Name: Muhammad Suleman Hasib Total Quality Management

Roll No: 1432-411070

MBA (IT) (Assignment # 2)

Management Systems four universal processes.

No matter how comprehensive or lofty a quality strategy may be, it is not complete until it is put into action. It is only rhetoric until it has been implemented. Quality management systems are vehicles for change and should be designed to integrate all areas, not only the quality assurance department. They must be expanded throughout the company to include white-collar activities ranging from market research to shipping and customer service. They are directed toward achievement and commitment to purpose through four universal processes: (1) The specialization of tasks responsibilities through structure, (2) The provision of information systems that enable employees to know what they need to do in order to achieve goals, (3) The necessary achievement of results through action plans and projects, and (4) Control through the establishment of bench marks, standards and feedback. Each of these subsystems is the subject of a separate chapter in this book, but the implementation of each can only precede form a base of clearly established goals. It is the specific task of top management to ensure that these goals are defined, disseminated and implemented. Objectives in the areas of quality and productivity must be operationalized by establishing specific sub objectives for each function, department, or activity. Only then can courses of action be selected and plans implemented. The problem, or conversely the opportunity, is to identify those key objectives and activates that are necessary in order to achieve a given strategy in this case quality. The number of activates and processes in the typical organization is so large that a start-up quality management program cannot address all of them in the initial stages. Ultimately, every activity should be analyzed, its output evaluated in terms of value to both external and internal customers, and quality measures established. Notwithstanding this longer term need, its desirable to being by setting goals only for those activities that are critical to achieving the mission statement and strategy. What are these activities and processes that are critical to the mission of quality? The answer lies in identifying the key success factors that must be will managed if the mission or objective is to be achieved; that is, the limited number of areas in which results, if satisfactory, will ensure successful competitive performance for the organization. Each activity or process can then be rated as in its importance. Advertising is a key success factor for Coca-Cola but not for McDonnell Douglas; design is critical to a hi-tech electronics firm but not to a bank.

This process can be used for any major objective, but it is also useful for avoiding a clear picture of things that must be done to implement a successful TQM program. Identification of key success factors emerges from there dimensions (1) The drivers of quality such as cycle time reduction, zero defects, or six sigma; (2) Operations that provide opportunities for reducing cost or improving productivity; and (3) The market side of quality, which relates to the stability of goods and services. These are converted to specific goals and targets which form the basis of subsequent programs and the universal processes identified earlier. Some U.S. managers have adopted ideas and language from Japanese companies, many of whom call the process policy deployment. -----------------------------------