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IMPLEMENTATION OF ACTIVITIES - Coggle Diagram

- - - - Real benefits are realized when executives begin to understand the stark difference between "reducing costs" and "eliminating the causes of costs."
        As long as managers continue to cling to the old-fashioned belief that quality and productivity are opposed, they will be unable to accept the principles on which fourth-generation management rests.
        If we learn to cooperate, if we apply a scientific method and conceive the organization as a system, we will have the possibility to please all those interested in it, offering them better quality, lower costs, less waste and greater productivity.
- - - - a. Perfecting a System
        A team is a well-tuned system; It consists of individual elements, which strive to achieve a common goal.
        It is very easy to destroy this system.
        All that is needed is to make the members attack each other.
        For example, we could create a mandatory distribution of qualifications, in which only one rower of each team would receive an A, several could put a list of names on the door of the training room pointing to the fastest rowers in green color on the side the upper part, and the slower ones in red at the bottom.
        
        b. Cooperation: Win-Win Situation
        If the systems perspective is to prevail, organizations need to find new approaches capable of producing positive win-win results.
        Some organizations, for example, hold managers' meetings every month to discuss ways to lower overall costs.
        Managers, as a team, acknowledge the need to constantly improve the efficiency of the system as a whole.
        In such an environment, in which the team is fully integrated, and everyone wins, the employees of any organization will be encouraged to share their innovative ideas, and the organization will realize significant savings.
        
        It is not easy to see a system as a whole. Interactions between the parties are often hidden:
        One newspaper decided to cut down on the amount of printing paper it disposed of, and it got truly impressive results. But after some time they realized that customer complaints about wrinkled paper and ink stains on newspaper pages had increased dramatically.
        
        The interdependencies of a system are often extremely complex, and are widely separated in time and space.
        The change in an area, after days, months and even years usually has serious and unpredictable consequences at some point - interactions that often go unnoticed, ignored or misunderstood.
- - - - When it comes to improvement activities, people generally think of operational improvements, and how to increase the execution of a certain Marketing strategy.
        Quality management systems usually focus on the execution of strategies. They are not explicitly directed to the development of these.
        Some consider this a difference from such systems. However, the most important thing is to perceive that there is a limitation and act according to the circumstances.
- - - - In practice, it is convenient to think about the existence of three levels:
        • Level 1: correct the final product. Correct without delay the problems that appear in the final product or that occur during the provision of a service.
        • Level 2: correct the process. Modify the process that allowed the problem to arise; devise means to prevent recurrence.
        • Level 3: correct the system. Change the system that allowed the faulty process (the one that gave rise to the faulty product or service) to operate with these faults.
    - - Organizations that can focus on one, two, or three of the most important leverage points are more successful. For example:
        • Most customer complaints relate to only a few products or services.
        • Budget overruns are due to just a few factors.
        • Most of the effects or errors of a process appear only in some of its steps.
        • Almost all income comes from a few clients or types of clients.
      - Thus, a common way to identify the zones of leverage is to isolate the vital points from the rest. For example, it is necessary to clearly determine who the main customers are and which problems explain their dissatisfaction almost entirely.
        Those points will provide the opportunity for great leverage.
        
        Here are some questions that help stimulate new thinking about leverage points:
        • If we improve this point, would the number of customers who buy our products or services increase significantly?
        • Would the improvement at this point contribute decisively to consolidate the loyalty of our current clients?
        • An alliance with another company to make the most of this opportunity, would it have a profound impact on our ability to work?
      - c. Build a Future
        If system-oriented principles are applied, they can have a profound effect on your organization's immediate future and long-term prospects.
        Identifying leverage points, as well as analyzing what is best for the system as a whole, will help us overcome the barriers to improvement.
        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 stated:
        • By refining individual elements, the effectiveness of the whole is destroyed.
        • Interdependencies are often complex and widely separated in time and space.
        • Improvement requires cooperation and a win-win situation.
        • The bigger the tie, the bigger the winnings.
        • A system without a purpose is not a system.
        
        d. What is a Quality Management System?
        Quality management systems can take many forms. Therefore, it is better to define them in terms of their function or purposes rather than based on how they are implemented.
        The goal of a quality management system is simple: to ensure that an organization consistently meets customer requirements.
        
        e. Benefits of a Quality Management Systems
        There are some obvious rewards for an organization that can consistently meet or exceed the requirements of its customers.
        These include:
        • Improvement in customer satisfaction.
        • Increase in customer trust.
        • Improvement in market reputation.
        • Improvement in market share.
        From the internal perspective of an organization, some benefits would be the following:
        • Reduction of rework
        • Lower costs
        • Less inventory
        • Less frustration on the part of the employee, associated with recurring and delayed problems.
        
        Since quality management systems are aimed at obtaining consistent results through consistent execution of the process, they provide the means to sustain the gain from improvement activities.
        In doing so they are a prerequisite for effective breeding.
        Quality management systems produce consistent performance, good or bad.
        Therefore, they provide a solid foundation for managing the process.
        
        Quality management systems define how organizations operate to consistently meet customer requirements.
        Obviously, there are many ways in which organizations can achieve this goal; for this reason the systems are specific to those who implement them.
        However, there are some common features in most of these systems.
        • They cover a large number of activities in the organization. Quality is defined in broad terms and includes not only characteristics of product performance, but also of the service that customers demand.
        • Since consistency in results is of paramount importance, quality management systems focus on consistency in the work process. This often includes some level of documentation to standardize the work.
        • They emphasize preventing mistakes rather than relying on stopping and reacting to them.