HANDOUT #1

INTRODUCTION TO OPERATION ROLE OF THE OPERATION MANAGER

MANAGEMENT WITH TQM - An operations manager is the one who
is trusted with the mantle of ensuring
that business operations are can run
INTRODUCTION smoothly
- employment responsibilities have
Total Quality Management (TQM)
expanded in both scope and importance
- emphasizes customer satisfaction and as globalization has intensified
continual improvement competition.
Some key activities that operations
Operations Management (OM) managers perform:
a. Forecasting (predict the future)
- The handout examines the Operations b. Supply chain management
Manager's role in quality and smooth c. Quality management
processes d. Sustainability
CORE CONCEPTS OF TQM
DEFINING OPERATIONS MANAGEMENT & - (TQM) - principles are beneficial to any
TOTAL QUALITY MANAGEMENT organization because it reduces cost,
increases staff morale, reduces errors,
OPERATIONS MANAGEMENT and increases customer satisfaction.
- covers product and service distribution 1. Customer Satisfaction – It does
and production warrant that organizations have to
- organization depends on its products or consider internal as well as external
services customers. A smarter strategy for
- plans, organizes, and supervises service companies is to use their customers
production and manufacturing to identify the causes of the
company’s performance and
- often measures and analyzes internal customer satisfaction.
processes. 2. Internal Customer Satisfaction –
- manages the process of converting raw This will enable the firm to enjoy
materials, labor, and energy into long term gains like increased levels
commodities and services. of customer satisfaction and hence
better production ability, better
TOTAL QUALITY MANAGEMENT services and customer satisfaction
- defined as a life-long learning journey from outside customers.
that starts with the end-beginning with 3. All work is a process – It is
the consumer and is endless important as a business entity to
- an integrated system affecting all the focus on the development of other
participants of the organization's activity, key areas, and one of them is the
starting with top officials and ending with business process.
ordinary employees 4. Measurement – this will help one
- endless process and is defined as the focus both on satisfying internal
process of reducing or eradicating customers and meeting the
potential or existing manufacturing requirements of external customers.
flaws, maximizing supply chain Seven generic ways in which the
management, improving the clients' quality of outputs can measure:
experience, and ensuring the staff is a. Defects - work not up to
properly trained specification
E-BUSINESS – known as TQM or Term 3 b. Rework - work is requiring
correction
- is based on quality from the c. Scrap – work is thrown away
customer’s point of view d. Lost items - work done again
e. Backlogs - work behind
ROLE OF THE OPERATION MANAGER AND schedule
CORE CONCEPTS OF TQM
 f. Late deliveries - work after Total quality management irrevocably altered the
the agreed time conventional management approach. It was an
g. Surplus items - work not extremely important movement during that period,
required and certain modifications are indispensable even
5. Synergy in teamwork – The word today.
synergy can be defined as market
position that involves two firms' A few of these changes are discussed below:
potential to achieve more success 1. The conventional management approach
than when the two firms were prioritized internal operations. However,
operating separately. the consumer is the primary concern in
6. Continuous improvement cycle – total quality management.
Quality improvements can be 2. In the past, it was believed that
internally and externally stimulated substandard products resulted from
by measuring success and workers who failed to perform their duties
continuing the improvement process. effectively. One of the primary distinctions
7. Prevention – is the objective of all is the assignment of the responsibility for
quality assurance. Quality assurance quality to management.
prevents quality issues by ensuring 3. TQM, in contrast to conventional
that control is implemented management, necessitates a significant
effectively. degree of collaboration. TQM emphasizes
the development of cross-functional
BENEFITS OF TOTAL QUALITY MANAGEMENT teams. These teams will provide the
requisite impetus for the implementation
- Knowing and understanding each process and facilitate the system's
benefit and applying it to achieve better progression with minimal effort.
business results is also essential. 4. TQM prioritizes quality assurance over
1. Creates a Good Corporate Culture verification.
– This demonstrates a complete 5. Total quality management, in contrast to
dedication to customer satisfaction conventional management styles, bases
through ongoing refinement. its decisions on facts and figures.
2. Better reviews from 6. TQM is predicated on the concept of cyclic
clients/customers – Customers reasoning. Additionally, it is continuous.
and clients highly regard the Consequently, enhancements are
performance and quality of your incremental, consistent, and ongoing.
product or service
3. Better performance from
employees —the most
advantageous investment for each
employee is satisfactory training
performance

SHIFTING FROM TRADITIONAL MANAGEMENT

TO TQM
- , traditional management approaches
are all managed by results
- Management is anticipated to prioritize
quality over customer satisfaction and
product quality.
- the transition from traditional to quality-
focused management necessitates the
re-education of managers to transform
them into leaders rather than bosses
and the explicit communication of the
company's quality vision.