Business Process Management and Quality Systems

Summary

The article focuses on investigating quality systems that are utilised by many organisations across the world. It has outlined factors that have motivated firms to opt for quality systems. Factors, such as meeting customers’ needs, quality requirements and risk reduction have encouraged them to struggle to use the quality system. It has investigated whether quality systems are connected to the performance outcomes of firms.

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His or her methodology has incorporated live observations and Informal interviews, which were conducted after participants were trained. The scholar has analysed the results in four phases, i.e., descriptive and interpretive analysis, grouping and coding of the results. It has been discovered that firms that are investing in quality systems do not engage in administrative processes. According to the article, many business establishments’ managers use wrong approaches to run their firms.

Moreover, business goals are different from process goals. The scholar also argues that information regarding companies’ processes, performance outcomes and results are not available and are inaccessible. However, the study does not disvalue quality systems but argues that firms are not taking advantage of value systems provide.

Key Learning Points

The quality system has become a major economic issue because many organisations have invested in it. The International Organisation for Standardisation (ISO) has issued many certificates since 2008 for quality assurance. There are training seminars where managers from various companies are trained. Customers’ expectations concerning the quality of products and services and government regulations are among the factors that have forced firms to engage in the utilisation of quality systems. Another key point in the article is that quality systems focus on substantiating governance concerning their performance by managing companies’ processes.

For management processes to be successful, there must be the application of quality systems, especially those that are computer-based, that describe how firms should function. Many business establishments are spending a lot of money on systems that they believe produce excellent results. Also, firms’ outcomes are based on many collective activities. Processes should be named and documented for easier identification.

There should be an owner of a process who should be answerable to its performance outcomes. The high-quality performance outcomes are dependent upon quality managers. It is notable from the article that all stakeholders in some firms do not concentrate on the processes that occur every day. Moreover, one should note that ISO 9001 has outlined what quality systems should do to promote the production of high-quality results.

However, there is a challenge concerning the procedures that are involved in the certification process. This is because only three companies in the study that was conducted were not certified and produced goods that did not meet international standards. Others were certified, but they did not meet the expected standards. Quality systems have been taken for granted as written documents, and they do not guarantee the production of valuable products.

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Unless the administrators change their perception about quality systems, there is a possibility that the performance outcomes will ever be disappointing. Finally, quality systems are key to quality management that results in exceptional performance outcome.

Relevant Statements to the Session

This article is relevant to business management process in various ways. First, provided that the methods used in quality systems are controlled, there is no scientific evidence that quality management is characterised by the use of quality systems. This is important in understanding that the utilisation of quality systems does not guarantee quality process management. It is critical to point out that although a company might be certified, there might be a gap concerning what is written and what is practised within companies. The utilisation of quality systems and the appropriate methods and procedures in a firm is key to producing high-quality results.

Business establishments are focusing on their functional responsibilities and not quality systems. This is meant to help them to maintain their position within the business environment. Two main dimensions are involved in the implementation of a quality system. Investing in documenting firms’ processes is the first dimension. The second dimension is that it must establish methods that are crucial in coordinating the activities within a company for continuous production and supply of products.

Nonetheless, process documentation incorporates all activities, roles, resources and products that firms utilise to perform their functions. Notably, process management involves discovering, designing and deploying business processes to achieve business objectives. It also incorporates the managerial, administrative and supervisory management that controls the processes involved in improving quality management.

It is vital for learners in this session to understand that both employers and employees should be equipped with enough knowledge to utilise quality systems correctly. It is imperative to understand the procedures that are necessary for a method to be effective. Nonetheless, it is important to indicate that process management involves establishing the owner of a process to facilitate consistency in designing, which leads to increased performance outcomes.

Critical Analysis

This article is significant in discussing quality systems in business management processes. First, it has an objective, i.e., examining whether the use of quality systems impacts processes used in management. It has outlined a strategic approach that has provided four basic aspects of controlling business processes. They include knowledge about the processes, the proprietor of the process, the value and modification of the process.

Also, the author has used various approaches to collect data to compare with data from other studies. He or she aims at getting a better understanding of quality systems and business management processes. Methods, such as interviews and direct observations, give first-hand information that is relatively correct. Data have been analysed employing different techniques, such as descriptive and interpretive procedures. As a result, the researcher has been able to discuss the theme of quality system comprehensively. The use of tables in the article makes readers visualise how firms obtain certificates without meeting the requirements.

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Also, the author has reviewed articles from many sources, making them gain more insights into quality systems. Moreover, he or she has provided real-life implications for quality systems. This has facilitated understanding among business administrators and has helped them to realise that it is not the certificate of quality systems that matter, but what is practised within the firms.

However, the researcher does not base his or her study on any theoretical framework, although it is stated that he or she has adequate theoretical and conceptual knowledge about the issue. In fact, according to the author, quality systems are not connected to better process management. It is crucial to indicate that business administrators do not concentrate on improving the quality of products through quality systems because they are forced by governments.

The author has defined basic concepts in relation to the topic under study, enabling readers to understand better. This article explains explicitly with regard to bringing out the differences between companies being certified and practising what is expected of them. For example, it has stated clearly that many managers have made their firms’ systems artefact by failing to practice what is contained in supposed to be practised. Finally, from the discussion of the findings, it is indicated that the author has provided what he or she thinks is appropriate to be done to make quality systems effective.

Practical Implications

It is important to state that information about quality systems should be available and accessible to all stakeholders to understand their responsibilities. Also, companies should aim at adopting information systems that sustain processes instead of supporting particular functional units. Moreover, top administrators should set aside specific rooms to install information systems for all employees to access them. It is also vital for them to link business and process goals because this would promote accountability. The executives should set goals that are realistic and achievable. Also, the goals should also be clear and time-bound for employees to understand them.

Promotion of transparency and accountability should be the role of every stakeholder, including system owners. Arguably, it is the responsibility of quality managers to give training and education the priority. This is for the reason that many companies do not demonstrate any knowledge about quality systems. This would be essential in designing processes that would promote easy coordination of activities in a company. As a result, companies would be exemplified by excellent performance outcomes. Although companies are expected to be process-oriented, the author has discovered that this is contrary to what has been taking place in many firms.

Learning Reflections

The writer of the article has contributed a lot by providing insights about quality systems in business management processes in companies. According to the writer, certification is not as important as process management. This argument is based on the fact that many companies that have acquired certificates for providing high-quality goods and services have not been using quality systems to provide them. Many of them do not understand what quality systems are.

This is the case, especially in organisations where employees and managers perceive that they should be functional-oriented, and not process-oriented. From the article, it is evident that the process of acquiring certificates is characterised by corruption. This is ascertained by the fact that firms that are certified do not meet the standards that are required. Another lesson that can be learnt from this article is that there is a need to train all stakeholders in relation to how a system works to help them work efficiently and perform their roles effectively.

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Nevertheless, there is a difference between how activities are portrayed to be performed and how they are actually performed despite the fact that they have been issued with certificates that indicate that they have gained international standards. Moreover, there should be a criterion for acquiring quality systems.

This will facilitate accountability and transparency in the provision of goods and services. Notably, process owners are identified theoretically, but practically they are not in existence. According to the author, many firms have shown that they prioritise functional responsibilities and not who owns the process. Finally, it is advisable for business establishments to value their processes. This will enable them to compare and contrast with other companies, resulting in the provision of high-quality goods and services.

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