The quality: an essential constituent of operation management (2007)

Résumé du document

In a world where productivity and efficiency are often key words and the only concerns in the work vocabulary, Operations Management can be defined as "the set of activities that creates value in the form of goods and services by transforming inputs into outputs". For a firm, these activities lead to another way to achieve its different objectives without taking into account factors of efficiency only. A good operation manager has to plan, organize, staff, lead and control in order to achieve his company's goals. But with the constant innovation of proceeds and the new challenges which surge, he has to familiarize himself with all the changes which occur in the business world. Numerous changes have modified the strategies of companies in the past few years; and the operation management is one of those. Indeed there were changes in the quality, the reduction in inventory and costs, in the improving delivery and lead times. Here we will focus more particularly on the changes which influence one of the essential constituents of the operation management, the quality, and the implications it leads to.

Extraits

[...] But with the constant innovation of proceeds and the new challenges which surge, he has to familiarize himself with all the changes which occur in the business world. So, numerous changes have modified the strategies of companies in the past few years; the operation management is one of those. Indeed there were changes in the quality, the reduction in inventory and costs, in the improving delivery and lead times. Here we will focus more particularly to the changes which influence one of the essential constituents of the operation management, the quality, and the currents implications it has leads to. [...]

[...] Our staff has to show access, a great courtesy and good communication in order to invite the client to feel better and to enjoy its time (for example, a good haircutter has to be really talkative). These qualities “ajoutées” to credibility, that is to say persuade the client that we got honesty and trustworthiness, will certainly guarantee loyalty and a will for the satisfied people to come back. This loyalty can deepen by deeper relations to the people and better understanding of what they need. [...]

[...] Then a TQM applied in the services will results in different accommodations. As services include more persons, they have to show quality by relationship skills. If a client has the choice between two firms who provide exactly the same service, he will be more likely to choose the one which offers him more smiles and handshakes costs less than everything, but worth more than anything, a smile”). Moreover a service of quality must include determinants which affect the final choice of the customer and which will influence the consumer's final decision. [...]

[...] In other words, to use a Total Quality Management (TQM). Total Quality management consists in seven concepts if a firm wants to compete as a leader. These concepts are the continuous improvement, the Six Sigma, the employee empowerment, the benchmarking, the Just-in-time, the Taguchi concepts and the knowledge of TQM tools. The development of the TQM has to permit to companies to reach for a way of quality of doing its activity. If we apply this strategy to a football club (I'll Choose Arsenal). [...]

[...] However, for a firm, the search for the quality is driven by the need of the companies to meet customers' needs. That's why the American Society defines it as: totality of features and characteristics of has product that bears service on its ability to satisfy stated or implied needs Consequently, managers have to guess what are expecting the consumers and even anticipate their will. The quality of a service or a product was always one of the key factors of the success of companies. [...]