Need assistance in explaining the phases/steps of the Total Quality implementation plan. Please include a gap analysis, the difference between the "as is" and "to be" flow charts, and the work that needs to be done. Summarize the organization's requirements for the new process. Identify the necessary resources and estimate the time required to close the gap between the "as is" and the "to be.© BrainMass Inc. brainmass.com September 20, 2018, 6:35 am ad1c9bdddf - https://brainmass.com/business/total-quality-management/tqm-total-quality-implementation-plan-including-gap-analysis-and-flow-charts-as-is-to-be-46732
TQM views an organization as a collection of processes. It maintains that organizations must strive to continuously improve these processes by incorporating the knowledge and experiences of workers. The simple objective of TQM is "Do the right things, right the first time, every time". TQM is infinitely variable and adaptable. Although originally applied to manufacturing operations, and for a number of years only used in that area, TQM is now becoming recognized as a generic management tool, just as applicable in service and public sector organizations. There are a number of evolutionary strands, with different sectors creating their own versions from the common ancestor. TQM is the foundation for activities, which include:
? Commitment by senior management and all employees
? Meeting customer requirements
? Reducing development cycle times
? Just In Time/Demand Flow Manufacturing
? Improvement teams
? Reducing product and service costs
? Systems to facilitate improvement
? Line Management ownership
? Employee involvement and empowerment
? Recognition and celebration
? Challenging quantified goals and benchmarking
? Focus on processes / improvement plans
? Specific incorporation in strategic planning
This shows that TQM must be practiced in all activities, by all personnel, in Manufacturing, Marketing, Engineering, R&D, Sales, Purchasing, HR,
Business processes have generic characters such as order fulfillment, or "core" business process, but each are defined uniquely for the organization under study. The company will need to define the parameters for the business production that they propose to study. The "Reengineering production" gives the company the chance to identify an opportunity within an organization and to analyze the "As-Is" situation at the organization.
AS IS AND TO BE FLOW CHARTS
A flowchart is one of many different process mapping tools used for tracking steps involved in a process. It looks not only at "who", but also "what", "why" and "how" an activity or process is accomplished. It is an important process mapping tool to use during the design phase of a process reengineering production because it is a means of understanding current business process through creation of "AS-IS" models and a means of designing new and improved processes through creation of "TO-BE" models. It can provide useful insight into a business and it is an essential first step in any proper Business Process Reengineering (BPR) production.
Flowcharts are tools commonly used in business to show the pictorial flow of a process from its inception to its completion. A flowchart is a diagram made up of boxes, diamonds, and other shapes connected by arrows - each shape or symbol represents a step in the process and each arrow shows the order in which each step or activity occurs. In business process analysis, these symbols can be broken down into four categories: input/output, processing, storage, and flow of events (characterized by arrows).
There are different types of flowcharts that can be developed for different business situations:
1. Document flowcharts (illustrate the flow of documents and information between areas of responsibility - tracks documents from beginning to end).
2. Internal control flowcharts (describe and evaluate internal controls).
3. System flowcharts (depict the relationship among ...
The 2170 word solution presents a comprehensive analysis of the subject of TQM.