Effectiveness and efficiency of an organization's operations
Joana Mendes
Abstract
Just in time, total qualitymanagement, and supplychain
management are the most used to improve the performance
of operations, they are usually analyzed individually, however
they can and should be used as a set.
Introduction
In order to respond to competitive pressures, which demand
a reduced price, product quality and reduced delivery time,
numerous proposals have emerged in recent years to improve
the performance of operations, among which the proposals
for Just in time (JIT), total quality management (TQM), and
supply chain management (SCM). JIT's philosophy is to
eliminate waste and simplify production processes. TQM's
philosophy is based on continuous improvement, employee
training, data-driven decision making and customer
emphasis, as quality improvement will result in better
business performance. The SMC is based on the effective
management of the supply chain, because with good
management it is possible to obtain a reduction in the cost of
materials and delivery time, an improvement in the product
and greater responsiveness.
JIT, TQM and SCM were developed to be worked separately,
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however it is possible to work them together.
Gestão; Universidade da Madeira
Materials
Since JIT was published, its core content has focused on,
reducing setup time, small batch production, using kanbans,
production-level scheduling, and preventative maintenance.
TQM According to Anderson JC, Rungtusanatham M,
Schroeder RG is visionary leadership, internal and external
cooperation, process management and employee fulfillment
as pillars in quality management.
SMC means managing the supply chain, it implies reducing
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and simplifying the supplier base for easier management. It is
necessary to develop strategies with suppliers so that it is
possible to take advantage of their knowledge and skills.
Methodology
Companies also use operations strategies to improve business
performance. To identify common practices associated with
JIT, TQM and SCM, it was necessary to review the literature
and discuss with professionals, and for that, an empirical study
was carried out with 11JIT, 18 TQM and 18 SCM. For each item, a
Lokert scale was developed (5 the highest). It was tested on 30
purchasing managers. The target population of the study are
purchasing managers in North America and Europe. The
Institute for Supply Management (ISM) and American
Production and Inventory Control Society (APICS)
membership lists were used to identify target respondents.
556 tests were obtained, companies had between 10 and
200,000 employees (median = 250) and had annual sales
between US$ 20,000 and US$ 30 billion (median = US$ 30
million).
Results
From the results presented, it is possible to verify that
involving suppliers at an early stage is consistent with
improving the product process, as effective product design
can reduce the need for parts production, simplifying material
flows.
It is possible to verify that, although JIP, TQM and SCM can
implement measures over which the operations function has
a great deal of control, they may not be good indicators for
financial and market performance.
Conclusion
It is possible to draw 3 conclusions from this study, Strategic
level, there are links between JT, TQM and SCM. Companies
that can understand the inherent relationships between the
three and actively exploit their synergy, those that do not may
be inadvertently realizing the benefits of synergy. Operational
level, JIT, TQM and SCM practices can be deployed together
to create value. The extent to which various practices
correlate with each other and with performance is evidence
that while the three may have distinct characteristics and
objectives, there are elements of each that are common and
can be successfully reinforced with each other. Finally, in
addition to focusing on quality, understanding supply chain
relationships is a key driver of performance. Whether
coordinating and integrating activities across the supply
chain or recognizing the capabilities of immediate suppliers,
understanding supply chain dynamics has a significant
impact on performance. As the trend towards outsourcing
and focus on core competencies increases, organizations will
be under greater pressure to effectively leverage supplier and
customer relationships. The results demonstrate that this is a
significant factor for the success of a company.
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http://acacia.org.mx/busqueda/pdf/SCM_in_TQM_in_Flexible_S
ystems._State_of_the_Art_Siddiqui_2009.pdf
Acknowledgements
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