Sources / Reference
1. http://www.brighthub.com/office/project-management/articles/122495.aspx
2. http://www.org-synergies.com/wholesystem.html
3. http://www.bola.biz/change/seminar3.html
4. http://citeseerx.ist.psu.edu/viewdoc/summary?doi=10.1.1.98.4712
5. http://managementhelp.org/quality/total-quality-management.htm
6. http://www.bexcellence.org/Total-quality-management.html
7. http://home.pacific.net.hk/~williamw/compare_tqm_and_bpr.htm
Summary
After reviewing the Lecture 6, I
would like to focus on the Leavitt Diamond and the evolution of BPR in this
journal since these concept is extremely important in the Business
process re-engineering.
The Leavitt Diamond
Leavitt offered a new approach to looking at organizations, in which every organization consists of four interactive components, Structure, Technology, People and Task. This approach is now widely used for making organizational change more effective. Keep reading to learn more about these components and their interactive behavior.
Structure
It includes the hierarchical structure, relationships, communication patterns and coordination between different management levels, departments and employees. This would also include how authority and responsibility flow within the organization. The structure needs to be altered, when changes are made to any other component of the diamond.
Technology
Technology is that component of the organization which aids or facilitates the people to perform the tasks. Computers, equipment, LAN lines, barcode readers, software applications, etc. are all counted under technology. Technology too, like all the other components of the Leavitt’s diamond, will need to be changed when modifications are made to any other component.
People
The people are the employees of the organization. When using this approach, you don’t just look at employees as accountants, receptionist, mangers, etc. Instead you also look at their skills, efficiency, knowledge and productivity. Now let’s take a look at how this component will need to be modified with respect to changes in the other three components.
Task
This component can include goals in addition to tasks. Thus this component would include looking at two things – firstly how things are being done and secondly what are you trying to achieve. Here again, you must focus more on the qualitative aspects of the tasks and goals rather than the actual tasks and goals. When looking at tasks think about their relevance and their benefits, and when looking at goals think about the yield and productivity. Now let’s see how tasks are affected by change in other factors.
Evolution of BPR
Total Quality Management (TQM)
TQM is a management approach for an
organization that focuses on customer satisfaction in terms of continual
improvement of the quality of its products and services. It is composed of 3 paradigms:
· Total
- involving the entire organization, supply chain,
and/or product life cycle
· Quality
· Management
- The system of managing with steps like Plan, Organize,
Control, Lead and Staff
7
Important Principles of Total Quality Management
1. Quality
can and must be managed
Many companies have wallowed in a repetitive cycle of chaos and customer
complaints. They believe that their operations are simply too large to
effectively manage the level of quality. The first step in the TQM process,
then, is to realize there is a problem and that it can be controlled.
2. Processes,
not people, are the problem
If your process is causing problems, it won’t matter how many times you hire
new employees or how many training sessions you put them through. Correct the
process and then train your people on these new procedures.
3. Don’t
treat symptoms, look for quality
If you just patch over the
underlying problems in the process, you will never be able to fully reach your
potential. If, for example, your shipping department is falling behind, you may
find that it is because of holdups in manufacturing. Go for the source to
correct the problem.
4. Every
employee is responsible for quality
Everyone in the company, from the
workers on the line to the upper management, must realize that they have an
important part to play in ensuring high levels of quality in their products and
services. Everyone has a customer to delight, and they must all step up and
take responsibility for them.
5. Quality
must be measurable
A quality management system is only
effective when you can quantify the results. You need to see how the process is
implemented and if it is having the desired effect. This will help you set your
goals for the future and ensure that every department is working toward the
same result.
6. Quality
improvements must be continuous
Total Quality Management is not
something that can be done once and then forgotten. It’s not a management
“phase” that will end after a problem has been corrected. Real improvements
must occur frequently and continually in order to increase customer
satisfaction and loyalty.
7. Quality
is a long-term investment
Quality management is not a quick
fix. You can purchase QMS software that will help you get things started, but
you should understand that real results won’t occur immediately. TQM is a
long-term investment, and it is designed to help you find long-term success.
TQM
and BPR
As we have discuss
about BPR in the previous entry already. Now, I would like to focus on the comparison
between TQM and BPR. First will be the same aspect of them are following by the
difference between them.
Same
·
Customer-oriented
o
Aims
on improving the customer satisfaction
·
Process-oriented
o
Target
to alter the processes
·
Team
approach
Different
TQM
|
BPR
|
Ø Projects are
initiated by both top-down approach and bottom-up approach
Ø Assume that
the existing practices or systems are principally right and useful
Ø Aims on
smoothly and incremental improvements
Ø Standardization
Ø Achieving a
consistent performance
Ø Emphasis on
the use of statistical process control
Ø TQM is a
Cultural issue
|
Ø Projects are
initiated by top-down approach
Ø Assume that
the existing system is useless and suggests starting it over
Ø Aims on
dramatic results
Ø Flexibility
Ø Emphasis more
on the enabling role of information technology
Ø BPR is a
Project
|
