Summary of Total Quality Management Model

Summary of Total Quality Management Model In the early 1990s, a philosophy of management called total quality management gained popularity. Its origins are traced to the ideas of U.S. quality experts W. Edwards Deming and Joseph Duran and highlighted by such programs as the Malcolm Baldrige National Quality Award. Total quality management (TQM) is defined as managing the entire organization so that it excels in all dimensions of products and services that are important to the customer. As the definition states, this philosophy concentrates on quality as a primary component of the organizations drive for competitive advantage. Marketing decision-making is directly effected by such a system because quality is a component of product/service design and can be an important decision-making criterion employed by potential buyers. The TQM model goes beyond product and service quality, however, and suggests that a highly structured system of management that emphasizes mechanisms like control and punitive action which stifles people and ultimately hinders an organizations attempt to produce quality products and services. Rather, the organization that views all its employees as critical, creative resources will be much better able to pursue quality in every activity and through every decision. Some of the key tenets of TQM are: Every employee has creative skill and talent that can be beneficial to the organization, and employees should be empowered with decision-making responsibility and authority. An organization must engage in parallel and simultaneous decision making rather that hierarchical decision-making. Functions like marketing and production must work together and simultaneously to create solutions rather than waiting for another and engaging in reactive decision-making. An organization must replace a control mentality and structure with one that nurtures creativity and cross-functional participation in decision-making. Speed and quality are the essential dimensions of competitive advantage and should constitute the overriding objectives of the organization. The underlying premises of TQM are attractive. However, TQM can be a very costly and time-consuming process. Speed and quality are essential to the concept of TQM as they are to product development and the efforts by firms like Honda to cut development time and use speed as a strategic tool. The argument that rigid and hierarchical organizational structures suppress creativity and limit an organizations potential is a believable proposition. But, organisations are discovering that the concept of TQM has some practical hazards that make complete implementation difficult. Specifically, the following can compromise TQM as a management approach: Not all employees are capable of or desire to be empowered. Many employees, even at middle-management levels are content to make contributions to the organization by following rather than leading. It can be difficult to motivate employees to embrace corporate objectives over their own personal or career objectives. Effective implementation of TQM requires that corporate goals be placed ahead of personal goals. Effective implementation of TQM procedures presumes effective and swift communication within an organization in order for functional areas to operate simultaneously rather than hierarchically. Many organizations are unable to establish effective and rapid communications networks essential to the success of a TQM system. Implementation of a total quality system requires its own sort of bureaucracy, which itself can bog down the organization from the standpoints of both cost and speed of decision making. While TQM is an appealing philosophy, it remains to be seen whether it can be effectively implemented across complex organizations. Some firms, like Motorola, have had tremendous success with a TQM approach to management. Many other firms, however, have experienced almost insignificant quality increases when compared to the massive scale of the firms quality effort. Horizontal Management Structure The horizontal corporation may be the most radical of the new management systems being touted. A horizontal management structure is defined as managing across an organization rather than in a top-down, hierarchical fashion by identifying key processes and creating teams to manage them. The main premise of horizontal management structure borrows a dimension from TQM: the downward, hierarchical authority of an organization must be dismantled to take advantage of all corporate resources. In place of vertical authority, a new horizontal system is proposed that organizes a firm around processes rather than tasks. Such a horizontal structure is said to eliminate a task orientation and focus company resources on customers instead The following are the seven key elements of a horizontal structure management system: A Process Organizational Structure.Create a structure around processes rather than tasks. The entire company can be built around three to five core processes. A process owner is assigned to each. Horizontal Structure.Levels of supervision should be kept to a minimum by combining tasks within processes. The hierarchical nature of the organization should be flattened to resemble the activities. Team Management.Teams rather than managers will run processes. Each team is held accountable for performance within processes. Customer Satisfaction Drives Performance.Do away with old measures of performance like stock appreciation or profitability and use customer satisfaction instead: profits will follow if customers are satisfied? Team Performance Rewards.The evaluation and pay system should emphasize team not individual performance. Encourage the development of multiple skills rather than specialization. Maximum Supplier, Customer, Employee Contact.Employees must have direct and frequent contact with suppliers and customers. Find in-house teams where suppliers and customers can be participants. Inform and Train All Employees.Employees must be trusted with critical data and important decisions. Include all employees, not just leaders. The horizontal structure, like others, is intended to increase the speed and efficiency of activities and decision-making. So far, it has met with considerable success. ATT Network Systems Division has reorganized all of its 130 activities around 13 core processes and employee bonuses are based on customer satisfaction evaluations. Kodak has eliminated several vice-president level positions and uses self-directed teams to manage the areas instead. Finally, Xerox now handles its new product development through multi-disciplinary teams that work in a single process structure rather than vertical or even simultaneous functions. Re-engineering Reengineering as a management imperative is similar to the horizontal structure system with one major exception. Re-engineering focuses on the redesign of processes within an organization just as the horizontal system does. However, reengineering is not restricted to any particular redesign of processes. Rather, the entire organization is scrutinized from top to bottom to search for opportunities for improvement. Re-engineering is defined as the radical redesign of business processes to achieve major gains in cost, service, or time. Changing processes to achieve productivity or effectiveness gains does not distinguish reengineering from either TQM or a horizontal structure. There are, however, two distinctive aspects of reengineering. First, re-engineering examines the organization from the outside in and designs it around customers needs. The key question to be asked is, If we could start this company from scratch, how would it be designed? Second, reengineering promotes strong lead ership from the top, the Managing Director or Chief Executive Officer leads the organization. This is completely different from either TQM or a horizontal structure. Several firms have had tremendous success with reengineering. Union Carbide has used reengineering to cut U.S.$400 million out of the fixed costs of its operations over a three-year period. GTE reengineered its customer service operations from the outside in and created customer care centres. Before reengineering, customers had to deal with three different departments for line problems, billing questions, and special services. After reengineering, GTE has a single customer contact process where effectiveness is judged by how many times a problem can be solved without passing the customer on to another department. Reengineering is recommended for important, broad-based corporate and marketing processes like new product development and customer service rather than for specific strategic issues like cost or quality problems. The Virtual Corporation The virtual corporation is a management system in which several companies form a temporary network of joint ventures and alliances that come together quickly to exploit fast-changing opportunities. The virtual corporation is conceived of as a grouping of independent organization, manufacturers, service providers, suppliers, customers, and even competitors that are linked with information technology to share knowledge and skills. There is no central administration, no hierarchy, and no formal lines of authority. Rather, the virtual corporation is a group of collaborators that will come together temporarily to exploit market opportunities. Each partner in the alliance contributes what it is best at doing. (This sort of arrangement with an example of Toshiba Electronics global alliances). The key features of a virtual corporation management arrangement are: Excellence.Each partner in a virtual corporation alliance brings a core competence to the collaboration. In this way, each function and process can be world-class calibre. Technology.Global information networks will allow participants to create electronic links for sharing expertise and knowledge. Information superhighways could create electronic contracts without legal ties. Opportunism.The partnerships are temporary and created to exploit a specific market opportunity. Once the opportunity disappears, the alliance will likely disappear as well. Trust.The fate of each partner is dependent on the other. Trust is a key dimension in the successful performance of a virtual corporation. No Borders.The collaboration among customers, suppliers, producers, and competitors breaks down borders between organizations. The virtual corporation concept has its critics, but it also has brought together some of the most prominent names in the corporate world. ATT used Marubeni Trading Co. to establish a relationship with Matsushita Electric Industrial Co. to expedite the production of notebook computers, which were designed by a fourth partner, Henry Dreyfuss Associates. Corning, Inc., has 19 partnerships that account for nearly 13 percent of the firms earnings. Former rivals IBM, Apple, and Motorola have created an alliance to develop an operating system and microprocessor for a new generation of computers, the Power PC. Once again, this proposed corporate management system would have pervasive effects across the marketing systems of the firms involved. Product development speed and efficacy, customer service, sales effectiveness, and price levels all can be directly affected. The future of the virtual corporation vision is unknown. While it is conceptually intriguing, there are definite obstacles. The information technology is not quite in place; firms have never had to trust each other to the degree that this proposal calls for; and there may need to be changes in regulations related to antitrust and intellectual property before virtual corporations can actually be formed. A Global Perspective By now you have become accustomed to a discussion at this point of the global issues associated with a topic area. Successful cultivation of worldwide markets is by far the most formidable challenge faced by organisations. An organizations resources are pressed to their limits when foreign markets become the focus of the marketing effort. Case Study: What short-term marketing strategies did Harley-Davidson implement while it was developing the long-term strategy of redesigned engines? A Tale of Management Challenges By the start of the 1980s, Harley-Davidson, the last U.S. motorcycle maker, had seen its share of the super-heavyweight motorcycle market drop from 75 percent in 1973 to less than 25 percent. Quality in the production process was so poor that more than half the cycles produced came off the assembly line missing parts and were delivered to dealers inoperable. The big Harleys leaked oil, vibrated excessively, and were hard to start. Performance couldnt touch the new bullet bikes arriving from Japan with their breath-taking acceleration and silky smooth transmissions. Harley loyalists were still willing to get their hands greasy to fix the big bikes and to modify their performance, but new buyers who were fuelling the growth in the motorcycle market had no intention of doing so. Needless to say, Harley-Davidson faced a huge management challenge. As Vaugn Beals, chairman of Harley-Davidson, put it, We were being wiped out by the Japanese because they were better managers. It wasnt the ro botics, or culture, or morning calisthenics and company songsit was professional managers who understood their business and paid attention to detail.1 Beals devised a long-range plan to win customers and bring Harley-Davidsons back to prominence in the motorcycle market. The important change would be to upgrade performance with a new generation of engine designs. This transition would take up to ten years. Harley needed solutions much sooner to survive. Those solutions came in the form of marketing management decisions to implement short- and intermediate-term strategies: Willie G. Davidson created a series of cosmetic styling changes. In the five years before Harley could bring the new engines on line, he introduced a succession of new models -Super Glide, Low Rider, and Wide Glide that emulated the look of the choppers Harley fanatics were putting together themselves. With a decal here and a paint strip there the new models were a huge success. Beals and several managers toured a Honda assembly plant and came away knowing their manufacturing techniques were woefully outdated and costly. A manufacturing team introduced a just-in-time inventory program in the firms Milwaukee engine plant. Huge inventories and elaborate materials handling systems were eliminated with the program. The result was an increase in quality and a reduction in costs. In marketing, management shifted its focus away from trying to compete with the Japanese across several product lines and concentrated on developing the big-bike segment. In 1983, the company formed the Harley Owners Group (HOG) to develop a closer relationship with customers. Shortly afterward, a $3 million demonstration campaign was initiated called SuperRide, which invited bikers to visit any of the companys 600 dealers for a ride on a new Harley. The Role of Marketing Management In 1984, Harley-Davidson sales were a mere U.S.$294 million, which produced a profit of only U.S.$2.9 million. By 1993, sales had soared to over U.S.$1.2 billion and profits approached U.S.$75 million. Harley-Davidson has not only survived, but has prospered and grabbed nearly 50 percent market share in the super-heavy weight market. The leaders of the firm managed Harley-Davidson out of crisis: corporate resources were focused on an identifiable target market segment, marketing and manufacturing were integrated to contain costs, programs to attract customers and support dealers were initiated, and strategies for the short- and long-term target market development were conceived and implemented. As this episode in the history of Harley-Davidson highlights, the role of marketing management in an organization is to provide a mechanism for guiding marketing strategy development and implementation. No firm can compete effectively without performing basic tasks in the marketing mix: product development, pricing, distribution, and promotion. But, the difference between a firm that achieves mediocre results and a firm that prospers is often based on how much emphasis is placed on the management of marketing activities. Marketing management is critical to making the marketing process prominent in a firm. As the marketing process is granted unique status through focused management attention, the precision and impact of marketing activities increases. This demonstrates that managing marketing activities rather than simply implementing marketing tasks has a tremendous impact on the competitive strength and profitability of a firm. Marketing management involves specialized management efforts. A highly useful and well-articulated definition of marketing management is: The analysis, planning, implementation, and control of programs designed to create, build, and maintain mutually beneficial exchanges and relationships with target markets for the purpose of achieving organizational objectives. REFERENCES Points in the discussion of Harley-Davidson are taken from How Harley Beat Back the Japanese, Fortune (September 25, 1989) 155-164. Philip Kotler, Marketing Management: Analysis, Planning, Implementation and Control, 4th ed. (Englewood Cliffs, NJ: Prentice-Hall, Inc., 1980), 22. Thomas A. Stewart, GE Keeps Those Ideas Coming, Fortune (August 12, 1991): 41-49.

Fedex Operation Mangement

The organization’s name and main line of business: FEDEX Corporations – Logistics 2. Specific type of operation: Air and Ground Delivery Specializing in Next Day Delivery 3. Describe the nature of operations process given your newfound understanding of operation management and productivity: a. Service and product design: i. Supply Chain management ii. Next Day Delivery Services b. Quality management – Customer oriented business â€Å"People First Philosophy† c.Process and capacity – use of available technologies (web based tracking system) to enable customers real time access to information related to their packages to increase customer satisfaction; task employees to think of innovation as part of their day to day job d. Location – sites located locally and globally (over 220 countries) e. Layout and design – operated and owed independently f. Job Design : based on parcel shipping through ground and air, e-commerce and business servic es g.Supply Chain Management: h. Inventory Management: use improved – technology function to meet its goals i. Scheduling: 24 hour shipping operation globally 4. Maintenance: Owns and operates and maintains over 90K ground vehicles; 663 aircrafts in more than 375 airports 5. Global Strategy of the Organization FEDEX is the embodiment of operation management. The company started out as shipping company in 1971 to a multibillion dollar corporation with current revenue of $42. 7 billion in the current fiscal year.Originally FEDEX started with freight delivery through ground and air which expanded to four divisions FEDEX Express, Ground, Freight, and Services. FEDEX success in today’s business due to their diligence in addressing Basic Management Functions – planning, organizing, staffing, leading and controlling as well as addressing the ten critical decisions associated with a very successful business. FEDEX CEO and founder Mr. Fred Smith planning his organization from fledgling company offering delivery of small packages and documents to approximately 25 cities in the United States.His efficient ideas of outlining delivery service in the computer information age was outstanding not only did his idea went to fruition became FEDEX blue print for success. He organized his corporation by having locally owned company can concentrated on specific needs of that area through FEDEX business practice not only minimize staffing overhead, it also gave the independent companies the flexibility they need without losing control of core principles is a great example of successful and triumphant Corporation in the modern era.FEDEX address their ten critical decision areas by incorporating it through their mission, strategies and values. Their customer centric mission â€Å"People First Philosophy† embodies their service and product design. Their process and capacity is addressed again through customer satisfaction by utilizing modern technology such as the internet to give real time in-transit information on their packages and tasking the employees to think of innovative ways to operate as part of their day to day job is a great example of empowerment to improve the work place resulting in efficient ways to operate.Independently owned and operated sites are another way to save money in lower overhead cost. This also allows the site to concentrate on the particular requirements of the customers in that area. FEDEX is in the forefront of a successful business because of how they employ and use operation management techniques and addressing the ten critical decision areas through their mission, strategies and values that centers on employees and customers.

Carbene Addition Lab

Synthesis of 7, 7- dichloronorcarane in Carbon Addition Reaction CHM 337 | Dr. Pettit Abstract: A solution of cyclohexene, aqueous sodium hydroxide, and benzyltriethylammonium was used to synthesize 7,7 – dichloronorcarane by the following reaction: + CHCl3 + OH – H2O + + Cl – After completion of the experiment, the percent recovery was calculated to be 46. 21% Introduction The purpose of this experiment was to form 7,7-dichloronorcarane by means of carbene trapping.Cyclohexene, aqueous sodium hydroxide, and benzyltriethylammonium chloride were used to synthesize 7,7 – dichloronorcarane by the following reaction: + CHCl3 + OH- H2O + + Cl- In order to carry out this reaction in reasonable time, a two phase reaction was used, avoiding the lengthy requirements to carry out the experiment as a single phase reaction, as well as the risk of undesirable products due to the presence of water. The components of the two stage reaction were as follows: An organic pha se containing the alkene and CHCl2; and an aqueous phase containing the base OH –.Since the reactants, CHCl2 and OH – would separate into different phases, benzyltriethylammonium chloride was added as a phase-transfer catalyst. Because the benzyltriethylammonium chloride has both hydrophilic and hydrophobic properties, it could cross the phase boundary and facilitated the transport of the hydroxide ion from the aqueous phase to the organic phase. Expected spectral changes in IR and 13C-NMR Procedure To begin, 0. 324g of cyclohexene was mixed with 1 ml of 50% aqueous sodium hydroxide, 1ml of chloroform and 0. 040g of the phase transfer catalyst benzyltriethylammonium chloride.The reaction was stirred and heated at 40 degrees Celsius for an hour before extracting the 7,7 dichloronorcarane through 2 methyl chloride extraction processes (1ml methylene chloride). The product was then air dried until no more liquid would evaporate, and weighed giving a percent recovery of 43 %. The substance was then used to conduct an IR and 13C-NMR spectra test giving the results. Results and Calculations Calculating moles of cyclohexene (81g cyclohexene/1ml) * (0. 40ml cyclohexene) = 0. 324g cyclohexene 0. 324g cyclohexene*(1mol cyclohexene/82. g cyclohexene) = 3. 95 * 10^-3 mol cyclohexene Calculating moles of chloroform 1. 49g/ml chloroform * 1ml of chloroform = 1. 49g of chloroform 1. 49g of chloroform * (1mol of chloroform/119. 4g chloroform)= 1. 25 * 10^-2 moles chloroform. Calculating moles of benzyltriethylammonium chloride (1. 08g benzyltriethylammonium chloride/ml) * 0. 040ml of benzyltriethylammonium chloride = 0. 0432 grams benzyltriethylammonium chloride * 1mol/227.8g benzyltriethylammonium chloride = 1. 896 * 10^-4 moles benzyltriethylammonium chloride Finding the limiting reagent CHCl3 +OH- H2O + Cl- (balanced as is with catalyst in rxn) 3. 95 * 10^-3 mol cyclohexene 1. 25 * 10^-2 moles chloroform 0. 058 moles of sodium hydroxide * Cyclohexane has the l owest amount on reactant side and is the limiting reagent. Amount of 7,7 dichloronorcarane= 3. 95*10^-3 moles * 165. 06g 7,7dichloronorcarane/mol= 0. 652g 7,7 dichloronorcarane theoretical yield Experimental yield of dichloronorcarane= test tube with – test tube without (27. 159grams – 26. 890grams)= 0. 269grams dichloronorcarane Percent recovery (Actual mass yield/ theoretical mass yield) * 100%= percent recovery (0. 69grams/0. 652grams) *100%= 41. 26% yield recovery Formation of 7,7 dichloronorcarane + CHCl3 + OH- H2O + Cl – Discussion and Conclusions Discussion Topics and Questions a. Compare IR and 13C-NMR spectra of cyclohexene and 7,7-dichloronorcarane and point out changes in IR vibrational frequencies and 13C-NMR resonances that support the formation of 7,7-dicholoronorcarane. Be sure to identify the C-H stretch of the cyclopropane ring hydrogens. b. Why did you need to stir the mixture vigorously during the reaction?Since the reactants are in different phases, stirring vigorously allowed the catalyst to transfer a hydroxide ion from the aqueous phase to the organic phase, allowing the reaction to proceed as desired. c. Why did you wash the organic phase with saturated sodium chloride solution? The saturated sodium chloride was important for the removal of water. If the water was not removed from solution, it could react and create undesirable reactions, such as those described in Pavia: (4) (5) d. Describe two chemical tests and the visual results that would indicate whether cyclohexene is present or absent.Bromine in methylene chloride – If the addition of bromide (red liquid) results in a colorless solution, cyclohexene is present. Potassium Permanganate (Baeyer test) – This reaction depends on the color change from purple MnO4- ion into a brown precipitate of MnO2 e. Draw the structures of the products that you would expect from the reactions of cis and trans-2-butene. Be sure to comment on the stereochemistry of the products (enantiomers and meso forms). f. Provide a mechanism for the formation of the following products of a carbine addition reaction

Cochlear Implants And Its Effects - 1350 Words

Cochlear implants are a electronic device that gives people with sever hearing loss the ability to hear. This device gives them ability to do something no other device could offer. It allows someone to be part of two worlds, deaf and hearing. So many people think its wrong and that your changing your child, that you should except them for who he/she is. I don’t see it that way, if you have a child wouldn’t you want the best for them? Want them to have the best things? Have a good life, better then the one you had? By giving my child the cochlear implant I am doing that for them, giving them the best of the best of technology that will benefit them so much and give them such a great life. Since have it implanted at a young age, they still have the ability to learn languages, so as they grow up they will practice signing and speaking so they can use both through out there life. The cochlear implant is a incredible device that all started out in the 1950s, when Lundberg performed one of the first recorded attempts to simulate the auditory nerve with a sinusoidal current during a neurosurgical operation(MAJOR BREAKTHROUGHS! (n.d.). Retrieved April 25, 2015, from http://biomed.brown.edu/Courses/BI108/BI108_2001_Groups/Cochlear_Implants/history.html ). After the operation his patient was able to hear noise. This device as been changing peoples lives for a long time, with time it has improved. there are other things in this world that changed people lives, that benefits them, soShow MoreRelatedBilateral And Unilateral Cochlear Implants On Speech Perception1560 Words   |  7 Pagesunilateral cochlear implantation are popular mode of assistance to those with severe to profound hearing impairments. The research on the effects of bilateral and unilateral cochlear implants continues to grow. 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