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For communication to be credible the message must be clear and receiver must interpret in the way the sender intended. There are different ways of communication such as: A. Downward communication — This is the dominant form of communication in an organization. Presentations and discussions basically do it. By this the supervisors are able to make the employees clear about TQM. Upward communication — By this the lower level of employees are able to provide suggestions to upper management of the effects of TQM.
As employees provide insight and constructive criticism, supervisors must listen effectively to correct the situation that comes about through the use of TQM. This forms a level of trust between supervisors and employees. This is also similar to empowering communication, where supervisors keep open ears and listen to others.
Sideways communication — This type of communication is important because it breaks down barriers between departments. It also allows dealing with customers and suppliers in a more professional manner. Roof 8. Recognition — Recognition is the last and final element in the entire system.
It should be provided for both suggestions and achievements for teams as well as individuals. Employees strive to receive recognition for themselves and their teams.
Detecting and recognizing contributors is the most important job of a supervisor. As people are recognized, there can be huge changes in self-esteem, productivity, quality and the amount of effort exhorted to the task at hand. Recognition comes in its best form when it is immediately following an action that an employee has performed. Also by award banquets, plaques, trophies etc. Business Process Re-engineering BPR results in changes among the structures and processes within the business environment.
Therefore, there may be technological advancements and human resource replacements with the automation techniques which will increase the efficiencies and the productivity of the organizations.
These would result in increasing the flexibility and adaptability to the rapid changes in the competitive business environment.
Business processes can be divided into three elements as inputs, process and outputs. The BPR is related to the processing element in order to reduce the cost and improve the delivery time.
It can be done by combining the interrelated activities or by performing parallel activities in a particular process. By being closer to the customer, the company would be able to develop the awareness mechanisms to tackle the areas that require improvements. The inherent business process orientation changes the perspective of international management from a structural to that of a process view.
The re-engineering of business processes is only one aspect of the management of business processes. In particular, the re-engineering of international business processes needs special attention, because the multi-faceted structure of multinational corporations increases the complexity of business processes, there by influencing the options for redesign.
Business processes can be re-engineered by redesigning the steps, by changing the logical and temporal sequence of the steps, or by changing any other characteristics of the process.
The role of IT is discussed in contradictory way. Advocates of information systems favor the view that the new technology is an enabler of process re- engineering. IT has to be monitored constantly to determine whether it can generate new process designs or contribute to the performance of a business process.
The breakthrough of BPR is closely connected with IT, which opens new dimensions of process reorganization. If the data processing department initiates the process change, then IT will have more of a generator function for new process redesigns. If on the other hand, the top management sets off the change process, then the process will be first restructured and later optimized through IT.
Example 1. Example 2. Example 3. Former employees turn into entrepreneurs and form a network of suppliers together with other vendors. Inter-functional Projectstargetcross functional business processes,butarecontained withinabusiness unit. Inter-organizational Projectsbridge betweentwoormore business units,such asthecompany and itscustomersandsuppliers. TQM is concerned about improving productivity through quality improvements while BPR is about making process improvements through radical redesign and use of advanced technologies.
Pareto Analysis Pareto principle suggests that most effects come from relatively few causes. Double back to back Pareto charts can be used to compare 'before and after' situations. General use, to decide where to apply initial effort for maximum effect.
Identify where and why a process isn't working. Control chart Control charts, also known as Shewhart charts after Walter A. Shewhart or process-behavior charts, in statistical process control are tools used to determine if a manufacturing or business process is in a state of statistical control. The control chart is a graph used to study how a process changes over time.
Data are plotted in time order. A control chart always has a central line for the average, an upper line for the upper control limit and a lower line for the lower control limit. These lines are determined from historical data. Interpreting the chart: The most standard display actually contains two charts and two histograms ; one is called an X-bar chart, the other is called an R chart.
In both line charts, the horizontal axis represents the different samples; the vertical axis for the X-bar chart represents the means for the characteristic of interest; the vertical axis for the R chart represents the ranges. For example, suppose we want to control the diameter of piston rings that we are producing. The center line in the X-bar chart would represent the desired standard size e. In addition to the center line, a typical chart includes two additional horizontal lines to represent the upper and lower control limits UCL, LCL, respectively ; we will return to those lines shortly.
Typically, the individual points in the chart, representing the samples, are connected by a line. Therefore, there may be technological advancements and human resource replacements with the automation techniques which will increase the efficiencies and the productivity of the organizations.
These would result in increasing the flexibility and adaptability to the rapid changes in the competitive business environment. Business processes can be divided into three elements as inputs, process and outputs.
The BPR is related to the processing element in order to reduce the cost and improve the delivery time. According to Hammer Champy in , BPR is the fundamental rethinking and radical design of the business processes to achieve improvements within performances, cost, quality, service and speed.
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