Operational Objectives Of An Organization

1691 Words7 Pages
Without a doubt, all organizations strive for operational success, yet many organizations tend to let it fall by the wayside. Operational excellence is driven by measurable actions and an organization’s strategy. An organization must be able to bring into line the proper operational competencies in order to achieve success. These operational competencies include increasing resource utilization, creating a dynamic and responsive environment from both upper management and employees, as well as trying to improve the overall quality of the organization. Poor performance can be a result of a weak strategy. In order for an organization to attain operational excellence, it must master various types of management strategies and skills. These…show more content…
When employees want it to work, TQM will work. Unfortunately, this also works in reverse. Richard L. Williams states, “TQM doesn’t come from the efforts of a few committed individual. It happens only when the vast majority -if not everyone- in an organization demonstrates a daily commitment to TQM principles.” W. Edwards Deming, an industrial engineer, realized that it was in fact the employees that controlled the process. Deming believed TQM had to be the foundation of every company and from there he developed his “Fourteen Points.” The first point emphasized the importance that profit was the outcome of great quality. From there, the entire company needed to adopt a new quality philosophy where responsibility was assumed by all in the company. If not, there would be no long-lasting results. Many believe that quality is something that can be done “after the fact,” yet it is quite the opposite. Quality must be the foundation, not a simple add on to a company’s daily processes. While focusing on quality, supplier interests, concerns, and commitment to the highest customer satisfaction should be the focus of attention. One of the most important points requires employees to internalize that what is good enough for today is not good enough for tomorrow. Continuous improvement is imperative. In order to do this, training for employees must be specific in order to yield successful production. Leadership must be effective and constantly evolving
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