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;10/34conjunction with other tools and not interpreted singularly. This may prevent anoverall understanding of opportunities if multiple analyses are not performed.Pie charts and bar graphs can be used to compare quantitative units incomparison to other items, such as budget, warehouse space, and hours labor.Histograms are useful when examining and comparing various data, especiallystatistical info and questionnaires of both customers and employees. Paretocharts are used to understand qualitative data, including the frequency of itemssuch as the products receiving the most complaints or the services that receivethe most customer service calls. Tree diagrams can be used to identify varioustasks or inputs and outputs of processes. Flowcharts are great in identifying thevarious steps of a project or process and identifying who owns various parts ofthe project or process and identifying the next steps. PDCA is a fourstep tool ofTQM that involves planning all steps of the process, doing it in a test or trialformat, checking the validity and effectiveness of the project, and making anychanges if anything needs to be altered.All of these tools help an organization to have consistent measures to constantlyevaluate if a product or process is being produced in the most efficient andeffective manner. For example, within a process of changing the design of theproduction of a chair, an effective PDCA model could be implemented. Acompany would form a project team that includes various functions of theprocess. The planning would include a flowchart and any recommendations ofchanges throughout the existing process. The planning would be done from thebeginning of the process through completion in order to identify anyimprovements. In the “do” step, the team would most likely complete one ormore test chairs through the newly planned process. If part of the changesincludes a line process, an ample amount of chairs would need to be completedusing the newly planned method. The appropriate length and quantity of a testis determined in the planning process. The “check” element happens duringand after the “do” step. If speed or quantity improvements are the improvementsought, the company will compare those critical data points to measure. As thefinal “action,” the plan will continue to be changed and tested or it will beimplemented when the expected changes meet the goals of the project.Reference:Krajewski, L. J., Malhotra, M. K., & Ritzman, L. P. (2015). OperationsManagement: Processes and Supply Chains (11 ed.). Boston, MA: Pearson.Total quality management (TQM) tools. (n.d.). Retrieved December 18, 2015,from .
2/21/2016Collection – MBA675T303 Operations & Logistics in the (...