LA BIODIVERSIDAD COMO BASE DEL DESARROLLO INTEGRAL DE LA ORINOQUIA COLOMBIANA

TQM (Total Quality Management) is a structured system for managing the qualit of products, processes, and resources of an organization in order to satisfy its customers (internal or external), as well as its suppliers. Its main objective is continual (if not progressive) customer satisfaction through continuous improvement; this is accomplished by systematic methods for problem solving, breakthrough achievement, and sustenance of good results.

The concept of Total Quality Management can also be expressed as “Achieving success by delighting our customers”.

TQM is not a departmental project or quality campaign, it is a philosophy that the organization adapts and implements throughout the company for both a benefit to the customers and the company. Some examples of development in companies using TQM are:

Increase in process ownership and employee involvement & empowerment through the installation of an employee suggestion system.

indicator typically looks at the profitability of the company, market share and the shareholder value created by the company.

Some examples of measures for this indicator are return on investment, cash flow, return on capital employed, market share etc.

Translate Strategy into Organizational Objectives

short-term actions taken by the company with the term strategic objectives. It helps in the alignment of the vision and mission of the company with the strategic objectives (financial, customer, internal business, learning and development) and defines the Key Performance Indicators

Total Quality Management

TQM (Total Quality Management) is a structured system for managing the qualit of products, processes, and resources of an organization in order to satisfy its customers (internal or external), as well as its suppliers. Its main objective is continual (if not progressive) customer satisfaction through continuous s accomplished by systematic methods for problem solving, breakthrough achievement, and sustenance of good results.

The concept of Total Quality Management can also be expressed as “Achieving success by delighting our customers”.

tal project or quality campaign, it is a philosophy that the organization adapts and implements throughout the company for both a benefit to the customers and the company. Some examples of development in companies

ship and employee involvement & empowerment through the installation of an employee suggestion system.

Page 42 indicator typically looks at the profitability of the company, market share and the Some examples of measures for this indicator are return on investment, cash

taken by the company with the of the vision and mission tegic objectives (financial, customer, internal business, learning and development) and defines the Key Performance Indicators

TQM (Total Quality Management) is a structured system for managing the quality of products, processes, and resources of an organization in order to satisfy its customers (internal or external), as well as its suppliers. Its main objective is continual (if not progressive) customer satisfaction through continuous s accomplished by systematic methods for problem solving,

The concept of Total Quality Management can also be expressed as “Achieving

tal project or quality campaign, it is a philosophy that the organization adapts and implements throughout the company for both a benefit to the customers and the company. Some examples of development in companies

2014 SPJIMR Consulting Casebook Improved internal customer –

the customer’ exercises, clarifying mutual expectations in measurable

A focused, systematic and structured approach to enhancing customer’s satisfaction through the application of process improvement methods that eliminate / reduce quality problems.

Procedure of TQM model:

There is no standard formula for implemen

TQM in a manner it sees best for its organization. However, a company’s TQM program be structured and internally standardized, i.e., everyone within an organization must practice TQM in the same manner set forth by mana

A very simple model of TQM consists of the following steps:

Step 1) The company reviews the needs of its customers and if these are being delivered by the company or not. Activities in this step are often extended to understand competitor’s customers. Development of an intimate understanding of customer needs allows TQM organizations to predict future customer behavior. – supplier relationships through a series of ‘voice of the customer’ exercises, clarifying mutual expectations in measurable

focused, systematic and structured approach to enhancing customer’s satisfaction through the application of process improvement methods that eliminate / reduce quality problems.

There is no standard formula for implementing TQM. Every company can exercise TQM in a manner it sees best for its organization. However, a company’s TQM program be structured and internally standardized, i.e., everyone within an organization must practice TQM in the same manner set forth by mana

A very simple model of TQM consists of the following steps:

Step 1) The company reviews the needs of its customers and if these are being delivered by the company or not. Activities in this step are often extended to stomers. Development of an intimate understanding of customer needs allows TQM organizations to predict future customer behavior. Page 43 supplier relationships through a series of ‘voice of the customer’ exercises, clarifying mutual expectations in measurable terms.

focused, systematic and structured approach to enhancing customer’s satisfaction through the application of process improvement methods that

ting TQM. Every company can exercise TQM in a manner it sees best for its organization. However, a company’s TQM program be structured and internally standardized, i.e., everyone within an organization must practice TQM in the same manner set forth by management.

Step 1) The company reviews the needs of its customers and if these are being delivered by the company or not. Activities in this step are often extended to stomers. Development of an intimate understanding of customer needs allows TQM organizations to predict future customer behavior.

2014 SPJIMR Consulting Casebook

Step 2) The company plans the activities needed (both day activities) to meet these customer needs.

Step 3) TQM organizations use the methods of process management to develop cost-controlled processes that are stable and capable of meeting customer expectations.

Step 4) TQM organizations also understand that exceptional performance today may be unacceptable performance in the future so they use the concepts of process improvement to achieve both breakthrough gains and incremental continuous improvement

Step 5) The final element of the TQM model is total participation. Organizations that use TQM understand that all work is performed through people. This has to begin with leadership. In TQM organizations, top management takes personal responsibility for implementing, nurturing, and refining all TQM activities. Management and employees work together to crea

environment where people are valued.

Note that Steps 1-5 above constitute a cycle, and may be iterated indefinitely for continuous improvement.

TQM & Six Sigma

In comparison, Six Sigma is more than just a process improvement program as based on concepts that focus on continuous quality improvements for achieving near perfection by restricting the number of possible defects to less than 3.4 defects per million. It is complementary to Statistical Process Control (SPC), which uses statistical methods for monitoring and controlling business processes. Although both SPC and TQM help in improving quality, they often reach a stage after which no further quality improvements can be made.

The basic difference between Six Sigma and TQM is th

views quality as conformance to internal requirements, Six Sigma focuses on Step 2) The company plans the activities needed (both day-to-day and long

activities) to meet these customer needs.

ep 3) TQM organizations use the methods of process management to develop controlled processes that are stable and capable of meeting customer

Step 4) TQM organizations also understand that exceptional performance today ble performance in the future so they use the concepts of process improvement to achieve both breakthrough gains and incremental

Step 5) The final element of the TQM model is total participation. Organizations nd that all work is performed through people. This has to begin with leadership. In TQM organizations, top management takes personal responsibility for implementing, nurturing, and refining all TQM activities. Management and employees work together to create an empowered environment where people are valued.

5 above constitute a cycle, and may be iterated indefinitely for

In comparison, Six Sigma is more than just a process improvement program as based on concepts that focus on continuous quality improvements for achieving near perfection by restricting the number of possible defects to less than 3.4 defects per million. It is complementary to Statistical Process Control (SPC), which tistical methods for monitoring and controlling business processes. Although both SPC and TQM help in improving quality, they often reach a stage after which no further quality improvements can be made.

The basic difference between Six Sigma and TQM is the approach. While TQM views quality as conformance to internal requirements, Six Sigma focuses on Page 44 day and long-term

ep 3) TQM organizations use the methods of process management to develop controlled processes that are stable and capable of meeting customer

Step 4) TQM organizations also understand that exceptional performance today ble performance in the future so they use the concepts of process improvement to achieve both breakthrough gains and incremental

Step 5) The final element of the TQM model is total participation. Organizations nd that all work is performed through people. This has to begin with leadership. In TQM organizations, top management takes personal responsibility for implementing, nurturing, and refining all TQM activities. te an empowered 5 above constitute a cycle, and may be iterated indefinitely for

In comparison, Six Sigma is more than just a process improvement program as it is based on concepts that focus on continuous quality improvements for achieving near perfection by restricting the number of possible defects to less than 3.4 defects per million. It is complementary to Statistical Process Control (SPC), which tistical methods for monitoring and controlling business processes. Although both SPC and TQM help in improving quality, they often reach a stage e approach. While TQM views quality as conformance to internal requirements, Six Sigma focuses on

2014 SPJIMR Consulting Casebook

improving quality by reducing the number of defects. The end result may be the same in both the concepts (i.e. producing better quality products).

Six Sigma helps organizations in reducing operational costs by focusing on defect reduction, cycle time reduction, and cost savings. It focuses on identifying and eliminating costs that provide no value to customers such as costs incurred due to waste.

TQM initiatives focus on improving individual operations within unrelated business processes whereas Six Sigma programs focus on improving all the operations within a single business process.

Six Sigma projects require the skills of professionals that are certified belts’ whereas TQM initiatives are usually a part

managed by non-dedicated managers.

3. BRAINTEASERS

First, Two Brain Teasers…a little something to get you in the mood! BRAIN TEASER #1 PHILOSOPHERS’ CHILDREN

A conversation took place between two friends, a philosopher and a mathematician, who had not seen each or

mathematician, who had an exceedingly good memory, asked the philosopher how many children he had. The philosopher replie

mathematician then asked how old the children were. much most mathematicians enjoy puzzles, said that he of clues to the children's ages.

children's ages is 36." The mathematician immediately replied that

insufficient information. The philosopher's second clue: "All of the children's ages are integers; none are fractional

improving quality by reducing the number of defects. The end result may be the same in both the concepts (i.e. producing better quality products).

helps organizations in reducing operational costs by focusing on defect reduction, cycle time reduction, and cost savings. It focuses on identifying and eliminating costs that provide no value to customers such as costs incurred due to

ives focus on improving individual operations within unrelated business processes whereas Six Sigma programs focus on improving all the operations within a single business process.

Six Sigma projects require the skills of professionals that are certified

belts’ whereas TQM initiatives are usually a part-time activity that can be dedicated managers.

…a little something to get you in the mood! BRAIN TEASER #1 PHILOSOPHERS’ CHILDREN

sation took place between two friends, a philosopher and a not seen each or heard from each other in years. The mathematician, who had an exceedingly good memory, asked the philosopher many children he had. The philosopher replied that he had three. The mathematician then asked how old the children were. His friend, who knew how mathematicians enjoy puzzles, said that he would give him a number

children's ages. The philosopher's first clue: "The product o children's ages is 36." The mathematician immediately replied that

The philosopher's second clue: "All of the children's ages are integers; none are fractional ages, such as 1 and ¼ years old." Still, the Page 45 improving quality by reducing the number of defects. The end result may be the helps organizations in reducing operational costs by focusing on defect reduction, cycle time reduction, and cost savings. It focuses on identifying and eliminating costs that provide no value to customers such as costs incurred due to

ives focus on improving individual operations within unrelated business processes whereas Six Sigma programs focus on improving all the

Six Sigma projects require the skills of professionals that are certified as ‘black time activity that can be

sation took place between two friends, a philosopher and a heard from each other in years. The mathematician, who had an exceedingly good memory, asked the philosopher d that he had three. The His friend, who knew how give him a number The philosopher's first clue: "The product of the children's ages is 36." The mathematician immediately replied that this was The philosopher's second clue: "All of the children's ages years old." Still, the

2014 SPJIMR Consulting Casebook

mathematician could not deduce the correct answer.

"The sum of the three children's ages is identical to the address of the house where we played chess together often, years ago." The

required more information (but a

street number). The philosopher then gave his fourth clue: "The oldest child looks like me." At this point, the mathematician was

three children. Here is your problem: What are the ag BRAIN TEASER #2 9 MARBLES

You have nine marbles that are identical in every respect, except exactly one marble is a slightly different weight

weight. The weight difference is very smal

are limited to two or less measurements. In two or less measurements, determine exactly which marble is different in