Quality of Operations Management - Term Paper Example

QUALITY OF ОРЕRАTIОNS MАNАGЕMЕNT Name: Course: Professor: University: City: Date: Quality of Ореrаtiоn Mаnаgеmеnt Introduction Operations management involves the utilization of materials that include resources such as staff materials, equipment, technology and services to realize the most desirable outcome. Arguably, most companies desire to concentrate a large number of consumers into their business based on the perception that they will increase the profits and growth of the business. In this case, a major concern that has often stirred increased criticism and evaluation is the ability to ensure quality of service in operations management (Kumar & Suresh 2009, pp. 2). This discourse intends on evaluating the benefits of employing quality in operations management as an avenue towards success. Considering that operations management aims at converting the materials in business and labor into goods and services, it is possible to identify success with incorporation and focus on quality to ascertain growth. To understand the implications of blending quality to operations management, it is important to evaluate the various literatures that have been provided by scholars and analysts (Saunders, Lewis & Thornhill 2011, pp. 7). Literature review defines an inclusive outline of the research that has been done regarding the impact of quality on operations management to ensure success in business (Denney & Tewksbury 2013, pp. 218). The review identifies various attributes that authors thought may be of concern highlighting the unknown variables. In this case, a qualitative review is viable since it will establish various success factors that steer success through quality in operations management (Torraco 2005, pp. 357). Through highlighting the themes and theories used to develop arguments within the research, the literature reviews highlighted in this evaluation will offer the reader an opportunity to expand their knowledge on how to ensure quality in operations management. They act as a point of reference for scholars who desire to expound on a certain topic or issue (Webster & Watson 2002, pp. 13). Body In the context of operations management, various people have developed different ideas regarding the definition of total quality management (Gunasekaran 1999, pp. 20). As managers and leaders within such positions implement and allocate tasks to the subordinates as well as machinery, they are encouraged to match up to the specification requirements and strive to ensure that the outcome is viable and satisfactory to the consumers. Therefore, quality defines a situation where companies and organizations ensure that they conform to the requirements that are highlighted in the production and delivery specifications in order to ascertain consumer satisfaction at an economically manageable level (Reeves & Bednar 1994, pp. 423). In this case, to understand how quality can be ensured to steer success, it is important to evaluate the eight dimensional systems, the quality of operations strategies that spearhead performance within a competitive market, the economic analysis, the cost strategy and the expertise in supply chain systems (Radnor & Barnes 2007, pp. 385). Success Factor One Dimensions of Quality Based on aspects of quality, operational performance management is the focus on the unity of various business aspects to ensure compatibility in steering performance (Martinez 2001, pp. 3). To ensure that the business aspects align with the goals in business, most companies have employed the use of performance management software (OPM) that measures and analyzes the rate of development at different levels to identify lagging sectors in the manufacture, production, sale, transport or delivery of goods and services. The operational performance management software as part of quality ensures that managers and leaders identify a critical link between the operations key performance indicators and sensitive business metrics. In this case, they acquire a comprehensive analysis and understanding of the utilization of assets, machine up time and productivity at the plant floor level. OPM software also monitors energy usage and exposes the cause of quality issues and ensuring steady assembly across transverse several ranks. To infer the purpose of quality in operations management, it is important to consider the features that are employed in the production and delivery of services. It includes identifying the specification of each employee, machine and service element into the workability function of the organizations. In terms of quality, many managers fail to consider the importance of personal characteristics and features in ensuring that they complement each other. Managers tend to value quantity through allocating inexperienced workers to enable completion of tasks within a short time that may be cost effective (Kannan, & Tan 2005, pp. 3408). In operations management, it is important to understand the features and abilities of various elements that steer operations. For instance, allocating fewer experienced and skilled workers to manage different levels of production will ensure that the quality in operations management is maintained and quality ascertained. In operations management, the study of component and process reliability is one of the basics in creating quality outcomes. Reliability in operations management is therefore defined as the probability in which a system or component within the company will carry out its duties according to the specifications highlighted (Slack, Chambers & Johnston 2010, pp. 5). For instance, the evaluation of the Overall Equipment Effectiveness (OEE) approximates the availability of the system in steering success. In this case, quality reliability is the ability of a company to foresee, examine, avert and alleviate failure over time. The reliability of a system fails once one or more of the complementary parts do not perform according to the required standards. For instance, once an employee in the production sector is unwell, it affects their ability to work at full potential therefore affecting the reliability function. It translates to poor quality in the operations management based on the scope of activities. Quality of conformance in operations management defines a condition where a good or service meets the consumer expectations. In this respect, once a service provider fails to interpret the specifications of a certain good or product regardless of the quality, the product may not be acceptable to the consumer. To understand the acceptable quality conformance range in operations management, companies evaluate the tolerance range that consumers may display (Lakhe & Mohanty 1994, pp. 13). To sensitize on the importance of conformance in the desired tolerance range, companies employ the use of premium materials that offer exemplary quality and consideration to the consumer. Some companies identify high quality conformance with elevated operational management costs. This affects their ability to adhere to the conformance requirements that lowers the perception of the consumer regarding the respective company. Durability identifies a desirable measure regarding the length of life and operation a certain god or service is required to possess. Evaluating quality of operations management through durability is considered a strenuous venture once a good, service or operation can be recycled or repaired. For instance, the use of machinery and technology has become a widely used method of scaling down time and resources used in various operations (Prajogo & Sohal 2003, pp. 31). However, it is possible that such machinery is prone to degradation owing to over use without service. Similarly, machinery that has been repaired frequently becomes less productive and increases the operational costs. To ensure success in operations management, it is important to identify durable systems and machinery that are cost effective and support economic performance. Similarly, with durability, companies may redirect their resources to more productive areas that steer quality performance. The quality of serviceability is one of the most difficult factors that companies struggle to measure. Companies try to employ total quality management in service delivery depending on the intangible differences between goods and services and the intangible expectations that people display across different scopes since it steers competition (Kannan, & Tan 2005, pp. 3405). To identify quality in serviceability, it is important to focus on the determinants of service expectations. They include competence, courtesy, credibility, and security, tangibles, understanding the consumer, communication and access. Once these factors are maintained at an exemplary level, the company is likely to qualify as a quality service and goods provider. Serviceability builds consumer relations by creating a positive perception among the consumers that the company is able to meet the required expectations in terms of delivery and performance in service (Parasuraman, Zeithaml & Berry 1985, pp. 43). Increased consumer perception expands the brand knowledge that is an important factor in ensuring success of the organization. Aesthetics is the prejudiced measurement representing the sort of feedback that a user has to a product. The style of delivery affects the perception of the consumer therefore forming a significant determinant of the success and growth of a company (Juran & Riley 1999). Aesthetics is concerned with the basic properties of the goods and services being delivered such as the appearance, feeling, taste and smell. Although this factor may seem to lean on the side of the consumer, the producer and seller may ascertain quality through additional services such as safety and packaging. For instance, perishable goods need to be stored in a safe and secure environment that eliminates any possibility of alteration of the feel, taste and smell. Aesthetic choices vary across different consumers and it is the role of the company to identify with the needs and wants of the environment to determine the favorable aesthetic (Carman 1990, pp. 34). Perceived quality is the value credited to a product or service based on indirect measures of delivery and performance. For instance, consumers may have a different understanding of the processes and procedures involved in the production, manufacture, packaging and even sales of a product (Ramseook, Lukea & Naidoo 2010, pp. 43). In this case, they tend to compare the service with competitive brands and use this as a basis to derive judgment. As a success factor in operations management, companies need to evaluate the condition of their products based on consumer feedback and ensure that they build a positive reputation for the brand. In this case, once the company introduces new products into the market, the consumers may associate the brand with other developed brands. Established products create positive perceptions and steer success. Success Factor Two Quality of Operations Strategy To ensure that there is maximization of quality standards during the various operational levels, it is important that the employees and workers focus on sensitizing quality in the mission statements. For instance, companies such as Dell Computer in its mission statement desire to become the most competitive and proactive seller in the word. Once consumers are aware of the goal they try out company goods and services as a way of elevating the performance of the business. Some companies identify the consumers as the most important aspect sin business as they focus on delivering based on the demands (Hansson 2003). However, various managers and scholars identify quality as a driving factor towards concentrating consumers. Quality standards display a sense of quality service, production and performance that are avenues towards success. The mission statement is part of a communication strategy that businesses have employed. Based on an empirical evaluation done by Corbett and Klassen, adopting an environmental perspective on operations can lead to an improved system (Corbett & Klassen 2006, pp. 5). From an evaluation of their proposal, it is possible that any operational management that reduced in its inefficiency was not susceptible to environmental issues. Issues such as the political trends, the social trends and market may affect the quality of production and delivery of goods and services. In the modern system of operational management, the environmental factors that affected quality seemed to surpass the common aspects of the consumer and shareholders (Armistead 1989, pp. 260). A major issue of concern has been that of strategic resources that create continued aggressive benefit. They are known as assets, capabilities, and organizational processes. However, the diverse environment in terms of access to resources affects the availability of such factors. Adhering to the developed environmental policies enables companies to steer towards attainment of quality therefore, building trust with the consumers. Over the years, operational management has attempted to employ quality in most of the core competencies that steer attainment of success (Gupta, Verma & Victorino 2006, pp. 432). Among these factors includes the strength of workers to achieve desired results within the required time. In this case, companies often allocate resources and tasks based on the capabilities of its systems and staff. Considering that a business strategy is a long-term plan for achievement of the objectives, they may segment the strategy into the marketing strategy, the operations strategy and the finance strategy. Employers who possess the required skills to handle the marketing segment design the plans to support the entire business strategy. They are tasked with blending their market understanding with the alternative technologies to achieve desirable marketing. In the operations strategy, taskforce with the identified skills are offered modern facilities to generate desired outcomes. Similarly, taskforce wit the relevant financial expertise and logistics are kept in charge of this sector. Success Factor Three Quality in the New Economy A major contributing factor towards operational management success is the effect that has been created by the new economy. According to an evaluation done by Hayes, the mixture of a rapid development and the enthusiasm associated with principal technologies has made modern economy companies “magnets for management talent and particularly for the ambitious young people who attend our management programs” (Hayes 2002, pp. 21). In this case, such developments often fail to provide the managers with an opportunity to manage the increasing need to meet the requirements of quality. Some of the managers and leaders are still stuck in the traditional aspect of operational management that focuses on production to meet the demand regardless the quality. However, the new economy with improvements on how to blend important company factors such as development creates avenues for managers to realize more in terms of quality. The accuracy levels in terms of measurements and calculations have increased (Yoon & Kijewski 1997, pp. 49). This in turn has improved the delivery of goods and services as well as enabling the access to diverse consumers. Quality in the Innovation-Cost Strategy The innovation cost strategy involves an evaluation of the competitive market based on aspects of price in terms of delivery of goods and services (Thai, Igel & Laosirihongthong 2006, pp. 10). The pursuit of knowledge for discovery is an important aspect of building quality in operations management. Based on an evaluation by Craighead, Hult & Ketchen, the grouping of information and an elusive resource with the innovation strategy could improve performance and terminate in a competitive advantage (Craighead, Hult & Ketchen 2009, pp. 407). However, as companies choose the innovation venture, diverse factors such as the cost should bee at the center of concentration such that the company can accrue more. Innovation cost-based supply chain strategy may be attained from disparity information profits (Kleindorfer, Singhal & Wassenhove, 2005, pp. 482). It proves viable while designing the most effective and cost leadership style that will enable success in business. Knowledge development for innovation also proves important while attaining business continuity. Conclusion Although some companies may identify the aforementioned factors as strenuous and unachievable, it is important, that they implement a number of strategies to enable them identify and attain success through improving the quality. A major recommendation to enhance the quality is the use of green retailing. Lai, Cheng and Tang, identify that the retailers play an important function in various aspects of the value chain (Lai, Cheng & Tang 2010, pp. 6). This includes presenting more services and an improved variety of goods to consumers, determining the standards that products are required to meet in terms of quality, promoting new and improved products, and create and distribute information on developed consumer experience and attitudes as a way of elevating the suppliers and producers. Through such retailers, consumers as well as the producers are likely not to experience the hazards that come with business such as environmental damage and undesired supply chain systems. Waste management may also be a course that any companies ay take to handle issues involving quality in operations management. In the modern business structure, recycling wastes has become an increasingly desired factor as it reduces the costs of manufacturing a new product from scratch. Similarly, it is possible to derive more from a product considering its specifications are already determined (Kleindorfer, Singhal & Wassenhove, 2005, pp. 486). By the time companies are employing recycling of products, they may have developed a conceptual system that will enable quality improvement for specific gods and services. Similarly, in the case of workforce, companies prefer to employ laid off workers repeatedly considering their expanded knowledge regarding the operations of the business. Such workers are able to work more effectively to realize quality, as they are aware of the required standards instead of employing new workers who may be required to learn the operational standards and strategies employed by the organization. Arguably, operations management is an important part of business activities that is an avenue towards achieving the goals and success. However, the aspect of quality sees to be an ignored concept by most companies as they fail to blend the factors to steer smooth operations at each level of production. Operations management deals with a number of factors that include identifying the scope of manufacture, production, distribution and sale. They are actively involved in designing the project execution techniques and employment structure of information technology networks. Additional operational challenges that may arise include the management of financial aspects, work-in-process intensity and the providence of raw materials. They are also involved with total quality control of materials and designing the maintenance policies. Quality is important in operations management especially in the areas of dimensions of quality, quality of operations strategy quality in the new economy quality and in the innovation-cost strategy systems. Understanding how to improve these areas through a conceptual strategy may prove to be an advantage while understanding the impact of quality in operations management. Literatures on the various areas that affect quality provide a concise understanding of the relevant theoretical developments that relate to realization in quality. Companies that focus on quality instead of quantity to meet the demand and satisfaction of the consumers are more likely to succeed in creating a long lasting and successful brand (Churchill & Surprenant 1982, pp. 497). 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