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Implementation of Activities (Balance Authority - Responsibility (Quality…
Implementation of Activities
Competitive Edge
Managing human resources is very different from managing any other resource in the organization because it involves some difficulties.
It has to do with means and not ends, because it is fundamentally concerned with efficiency, by the degree of dispersion, by the different areas of the organization.
Above all, because it manages living resources, extremely complex, diversified and variable: people.
With higher quality and lower costs, more flexibility will be available to respond to the market and the option of lowering prices will be available.
Real benefits are gained as executives begin to understand the stark difference between "cost reduction" and "elimination of cost drivers."
If we learn to cooperate, if we apply a scientific method and conceive the organization as a system,
We will be able to please all those interested in it, offering them better quality, lower costs, less waste and higher productivity.
Vision of the Company as a System
System
It is a set of elements interrelated to each other, with the same purpose,
We can say that this principle can be applied to any team of individuals or processes that want to operate as a system.
Improvement of a System
A team is a well-tuned system consisting of individual elements, which strive to achieve a common goal.
We need to cooperate to perfect the system as a whole, not to do with each of the elements.
Perfecting each element separately destroys the effectiveness of wholeness.
For the organization to function as a whole, the components must cooperate with each other.
Cooperation: A Situation in which Everyone Gains
It is necessary for organizations to find new approaches that can produce positive results that everyone gains.
Some organizations, for example, hold monthly meetings of managers to discuss ways to reduce overall costs.
Managers, as a team, acknowledge the need to constantly improve the efficiency of the system as a whole.
In an environment of this type, in which the team is fully integrated, and everyone wins.
Employees of any organization will feel encouraged to share their innovative ideas, and the organization will achieve significant savings.
We can only perfect a system when we accept an imperfect functioning of the individual elements, in order to achieve improvement in the possible.
Many organizations fall into the trap of treating divisions as if they are independent of each other. They place limits on each functional area or on each business unit, and then attempt to improve them separately.
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Diversity of Activities
The need to integrate an organization as a system is evident
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Many mid-level managers have asked what they would like to improve in their organizations, and have almost always replied: "break down the boundaries that exist between departments."
To achieve that, it is prices that the organization has set itself a purpose.
They are not equal to the needs of organizations of great magnitude to those of the smaller firms.
Other factors such as markets, technology and organizational strategy also establish different quality management requirements.
Forcing it to adopt a variety of forms for different organizations.
Benefits of a Quality Management System
These include: improving customer satisfaction, increasing customer confidence, improving market reputation, improving market share.
From the internal perspective of an organization, some benefits would be the following:
Reduced retracts, lower costs, less inventory, less employee frustration (associated with recurring and retracted problems.
Since quality management systems are aimed at obtaining consistent results through a consistent execution of the process.
They provide the means to sustain the gain obtained in the improvement activities.
Doing so in this way is a prerequisite of my non-cash improvement.
Quality management systems produce consistent performance, whether good or bad. Therefore, they provide a solid foundation for managing the process.
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Balance Authority - Responsibility
The Best Opportunities the System Offers
A very generalized attitude is to grow, or at least pretend that the problems will disappear if employees comply faster or more correctly with their obligations.
This concept of improvement leads us to blame ourselves for problems.
When a difficulty arises we do not stop asking "why" until finding the culprit. What is the result of this in practice? Not very good
Use information that serves to guide the research and evaluate the changes that have led the fourth generation managers to understand that performance is largely determined.
By the system in which employees work: their policies, process, procedures, training, equipment, instructions, materials.
When problems arise, it is better to focus first on other elements of the system: hence the well-known phrase: blame the process, not the person.
Dr. Joseph M. Juran discovered that only an average of 20% of the problems in production were controllable by the employee.
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The Leverage Points
The deep search for correction is the leverage of our efforts, as we try to solve many problems by attacking a deeply rooted cause.
Organizations that are able to focus on one, two or three of the most important leverage points are more successful.
The common way to identify leverage zones is to isolate vital points from the rest.
For example, it is necessary to determine clearly who are the main clients which problems explain their dissatisfaction almost in its entirety.
It is imperative to know where leverage points are located within the company when setting priorities for short- and long-term strategies.
This knowledge allows us to focus on improving appropriate actions.
Build a Future
Applying system-oriented principles can have a profound effect on the immediate future of the organization and its long-term prospects.
Applying system-oriented principles can have a profound effect on the immediate future of the organization and its long-term prospects.
Defining the purpose of the "system" and communicating it to all employees will allow them to set their priorities and improve their customer orientation.
As we begin to see the organization as a system, we will increasingly appreciate the importance of the basic principles enunciated.
• Improvement requires cooperation and a win-win situation.
• In perfecting the individual elements, the effectiveness of the whole is destroyed.
• Interdependencies are often complex and very separate in time and space.
• Build the future.
• Look for leverage or support points.
• Try to make deep corrections.
•Blame the process, not the person.
• A system without a purpose is not a system.
• The larger the loop, the bigger the gains.
Quality Management System
The goal of a quality management system is simple: to ensure that an organization consistently meets customer requirements.
And they define how organizations operate to consistently meet customer requirements.
Common Features:
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• Finally, most of these systems include measurement elements to increase their effectiveness or identify problems.
• Cover a lot of activities in the organization. Quality is defined in broad terms.
• Because the results are of paramount importance, quality management systems focus on the coherence of the work process
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• Emphasis on error prevention rather than relying on detention and reaction to them.
• Recognizing that many systems will not be 100% effective in prevention, emphasis is also placed on corrective action on problems encountered
• In this sense, quality management issues are "closed circles". These include detection, feedback and correction.
Benefits
There are some obvious rewards for an organization that can consistently meet or exceed its customers' requirements. These include:
• Improvement in market share
From the internal perspective of an organization some benefits would be the following:
•Reduction of retracted
• Lower costs
• Lower inventory
• Less employee frustration associated with reoccurring recurrent problems.
• Improvement in market reputation.
• Increased customer confidence.
• Improvement in customer satisfaction.