Improvement of Business Processes Performances through Establishment of the Analogy: Quality Management System – Human Organism

Abstract

This paper establish a model for improvement of business processes performances based on quality management system (QMS) through a comparison with top organizational performances INTRODUCTIONThe main objective of this paper is to find an analogy through a comparison between an organization and human body function and to develop an appropriate model for performance improvement of the organization [1]. Applying this model points out crucial points in organization (product/service) which should be improved by priority and tend to gain BE.There are numerous studies that deal with the research of benefits and disadvantages in systems with implemented QMS. Premises on the insignificance of the system of quality regarding the improvement of performance are based on allegations that by that system, procedures are over-emphasized through an excessive care of implementation or non-coverage by procedures and real quality is neglected [2] to [4]. However, most research works point to real benefits of the ISO 9001 implementation, contrary to those who claim that the price of implementation and maintenance of QMS is bigger than profits realized by it [5] to [8]. There are negative premises in literature related with total quality management (TQM) model regarding influence on organizational performances, as it is also the case with the ISO 9001 model. Such premises point to its inapplicability, and therefore, in this paper and in the idea of association of the ISO 9001 and the BE model in direction of the improvement, comparison with performances of organizations that have won an award for excellence as a measure of level of the TQM implementation, was pointless. Therefore, the authors [9] and [10] have chosen to point here to pessimistic attitudes and to promote optimistic premises through review and analysis of literary sources related to that subject. Premises that TQM has no efficiency regarding organizational performances have been included. These premises are accompanied by research works that indicate the difficulty or near impossibility of establishing a relation between TQM and organizational values and the belief that such a relation is unreal [11] and [12].There are many studies that indicate how TQM model implemented into organizational management is not just effective but also efficient even in terms of financial results of the organization [13] to [17].

Performance Management Assessment Model for Sustainable Development

“…Thus, the model created in this paper starts from a multidimensional vision of performance, being consistent with the current studies [15,16,[27][28][29][30][31][32]40]. In fact, many authors define performance as a relative size that allows multidimensional characterization of the organization by using key performance indicators [21][22][23][24][25][26][27]38,40].…”

“…Osmania [21], Kaplan [22], Vujovic [23] and Berlec [24] show, that in order to manage their performance and to be able to improve their activity, organizations need to implement a performance measurement system.…”

Integration of Simulation and Lean Tools in Effective Production Systems – Case Study

“…There are many publications on adopting good practices that were introduced during the 90s and have been used since and which refer to directing the focus on consumer demand, material savings and expense elimination (Lean concept) [1] to [4], improvement of quality (Six Sigma, TQM) [5] to [8], product and process development [9], [10] and many others, which are all in accordance with regulations on ecological consciousness, large leading organisations have solidified their positions on a very competitive market [11]. Lean concept, although it originated after World War II in Japan, has undergone a significant worldwide application at the beginning of the fifties after a book "the Machine that Changed the World" [1] by an MIT professor was published.…”