Best practices in ensuring quality, speed, and flexibility in organization.

Various methodologies exist for the integration of quality improvement strategies into performance improvement measures. With concepts of total quality management (TQM) and quality improvement (QI) being introduced to health care organizations; administrators have had to decide which methodology is right for the organization. There are numerous methodologies: Six Sigma, Lean, and Customer Inspired Quality. Each has its own pros and cons. A key component of quality improvement is the technology that gathers and compares the data that the quality improvement measure

Continous improvement is the process of relentlessly trying to find ways to improve and enhance company's products and

Continous improvement is the process of relentlessly trying to find ways to improve and enhance company's products and

Throughout the entirety of the book, The Goal: A Process of Ongoing Improvement, author Eliyahu M. Goldratt focuses on demonstrating the importance of the Theory of Constraints and what corporations should do in order to increase profits. A major term used throughout the novel is “throughput,” which according to the text, is “the rate at which the system generates money through sales” (Goldratt 60). Once a bottleneck machine in a production process is identified, there are multiple ways to increase throughput without expanding the physical capacity of the machine.

I have heard that the hiring committee for the management position that I am applying for has a favorite question: “What are your five guiding principles for organizational management?” When management organization is looking at as a whole and just being able to choose five the first thing that comes to mind is wow! How can I choose, well for me, I have worked in management for the past ten years and I have seen a lot of different types of management styles such as I had a Human Resource manager that was quite the micromanager? I absolutely hated going to work every day because I had to do things her way which left me with no creativity of my own. I have had a manager that was the total opposite and I loved going to work every day, so

Recently I have participated in the continuous improvement project at my work to improve productivity and to recreate a process. The name of the project was Kaizen 2016. The Japanese term KAI and ZEN literally mean “to change” and “for the better” and it has come to symbolize continuous improvement.

So as what Jonah claimed, every factory has bottlenecks and bottlenecks are a must. It is impossible to set up a model perfect balancing capacity with demand. The variation and dependent events will cause the bottleneck to move from operation to operation in different stages. What the company should do is to balance the flow with demand, not the capacity with demand. And the company should adjust strategies to deal

Utilizing the Goldratt Constraint Theory, there are many constraints that can be identified but we will discuss those with the greatest impact on the production process. There is a significant issue with bottlenecking in the

The novel “The Goal” by Eli Goldratt is an inspiring story of a manufacturing plant that seems to need some help staying afloat. The story explains the “Theory of Constraints” and concentrates on bottlenecks and constraints.

The ability to manage information plays a critical role in developing a firm’s capabilities in customer relationship management, process management and performance management (Mithas, 2011).

The Goal is a novel, written by Eliyahu Goldratt and Jeff Cox in 1984 with the purpose to spread awareness of Goldratt’s ideas about the production line and cost-cutting. In 1979 (5 years prior to “The Goal”), Goldratt and Creative Output, inc. worked to produce production scheduling software that would, in theory, cut lead time and inventories, and therefore cut costs. The software is called “OPT” (Optimized Production Technology”, and this is exactly what Goldratt was trying to spread awareness of with his book, “The Goal”.

There are constraints on capacity management and these are normally Time and Capacity. Time may be a constraint where a customer has a particular required delivery date. In this situation, capacity managers often "plan backwards". In other words, they allocate the final stage (operation) of the production tasks to the period where delivery is required; the penultimate task one period earlier and so on. This process helps identify whether there is sufficient time to meet the production demands and whether capacity needs to be increased, albeit temporarily.

Many companies emphasize a culture of continuous improvement. While never being satisfied with the status quo can drive

However, Chase et al (1998) identified lean themes as total visibility; respect for people; flexibility; continuous improvement (kaizen); synchronisation and balance; responsibility for the environment and a holistic approach. These two are similar as one must have respect for people while specifying value by putting their needs into consideration, the value stream needs to be identified and made to flow continuously and this can be achieved through synchronisation and balancing, the pull system depicts the flexibility approach and lastly both emphasize continuous improvement.

In an era where companies compete in global context to provide the best solutions, products or services in order to gain loyal customers, every detail in the processes within the organisation contributes massively to its success or failure. Every organisation’s desire is to match supply and demand in a timely manner with the most efficient use of resources. Meanwhile, the key component of success is to understand customer’s needs and to translate them into value, and eventually into products. In order to meet both the above, the organisation desires its internal processes to have a clear and adequate mechanism that will link all departments and ensure high quality and trust.