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Muhammad Sajid 147-University
Apartment, Charleston IL, 61920 Email:
sajidkhaneiu@yahoo.com |
Management By Walking Around |
OBJECTIVETo launch an Entry level position in a professional set up, where my strong administrative, analytical, communication and computer skills will be an asset. |
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| To fully gain the business benefits of today's world of information and software technologies, it is a managerial strategic necessity for organizations to be seamlessly connected to their external stakeholders (customers, suppliers, partners etc.). One of the key factors that helped McDonald’s to distinguish itself in the quick-service industry was its outstanding supplier relationship. Also today’s customer economy has changed the rules of businesses. Companies can no longer base their offers, promotions, customer communications, and support on a ‘one-size-fits-all’. Instead of going through the costly and time consuming process of acquiring the resources and knowledge required to meet a new demand, firms now look for suppliers that offer needed skills, systems, and capabilities. In this regard, supply-chain management as an integral paradigm in the operation management system is a value driven response to certain forces. Enterprises that do not acquire such mode of operation are often at a significant competitive disadvantage. The vital communications technology that drives the economics of such inter-organizational linkages is the “Extranet" (www.adventnet.com). Technologically, extranets are networks based on the open Internet and web standards. However, unlike the Internet, these are not open to the public, operating instead with well-defined ownership and control by organizations. Also, unlike ‘intranets’, which are confined to an organization, the business power of extranets arises from crossing organizational boundaries (www.adventnet.com). The purpose of this paper is to focus on the core activities of extranet that help different disciplines of operation management to work effectively. This paper addresses the role of extranet in (1) Supply-chain management, (2) Quality Function Deployment (QFD), (3) Product and Service Design,(4) Lean system, (5) Total Quality management and forecasting. How does extranet help to reduce the bull whip effect ? and how does it help to include the voice of customer to make the house of quality matrix reliable? are discussed in detail. |
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| A Total Quality Management program is more than generally understood operation-improvement program. It must be integrated in a company culture at all levels. Among the vital practices is employee empowerment in operating decisions, appropriate measurement, and rewards for accomplishments. Organization that empower its employee in its TQM initiatives expose to a significant improvements in products and services, according to findings from a joint survey by the Manufacturers Alliances for Productivity and innovation (MAP) and The Wyatt Company. The main emphasis of this paper is to look into the all-important components of TQM and establish their link with employee empowerment.1- Aim for customer satisfaction 2- Communicate and co-ordinate all activities 3- Co-operate towards continuous improvement 4-Promote usage of problem-solving tools and 5- Training for quality is forever, are linked with employee empowerment in order to reveal its effectiveness in TQM. GM Powertrain, Wiggins Connectors, Scott’s Hotels Limited, and Glaxo have implemented TQM successfully in an environment of empowerment. Also this paper addresses the barriers to empowerment and redirection for the future managers in a TQM set up in detail. |
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Lumpkin Hall-336, Department
School of Business Charleston IL 61920 |
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Lumpkin Hall-402 Department
School of Business Charleston IL 61920 |
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Chair of Department
of Secondary Education 2147 Buzzard Building EIU, Charleston IL 61920 |
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