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Ops

The document discusses strategies for improving operational efficiency and quality through technology, emphasizing techniques like Total Quality Management (TQM) and Six Sigma. It highlights the importance of collaboration, employee satisfaction, and effective supplier relationships while advocating for automation and process optimization. Additionally, it suggests creating a short-term playbook for managers to navigate challenges and promote continuous improvement within organizations.

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20 views4 pages

Ops

The document discusses strategies for improving operational efficiency and quality through technology, emphasizing techniques like Total Quality Management (TQM) and Six Sigma. It highlights the importance of collaboration, employee satisfaction, and effective supplier relationships while advocating for automation and process optimization. Additionally, it suggests creating a short-term playbook for managers to navigate challenges and promote continuous improvement within organizations.

Uploaded by

scratchpadlabs
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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WAYS TO IMPROVE THE OPERATIONS WITH RESPECT

TO COST & QUALITY WITH USE OF TECHNOLOGY

It is difficult to compete in today's economic world. Firms must maintain production costs
low in order to compete effectively. At the same time, producing and delivering the high-
quality goods and services that customers need is becoming increasingly difficult. Techniques
like quality management, lean manufacturing, and technology and automation can all help
address these problems.

 Total Quality Management (TQM), as defined by Deming, stresses the application of


quality principles to all elements of a company's production and operations. It
acknowledges that all personnel involved in delivering a product or service to
customers—marketing, purchasing, accounting, shipping, and manufacturing—
contribute to the product or service's quality. TQM emphasises continual
improvement, or a commitment to seek out new and better methods to do things in
order to increase efficiency and enhance quality. Instead of fixing problems as they
happen, company-wide teams collaborate to prevent problems and consistently
improve essential operations. Continuous improvement measures performance using
statistical approaches and seeks for new technologies and production processes to use.

 The Six Sigma quality programme is another way of quality control. Six Sigma is a
company-wide procedure that focuses on identifying and eliminating faults in order to
reach as near to "zero defects" as possible. In fact, Six Sigma quality targets for no
more than 3.4 faults per million in every process. Six Sigma focuses on creating
goods that are not just defect-free but also meet the expectations of customers.
DMAIC is a crucial Six Sigma methodology. Define, Measure, Analyze, Improve,
and Control are the acronyms for Define, Measure, Analyze, Improve, and Control.
Employees at various levels determine what needs to be done to assure quality, and
then use statistics to evaluate and analyse production results to see if standards are
being fulfilled.

 A company's external suppliers must be satisfied by giving them clear instructions


and expectations, and then paying them fairly and on time. If the firm expects to
deliver quality goods or services to its external consumers, it is in the company's best
interest for its suppliers to provide quality goods or services.

 By providing clear task instructions, the resources they need to complete their jobs,
and appropriate working circumstances, a supervisor may help keep employees happy
and productive. The supervisor must also commend and compensate the employees.

 Some businesses have attempted to improve by requiring employees to work longer


hours. This could be detrimental, particularly if the method is defective in the first
place. Increasing worker production on a malfunctioning machine, for example, may
result in more defective parts. What works best is determining the root of difficulties
and delays, and then resolving those issues. Bottlenecks in the process are frequently
the root of the problem. Those are the items that should be eliminated.

 Additional audits, examinations, appraisals, and other activities are currently required
of quality professionals. New technologies incorporate these checks into the system,
making them less frequent or unneeded.

 Create an effective short-term playbook to assist managers in overcoming these


challenges, ensuring long-term and short-term results, providing new chances for
employees, and changing the organization's vision for continuous improvement.

 By focusing on the customer, eliminating waste, improving transparency, and


building a culture that promotes continuous improvement, Lean and other operational-
excellence techniques greatly benefit operations. However, such attempts in isolation
can be hampered by IT systems that are sluggish to come, expensive, and difficult to
operate. In the meanwhile, operations must deal with very manual and fragmented
processes.

 Self-documenting process automation solutions are a safer and more cost-effective


alternative to relying on a key person's memory or relying on manual documentation.
At the same time, today's automation solutions offer a quick enough return on
investment to allow businesses to implement the appropriate process mapping and
instrumentation.
 Zero-basing a process while keeping the latest automation technology in mind helps
keep ambitions high in tech-enabled redesign. The task is organised around a few
main questions: What's preventing us from digitising or automating the entire
process? Could rule-based activity help to reduce the number of exceptions and
manual processing currently in use? Is it necessary to think in a complex way? Is
there any new automation technology that can help with this? Is it necessary to create
a new digital front-end or a set of organised inputs? Is there anything in the way of
straight-through processing in terms of policy or regulation? Understanding each
potential stumbling block, as well as a realistic assessment of its viability and required
effort, aids in the prioritisation of tasks. Even if digitization will take a few years,
there are typically short-term automation solutions that will minimise the overall risk
and cost of the digitization operation.

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