analyzes, and uses data. It also focuses on the use of technology to

manage and share knowledge across the organization.

Workforce: This aspect of the framework focuses on how the organization attracts, develops, and

retains its workforce. This can be done through employee engagement, diversity and inclusion

practices, and training and development programs.

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Operations: This aspect of the framework focuses on how the organization designs, manages,

and improves its operational processes, including its supply chain management, quality

management, and environmental sustainability practices.

Results: This aspect of the framework focuses on the organization's outcome, including its

financial and non-financial performance measurement, customer satisfaction and loyalty metrics,

as well as its workforce engagement and satisfaction metrics.

C&WJ Co-Operative Credit Union and The Baldrige Framework

The Baldrige Framework functions in an organization by providing a structured and systematic

approach to assess the organization's performance in the seven key areas mentioned above. The

framework provides a set of criteria and guidelines for self-assessment and continuous

improvement, and it encourages organizations to focus on achieving excellence in all areas of

their operations.

The Baldrige framework can be an effective tool for the Community Workers of Jamaica

Co-operative Credit Union (CWJCCU) to implement a quality management system, given that

they currently do not have one in place. Implementing the framework can help the organization

assess its performance and identify opportunities for improvement.

Using the Baldrige framework, the organization can conduct a self-assessment by identifying its

strengths and weaknesses in each of the seven categories (leadership, strategy, customers,

measurement, workforce, operations, and results). This self-assessment will highlight areas that

need improvement and create a roadmap for achieving their goals. After conducting the self-

assessment, CWJCCU can develop a quality management system that aligns with the Baldrige

framework. This system should include processes for monitoring performance, measuring
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progress, and continuously improving processes. The system should also focus on customer

satisfaction, investments in employees, and community initiatives.

CWJCCU can also use the Baldrige framework to establish a culture of continuous

improvement. By using the framework to assess performance on an ongoing basis, the credit

union can identify opportunities for improvement and implement changes to achieve better

results constantly. Overall, implementing the Baldrige framework can help CWJCCU establish a

quality management system and create a culture of continuous improvement that will lead to

better performance and results. The framework's focus on customer satisfaction and community

initiatives aligns with the credit union's mission to serve its members and the community.
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Evidence of Framework at Co-operative Credit Unions of Jamaica

Leadership Category

The leadership category of Baldrige Performance Excellence Program is concerned with

how the leaders at Credit Unions Jamaica set goals and foster a culture of performance

excellence. Additionally, it focuses on the company’s vision, mission, values, governance, and

ethics. Results from the survey show that 78.9% of the respondents agree, and 10.5 % strongly

agree, the administration team gives clarity and the company’s goal and vision comprehensible.

Therefore, it is safe to say that the organization can improve in this aspect. When leaders

implement a clear, consistent language and maintain focus, their teams are more likely to

comprehend the goal and objective and respect the guiding principles set by the organization. A

powerful tool for teaching managers how to interact with their staff is leadership coaching

through strategic communication that enables the leadership to continue being dedicated,

involved, and effective in educating the workforce about the company's values, goals, and

objectives. From the questionnaire, 47.4% strongly agreed and agreeing while 26.3% strongly

agreeing to state the extent to which authority articulates their work demands. Employee

perspectives should also be valued because they cultivate transparency and trust among team

members and give them the freedom to come up with solutions on their own, thereby

strengthening the group. The penetration of senior leaders creating a work environment that

helps the job was at a percentage of 36.8% agreeing and 31.6% strongly agreeing,21.1%

undecided and the remainder of 10.5% disagreeing.

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Strategic Planning Category

The strategic category of The Baldrige Performance Excellence Program Criteria focuses

on the process by which Co-operative Credit Unions of Jamaica creates and executes the

organization strategy to achieve its aims and objectives. In addition, it also assesses how Co-

operative Credit Unions of Jamaica handle customer focus, market analysis, strategic alliances,

and strategic planning. The Community and Workers of Jamaica Co-operative Credit Union

(C&WJCCUL) stuck to their mission of "improving the wellbeing of our members through

superior financial services, delivered by an empowered and motivated team" during a fiscal year

marked by unprecedented economic uncertainty. They finished the 2021 fiscal year reporting

success in some business areas while maintaining a steady performance in other areas of the

Credit Union, keeping the interests of their members at the forefront of our corporate strategy.

They understood that to successfully carry out their strategic priorities, they would need to create

a special strategy that would balance the needs of their members with the demands of a

challenging economic environment. Collected from the questionnaire with 31.6% of respondents

agreeing, the same amount undecided and disagreeing and the remainder of 15.8 % strongly

agreeing that the organization encourages totally new ideas to be innovative. In addition, 36.8%

choose to agree, while 21.1% strongly agree that Co-operative Credit Unions of Jamaica is

flexible and makes changes quickly when needed.

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Customer Focus Category

The customer category focuses on the customer engagement and value delivery strategies

used by Co-operative Credit Unions of Jamaica as well as how the organization handles

customer complaints and customer engagement, satisfaction, and loyalty. The majority of the

employees, according to the questionnaire collected, 42.1% agree, 31.6% undecided and 15.8%

strongly agreeing and a remainder of 10.5% disagreeing that they know the organization’s most

important customers. Additionally, collected from the questionnaire, 42.1% of the respondents

agree, 21.1% undecided and 10.5% strongly agree as well as 21.1% disagreeing that they are

allowed to make decisions to satisfy their customers. Most of the respondents of 31.6%

undecided if they ask if customers are either satisfied or dissatisfied with their work but a 26.3%

agreeing and a 15.8% strongly agreeing and the remainder of 21.1 % disagreeing that they

should inquire if their clients are satisfied.

Measurement, Analysis, and Knowledge Management Focus Category

The Baldrige Performance Excellence Program's measurement, analysis, and knowledge

management focus category emphasizes on the methods Co-operative Credit Unions of Jamaica

use to gather, examine, and use data and information to drive decision-making and advancement;

it also assists the organization focus on knowledge management, data management, data

analysis, and performance measurement. Co-operative Credit Unions of Jamaica notify their

employees of the evaluation aspect. With 63.2% of the respondents agreeing and the remainder

of 21.1% undecided and the remainder of 15.8% strongly agreeing that they know how to

measure the quality of their work. While 73.7% of the respondents agree, 15.8% undecided say

that they know how the measures I use in my work fit into the organization's overall measures of

improvement.
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Work-force Focus Category

The Baldrige Performance Excellence Program’s workforce focus category is used to

assess an organization’s capacity to develop high-performing employees. Workforce Focus helps

organizations like C&WJ Co-operative Credit Union to keep its staff motivated, involved, and

productive. Employees are encouraged to contribute to the credit union's success and are

rewarded for their accomplishments thanks to the credit union's culture of empowerment and

employee involvement. This category considers some of the necessary components needed to

develop a high-performing workforce:

 Training and development opportunities for employees – The statement “I get all the

important information I need to do my work” was presented to the employees, 68.4% of

which agreed, a further 10.5% and 10.5% states that they strongly agreed and strongly

disagreed respectively.

 Employee involvement in decision-making and process improvement – when employees

are involved, they get a sense of belonging to the company which makes them more

reliable. 57.9% of the employees agreed with the statement “I know how my organization

as a whole is doing”, while 21.1% were undecided. 15.8% of the employees strongly

agreed with the statement “The people I work with cooperate and work as a team”, with

the majority share 63.2% agreeing generally. The remaining twenty-one percent (21%)

was evenly divided into employees who disagreed and employees who were undecided,

which indicates there is need for improvement.

 Recognition and rewards for employee contributions – recognition allows employees to

see that their contributions are valued to the company. At C&WJCCUL, 31.6% were
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unsure whether “I am recognized for my work” applied to them, while the majority

47.4% agreed that they were rewarded for their work.

Operations Focus Category

The Operations Focus category of the Baldrige Performance Excellence Program is

intended to assess C&WJ Cooperative Credit Union's capacity to generate and deliver value to

the customers it serves. To improve the member experience and boost operating efficiency,

C&WJCCUL uses this area to ensure that its operations are streamlined, automated when

practical, and continually enhanced. The company has made efforts in this regard, stating that

they are focusing on improving their technology infrastructure, however, there some of the

things that C&WJCCUL should consider in this category include the following:

 Process improvement initiatives that emphasize effectiveness and efficiency – The

company has made considerable expenditures in improving its technology infrastructure

and business processes in previous years to strengthen its operational foundation. The

COVID-19 pandemic has sped up its efforts to conduct its digital transformation strategy

as the company has realized how critical it is to quickly address the specific demands of

its member communities. In response, the company has concentrated on growing its

online service channels and giving clients additional convenience when dealing with third

parties.

 Recognizing and removing non-value-added activities – this is important because it aids

C&WJCCUL in improving performance, cutting expenses, and increasing efficiency.

Eliminating these tasks can improve customer happiness, streamline processes, and cut

costs, thus assisting firms in more efficiently achieving their objectives. This is reflected

in the employees' responses to the statement “My organization removes things that get in
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the way of progress”, which finds 42.1% of them agreeing, 10.5% strongly agreeing. On

the other end of the spectrum, 26.3% and 21.1% were unsure and disagreed with the

statement respectively.

 Processes are aligned with strategic objectives – the majority, 68.4% of the employees

indicated that they agree that they are committed to their organization’s success, with

another 15.8% agreeing strongly. It is essential to align procedures with strategic goals

since it guarantees that everyone is working toward the same objectives, which improves

efficiency, effectiveness, and cost-cutting. Alignment can also boost employee

engagement and motivation, which will boost the organization's success and

competitiveness.

Results Focus Category

Analyzing C&WJCCUL’s performance and progress in its main business areas, including

leadership, workforce, product/service, and operational effectiveness, as well as customer

satisfaction, financial and market success, is what the results category of the Baldrige

Performance Excellence Program was designed for. In short, it evaluates both the financial and

non-financial metrics. The category also looks at how the company performs in comparison to its

rivals. What the company had to say on the matter in their annual report was “The fiercely

competitive environment in which our Credit Union operate drives us to execute creatively,

manage prudently and assert our value proposition as the financial services provider of choice to

our communities and stakeholders”. The following are a few metrics considered under the results

of the Baldrige framework in relation to C&WJCCUL:

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 Financial performance measures and targets – when asked “I know how well my

organization is doing financially”, 47.4% agreed but a combined 31.6% were either

undecided or disagreed which is an area that needs improvement.

 Employee satisfaction and engagement metrics – this can be measured by asking whether

the employees are satisfied with working at the organization. The majority agreed with

the statement “My organization is a good place to work”, with 52.6% agreeing and 15.8%

agreeing strongly, the remaining 31.6% were undecided as to whether they enjoy working

at the organization.

 Innovation and improvement metrics – this data is measured by asking the employees

whether the organization encourages and supports innovation. This presented mixed

responses when presented with the statement “My organization encourages totally new

ideas”. This suggests that there may be some ambiguity about innovation among

C&WJCCUL staff members. While most employees—47.4%—either agree or strongly

agree that the company encourages and supports innovation, the remaining 26.3% either

disagree or are indecisive. This shows that the organization's efforts to foster innovation

may still leave room for development.

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Challenges and Opportunities of a Quality Management Program

Community & Workers of Jamaica Co-operative Credit Union is a credit union and credit

unions are nonprofit organizations. According to Evans and Lindsay (2019), small organizations

and non-profits tend to be slow in adopting quality initiatives due to various reasons. One of the

primary reasons is their managers' preoccupation with entrepreneurial activities, such as sales

strategies, market growth, day-to-day cash flow problems, and handling unforeseen issues. This,

coupled with a lack of knowledge and understanding of the necessary steps and resources

required to establish and maintain quality systems, further contributes to the delay. Although

small enterprises heavily rely on maintaining good customer relations, the other two principles of

TQ - employee engagement and teamwork, and process focus and continuous improvement - are

often overlooked.

Small businesses, particularly those that are family-owned, often have a controlling

management style that dominates decision-making, leaving little room for employee input.

Additionally, their processes are often unstructured and lack adequate data and information, with

short-term survival taking precedence over long-term planning and improvement. Other

characteristics that make it difficult for small businesses to implement Total Quality (TQ)

principles include their lack of market power, failure to recognize the importance of human

resource management strategies in quality, inadequate allocation of resources, lower technical

knowledge, and difficulty using quality tools and improvement techniques due to informal

communication and lack of structured information systems (Evans & Lindsay, 2019).

However, despite these challenges, many successful small businesses have demonstrated that

quality initiatives can be accomplished. They often realize the need for a more systematic and

process-oriented approach as they grow or face critical market challenges. The key to successful
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quality initiatives in small businesses is the recognition by the CEO or president that a focus on

quality can be beneficial in achieving organizational goals, even if it requires a shift away from

traditional management styles (Evans & Lindsay, 2019).

The same applies to nonprofit organizations, which are not driven by profits but may still

have tight budgets that push them towards pursuing quality. However, non-profit managers often

lack the necessary business skills and technical expertise needed for organizational

transformation, and there is little literature available on how to apply quality principles to non-

profits. Additionally, non-profit employees may have a different language and struggle to

translate business concepts into practical applications. Nonprofits face several challenges, such

as overcoming resistance to change, changing the belief that they are different from businesses

and cannot apply quality principles, identifying their vision and customers, understanding work

processes, dealing with limited resources, and navigating relationships with government and

large corporations. Nevertheless, many nonprofits are adopting TQ principles because they

recognize the impact on their major customers and stakeholders, which are often the public and

society (Evans & Lindsay, 2019).

There are a wide array of quality tools and techniques that non-profit organizations can

adopt; however, one thing the Baldrige Criteria do not do is to prescribe specific instructions for

quality tools, techniques, systems, or starting points, nor are they linked with any particular

quality philosophy. Instead, companies are advised to come up with creative, adaptable, and

flexible approaches to satisfy fundamental requirements. Baldrige award winners have developed

innovative methods that have been adopted by many other organizations (Evans & Lindsay,

2019).
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The following will discuss the challenges and opportunities Community & Workers of Jamaica

Co-operative Credit Union may face in the execution of their QM program using quality tools

such as Six Sigma, Lean, Kaizen, and TQM.

A Data-Driven Approach

It is important to note that if a company follows a "data-driven" approach, it implies that it uses

data analysis and interpretation to make strategic decisions. This approach helps companies to

manage and sort their data effectively, with the ultimate aim of enhancing their services for their

customers and clients. According to Admin (2018), it can be challenging to identify the right

information to gather for a project, and equally challenging to analyze it in a way that yields

insights beneficial to an organization. Despite this, managers and executives often rely on their

intuition, even if the data suggests otherwise. When people ignore data, they violate one of the

fundamental principles of Six Sigma.

Six Sigma

Six Sigma is a methodology used to improve the quality of a process by identifying and

removing defects. The methodology uses a data-driven approach to identify and measure key

performance indicators (KPIs) (Evans & Lindsay, 2019).

According to Admin (2018), some challenges are:

 Implementation challenges due to the need for extensive training in statistical analysis,

quality control and project management.

 Difficulty in gaining buy-in from employees who may not understand the value of Six

Sigma.

 Challenges in integrating Six Sigma principles into the organizational culture and

ensuring long-term sustainability of the program.

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 Difficulty in prioritizing improvement initiatives and choosing the right projects to work

on.

Opportunities:

 Reduction in variability and defects leading to improved quality and reduced costs.

 Improved customer satisfaction and loyalty.

 Increased efficiency and productivity.

 Enhanced data-driven decision-making processes.

Lean

Lean is a methodology used to improve the efficiency of a process by identifying and eliminating

waste. The methodology focuses on streamlining processes and reducing unnecessary steps

(Evans & Lindsay, 2019).

Shpak (2019) discusses the following challenges and opportunities:

 Resistance to change from employees who may not understand the value of Lean and its

impact on their roles and responsibilities.

 Challenges in identifying and prioritizing improvement initiatives and ensuring alignment

with organizational goals.

 Difficulty in measuring the impact of Lean initiatives on the organization and

demonstrating their value to stakeholders.

 Potential for over-optimization or elimination of necessary steps in the process leading to

reduced effectiveness.

Opportunities:

 Improved efficiency and productivity through the elimination of waste.

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 Improved quality of products and services leading to increased customer satisfaction and

loyalty.

 Enhanced employee engagement and empowerment leading to increased job satisfaction

and motivation.

 Improved agility and responsiveness to changing customer needs and market demands.

Kaizen

Kaizen is a philosophy that emphasizes continuous improvement through small incremental

changes. The methodology focuses on empowering employees to identify and implement

improvements in their own work processes (Evans & Lindsay, 2019).

 The following challenges and opportunities are discussed below (Total Quality

Management (TQM), 2023):

 Difficulty in engaging employees in the improvement process and encouraging them to

take ownership of their work processes.

 Challenges in identifying and prioritizing improvement opportunities and aligning them

with organizational goals.

 Difficulty in sustaining improvement initiatives over time and ensuring continuous

improvement.

 Potential for resistance to change from employees who may not understand the value of

Kaizen.

Opportunities:

 Enhanced employee engagement and empowerment leading to increased job satisfaction

and motivation.

 Improved efficiency and productivity through continuous improvement.

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 Improved quality of products and services leading to increased customer satisfaction and

loyalty.

 Enhanced agility and responsiveness to changing customer needs and market demands.

Total Quality Management (TQM)

TQM is a philosophy that focuses on improving the quality of a product or service by involving

all employees in the process. The methodology focuses on continuous improvement and

customer satisfaction.

According to Sharma (2015), some challenges are:

 Resistance to change from employees who may not understand the value of TQM and its

impact on their roles and responsibilities.

 Challenges in integrating TQM principles into the organizational culture and ensuring

long-term sustainability of the program.

 Difficulty in measuring the impact of TQM initiatives on the organization and

demonstrating their value to stakeholders.

 Potential for over-reliance on data and metrics leading to a lack of focus on the human

element of quality management.

The following opportunities are discussed below (What Are the Benefits of Total Quality

Management? - TQM Case Studies | ASQ, n.d.):

 Improved quality of products and services leading to increased customer satisfaction and

loyalty.

 Enhanced employee engagement and empowerment leading to increased job satisfaction

and motivation.
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 Improved efficiency and productivity through the elimination of waste and continuous

improvement.

 Enhanced agility and responsiveness to changing customer needs and market demands.

While these quality tools offer significant opportunities for improvement, organizations must

also be aware of the challenges they may face in implementing them. To overcome these

challenges, organizations must ensure they have the necessary resources, commitment from

leadership, and engagement from employees to support the successful execution of their QM

program using these tools.

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Recommendations

Provide recommendations for coping with these identified.

❖ If the company were to adopt a QM program despite the challenges or opportunities.

Pertaining to employees having little to no input in small business, especially family

owned, I encourage the workers to form small groups and work together. Afterall, when

all the staff is undergoing the same treatment in an organization, the employer will have

to consider their critiques because the employer cannot afford to lose all employees at

once. For example, all members are going on a strike for a specific purpose. The owner/

supervisor will have to act and have them resume work immediately; a plan like this will

allow the workers' voice to be heard .

❖ For managers to develop better quality initiatives and become less occupied by

entrepreneurial activities, I would recommend that the manager arrange his or her

schedule to a more relaxed one. One that does not include him or her being overworked

in so many areas of the business such as day-to-day cash flow problems, sales strategies,

market growth etc.

Provide recommendations on changes/modify/improve the organization's QM system.

❖ As it relates to people being undecided about if their leader is ethical or demonstrative is

because there is not enough voice being heard.

❖ I would recommend that in a company, all leaders should have the right to ensure that the

staff understands all the planning and thought behind his/her actions. Having such a high

number of people saying they are undecided speaks volume as it relates to the orderly

conduct in an organization. I would also recommend the leader to have an appointed time
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where he or she sits with all the members of the company just to see where their head is

at and where there is a downfall in miscommunication of the company.

❖ To maximize the idea that organizations do not encourage innovation, I would

recommend that those organizations appoint a different leader.

❖ A low number of respondents answered saying that their company was able to make

changes quickly in the organization and that is a relatively bad thing. There needs to be a

rule or law which states that all organizations must employ persons who are flexible in at

least 4 areas of the organization so that if there is a misunderstanding with one person,

someone else can easily fill their space quickly.

If you had to create the framework here, you will justify the recommendations made, based

on the resources of the organizations investigated.

❖ The reason for me recommending leaders to sit with members of the organization is

because, as we all know, communication is a major aspect of a business. Doing this will

give people the space to speak about burning issues that are affecting them. If this

recommendation is carried out there will be a 85% positivity rate that the employees will

now know what is going on in the organization . “A good manager will use

communication in order to make it understandable to convey its message receptor exactly

as we think in order to obtain the expected feedback at the time of the initiation of the

communicative process” (research gate, 2017).

❖ My reason for recommending organizations to appoint a different leader where they lack

innovation is a meaningful approach. I can testify that this recommendation will indeed

have the organization getting more positive results as to where it is concerned.

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Where I worked, it was said that we are not focused because we have not done any

innovative work to help contribute to the environment or to keep up with the

technological era. The boss at that time stepped down and another leader was appointed.

Within 2 months of her reign, we began getting recognition from outsiders saying that

they loved the innovative work that we came up with. So other organizations out there

can take this idea from experience.

❖ As it relates to having more flexible people in one organization is good, the more flexible

persons there are within a company that can work well at different departments, the more

work that'll get done in a brisk amount of time. If a specific person is ill or on leave, the

company should guarantee that they have another person that can do what he/she did

without any hesitation and with the same value of work that the other person was

previously doing.
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Conclusion

A quality management system (QMS) is a system that documents the rules, processes,

and controls necessary for a company to generate and deliver high-quality products or services to

their customers, thereby increasing customer satisfaction and loyalty. The Community &

Workers of Jamaica Co-operative Credit Union history and the different prospects was the main

aim of conducting this research. The data was gathered by surveying the organization's

employees. The Baldrige Framework was used to solicit employee feedback on the

organization's quality control procedures with a focus on customer focus, leadership and

workforce categories.

The Community & Workers of Jamaica Co-operative Credit Union may find that putting

the Baldrige framework into practice is a useful tool for establishing a quality management

system and cultivating a culture of continuous improvement. The framework can assist the

business in evaluating its performance, spotting areas for growth, and creating systems for

tracking and evaluating advancement. Evidence gathered from the surveys suggests that the

Community & Workers of Jamaica Co-operative Credit Union is experiencing operational,

results, and workforce focus challenges, areas that the organization will need to make

improvements on in order to better serve its members effectively.

It can also be concluded that small businesses and nonprofits organizations like the

Community & Workers of Jamaica Co-operative Credit Union may find it difficult to adopt a

quality management program (QMP) however, if the customer experience, employee

involvement, and process improvement are prioritized, QMP can lead to chances for better

quality, lower costs, more productivity, and improved decision-making. Gaining employee buy-

in, integrating principles into the corporate culture, monitoring their impact, and identifying and
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prioritizing improvement are some of the challenges associated with implementing quality tools

like Six Sigma, Lean, Kaizen and TQM. However, if properly implemented, a Quality

Management Program can help the CWJCCUL in reaching its goals, even though it may require

a change from conventional management practices.

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Appendices

Questionnaire; Electronic copy - https://www.nist.gov/system/files/documents/2016/09/12

/awmp.pdf
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References

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Baldrige Criteria Commentary | NIST. (2023). NIST. https://www.nist.gov/baldrige/baldrige-

criteria-commentary

Evans, J. R., & Lindsay, W. M. (2019). Managing for Quality and Performance Excellence.

South-Western College.

Garvin, D. A. (2014, August 1). How the Baldrige Award Really Works. Harvard Business

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Hobcraft, P. (2017, August 2). The Baldrige Framework: In Pursuit of Excellence. Hype

Innovation. https://blog.hypeinnovation.com/the-baldrige-framework-in-pursuit-of-

excellence

Sharma, N. (2015, February 20). 9 obstacles in implementation of TQM.

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