Quality, Process, And Location Analysis Essay

Identify the system’s constraint itself. Learning that the true constraint is often a lack of availability of a specific skill or piece of equipment is helpful in quickly identifying the constraint, and the manager is encouraged to continually ask “why” to diagnose the constraint.

Fagan (2009) looked into a Smail Collision Center in Greensburg, Pa and how they have been actively implementing the Theory of Constraints for more than a year. The findings were staggering with regards to the positive impact that was realized throughout company. Fagan (2009) stated that Smail was able to reduce its cycle times by 64 percent, making them twice as fast as their previous operating model. Their flat rate productivity went from 120 percent to 190 percent. Sales grew by 12.8 percent and net growth was 36.7 percent in 2007 and increased by an additional 26 percent in 2008 which resulted in a net increase of 50 percent. With these astounding results digging further into the TOC process becomes a very attractive option for many businesses to explore.

Alex with great success utilizes the theory of constraints to come across Bottlenecks in the manufacturing plant. Jonah explained to Alex that bottlenecks are any resources whose capacity is equal to or less then the demand placed upon it. Alex has to identify the bottlenecks in the system and try to eliminate them, which will allow the control of the flow of materials in the system. This will lead to the decrease inventories, decrease operational expenses, and increase the throughput of the whole plant.

In this paper I will analyze two articles, one is quantitative and the other is qualitative. I will describe the quantitative methods used including the research question addressed, the hypothesis, and variables. I will identify the population and sample. I will discuss the reliability and validity of the instruments used. I will then discuss the design of the article and how the findings were analyzed. For the qualitative article, I will identify the design of the article, the methods used and the strategies used for analyzing the data. Lastly, I will look at the implications for practice in the qualitative article, discuss other journals that might be interested in publishing the article and discuss how this article might

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.

Develop and execute a defined strategy to be in compliance with approaching government regulation and law changes that affect the health care industry

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.

Also, the company has to ensure the existence of business processes and ways of acquiring its merchandise possess the traits that can be analyzed, measured, controlled and improved. The firm and the top leadership have to realize that, a sustainable level of quality improvement, calls for the commitment of everybody in the organization and more importantly, the top-level management.

Operations processes refers to the acquisition of inputs which are transformed in a business through the addition of value into outputs of goods and services. Businesses use operational processes involving inputs and transformation processes to increase efficiency and output. The operations management focuses on carefully and managing processes to produce and distribute products and services based on the nature of the business. To achieve objectives in a business, the quality of products are monitored regularly using customer services and warranties. Both Qantas and McDonalds, utilise operation process in order to gain maximum efficiency and productivity.

In their empirical study, Hill and Westbrook (1997), the group members of operations management academics, analyzed 20 UK manufacturing companies in 1993-1994 on

Introduction - Total quality management (TQM) has been defined as ‘continuous improvement of every production output whether it be a product or a service, by removing inefficient variations and by improving the backbone of the work process’. International managers like their domestic counterparts have found that incorporating the notion of total quality management into their management process and style can give the competitive advantage.

Although the initial cost might seem expensive, the overall costs of ensuring delivery of quality products and services might prove to be less than expected. There are four ways in which quality assurance and control can affect a company, and they are: productivity, profitability, cost, and customer satisfaction. Poor quality costs organization money in terms of productivity problems. If an organization uses low-quality parts and materials, systems will break down, even if of any high quality parts or materials are also used. Low quality parts and materials can cause mechanical breakdowns and failure, as well as slowing down the flow of work or even bringing work to a halt. Improving productivity and quality in an organization usually results in increased customer and employee contentment. If an organization implements and uses the quality management system techniques such as cost-analysis, process mapping, and benchmarking, they can attain regular improvement in all work flow processes. Improved production will results in fewer deficiencies, fewer delays and reduced costs. With improved productivity within an organization it leads to increases profitability. When employees are engaged in a work environment in which teamwork is emphasized and where quality products are the goal, the work environment flows more smoothly than one in which quality is an afterthought. For example,

Operational management processes in a firm involves overseeing, formulating and reformulation of the operations of a business. The processes are meant to ensure efficiency in administering resources whilst ensuring there is effective management of client’s specifications and or directions. This is achieved by adding value to the firm’s processes. Such achievements are experienced when a firm embarks in directing its physical and or technical functions towards enhancing its development, production and manufacturing. These should be pre-determined and controlled by market opportunities if a company is to reach its ultimate production levels. Their realisation adds up to ensuring the future of a firm, offering operational

Table I shows a summary of the various approaches and some of their key characteristics. Despite some differences between Total Quality Management (TQM), the Theory Of Constraints (TOC), Six Sigma and Lean the desired outcome of each methodology is ultimately customer focused. TQM, and Lean trace their origins to the quality evolution in Japan shortly after the Second World War though the concepts within each have developed differently. Many TQM concepts and tools have become integral parts Lean methodology, but they differ in their primary focus. While six sigma is often viewed as a direct descendant of TQM it brings a more disciplined approach to process improvement, organizational structure and focus. TOC was introduced to overcome the perceived shortcomings of both Lean and TQM. Both were thought to lack focus on the throughput of a product that was considered to provide a greater benefit in terms of improving an organization’s financial performance.

The case study illustrates the challenges met by a newly established company i.e. Rio Bravo IV in a high performance and quality demanding Industry. It shows how the best operations management strategy is important and how customer focus is a key feature in the success of an organization. We also see how building the right team for the right job will be key in the success of projects in today’s result oriented world.