week 7 : BPR methodologies

reference:
1. http://webs.twsu.edu/whitman/papers/ijii99muthu.pdf

content:

BPR methodologies are methodologies that stem from differences between business activities and organizational strategy, current and desired productivity of organizational resources. It enhances the process of reengineering and helps engineer to solve problems.

In the lecture note, BPR methodologies have 5 phrases which are triggering and executive visioning, BPR project mobilization, process redesign, implementation and organizational transformation, monitoring and maintaining.

In the first phrase, analyst research which process in the business is inefficient and plan how this process should work. The inefficient process may be due to there are many errors in the process, great complexity.  After identifying the processes needed to redesign, they are prioritized according to the importance of the process. In phrase two, a BPR team is formed and selected a process to redesign. In phrase three, process will be redesign. AS-IS will be analyzed and improve it which become the TO-BE process. Then, implement the TO-BE process and continuously monitor and maintain it.

After searching in the Internet, there are some other BPR methodologies from contemporary literature. I will introduce consolidated methodology. There are also five phrases to conduct the BPR project. They are preparing for BPR, mapping and analyzing AS-IS process, designing TO-BE process, implementing reengineered processes, improving continuously.

Planning and preparation are almost the most importance step in the BPR project. If it does worse, the remaining works become meaningless. It takes a look on which process is the worst in the business and what factors affect it. Some professors argued that there is no need to analyze the AS-IS process. However, the article I read mentions it is important to understand the value of an AS-IS process and analyze it. This can enhance the redesign of the TO-BE process. The main objective of the second phrase is to identify what factors make the process useless. After that, phrase three, design TO-BE process, carries out and implement the TO-BE process. In phrase four, some measurements are conducted in order to evaluate the new process. Finally, the process will be improved continuously.

Comparing the consolidated methodology with the methodology in the note, they are quite similar. I think the key point is to do the preparation and planning well, clearly identify which process needs to redesign and what is the weakness of it. Then, the BPR project is going into succeed.

W6 - QTM

References :

1. http://tqmcasestudies.com/

2. http://asq.org/learn-about-quality/total-quality-management/overview/overview.html

3. http://managementhelp.org/quality/total-quality-management.htm

4. http://ezinearticles.com/?A-Case-Study-on-TQM-Implementation-Review&id=756819

Content:

Total Quality Management (TQM) is a continuous management approach for an organization to improve its internal operation, the quality of its products and services, so that customers are satisfied. Under TQM, all employees must be involved, cooperated in order to achieve the goal of TQM. Otherwise, it becomes fail.

To successfully implement this approach, it must adopt or fulfill some important principles.

First, quality can and must be managed. It is very important that the company can manage the quality of its products and services since the manager can realize what is the problem so that allocate resources to overcome the problem. If the quality of its products and services is uncontrollable, nothing can the manger do. Also, in this case, quality can then be measured and quantified in order to observe the improvement. It helps the managers to set the future goals and keeps the organization works toward the goals.

Second, every employee is responsible to the quality of the products and services which include top manager, senior employees, etc. They must know that they are a part of the company, therefore they must contribute to their company. In order to achieve this goal, Total Quality culture must be built among the employees. Training is an essential factor since employees can gain more knowledge and increase their working effectiveness and efficiency.

Third, the company should realize what the root of problem is. This can solve the problem more effective and efficient, greatly reduce the time and resources spent on irrelevant process. Also, quality improvements must be continuous and is a long-term investment because it cannot be done once to obviously improve the quality of products. Company must not give up when TQM is processing unless it is found that totally useless.

Case study:

Dr. L.M. Foong had a meeting to review the progress of the TQM implemented in an organization on 25 September 2007. In the meeting, he found that it is difficult to measure TQM implementation for the organization’s success. He concluded that it does not have a answer or resolution to this question because there must be some difference between difference companies.

I think it why Dr. L.M. Foong concluded that since the structure, culture, process of different companies must not be same. Therefore, the implementation of TQM must also be difference and the measurement is set according the environment of the organization. If you really want a guideline to measure TQM success, Malcolm Baldrige National Quality Award assessment approach, a national level award system in U.S., may help you.