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

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In order for an organization to be successful one must have a plan in place to ensure total quality in the goods they produce, in the service that's provided, and in the support that's given to its consumer's. And to make sure that the company's information is protected one must establish a system that can manage the information as an asset. In this paper researched five articles detailing best practices in ensuring quality, speed, and flexibility in organization. Those practices are: Total quality management, mass customization, theory of constraints, kaizen (continuous improvement), and reengineering. I also researched five articles detailing best practices in managing information as an asset. Those practices are: knowledge management,…show more content…
Theory of Constraints

The Theory of Constraints (TOC) developed by Goldratt and Cox (1986) is a production-flow management system. In every system there is one process, known as the constraint, which has the least capacity (or slowest production rate). Output for the entire system is determined by the production rate of this constraint, or bottleneck. Theory of Constraints is a pull system much like Toyota's manufacturing system. However, TOC is based on identifying and optimizing the bottleneck. Because the system cannot produce faster than the bottleneck production rate, the constraint should be fully utilized. A disadvantage to TOC is that it results in higher constraint utilization and greater throughput levels.

TOC also improves flow and reduces excess work-in-process inventory by releasing materials only for those products that are sold. The advantage of TOC over the Toyota system is that when a non-constraint process is down, the constraint can keep working and rebuild the safety stock. Thus, the non-constraint process that temporarily is down can catch up with the constraint because it has excess capacity.

Continuous Improvement (Kaizen)

Continuous improvement, often known as Kaizen, is essentially a small step improvement strategy. It is based on a belief that continual improvement can be brought about by a continuing series of small changes. Even if there is a culture of big innovative changes it is argued that these will still
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