Total Operations Solutions
A holistic approach to Operations Management, this book focuses on value chain management, addresses new and current issues, and covers an implementation program to demonstrate how to put the methodology into practice.
TABLE OF CONTENTS Total Operations Solutions
Chapter 8: Systems and Procedures
Overview
The golden rule is that there are no golden rules.
George Bernard Shaw, Maxims for Revolutionists'
Chapter 7 discussed infrastructure facilities, the hardware of operations. We now turn to the software , that is systems and procedures, and the three foundation stones of:
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Quality management
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Financial management
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Information and communication technology.
Earlier we considered the implications of issues such as shorter innovation cycles, more stringent product specifications, asset performance, standard on-time delivery to customers, closer relations with both suppliers and customers, and so on. Attention to these issues accentuates the need for new integrated and flexible management control systems.
Another important issue is improving the financial performance of the company. Under pressure to participate in fashionable improvement activities, or to become involved with the newest business wisdom, management may lose sight of the real issue - improving profitability. The aim of this book is to improve profitability of an organization by concentrating on adding value through operations management endeavours.
Foundation 15: Quality Management
What is Quality?
Quality has two levels, a basic level and a higher level. At the basic level common definitions, fitness for purpose , getting it right first time and right thing, right place, right time apply. (These definitions have all been so overused that they are almost clich s.) An understanding of what we mean by basic level and higher levels of quality can best be explained by illustration.
Consider a bus service. As passengers what are our basic requirements? First, unless the bus is going more or...
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