Total Operations Solutions

Unless value is being added no organization will survive long. Value can be in the form of manufactured goods, value can be in the form of knowledge and intellectual capital, value can be in the form of service. In the final analysis value will be judged by the customer. No matter what the form, if value is not being added failure will result.

Total Operations Solutions builds on concepts that were introduced in "Total Manufacturing Solutions", Basu and Wright (1997). It demonstrates how this holistic approach of operational excellence driven by a self-assessment methodology can be applied equally to manufacturing, service or public sectors.The text covers an implementation programme to demonstrate how to put the methodology into practice. a differentiating feature ofthe approach will be a critical uopdate, impact analysis and comparison with new developments such as e-Business, outsourcing, Six Sigma, EFQM and ISO 9000:2000. It is a step-by-step guide for the application of the appropriate tools to the improvement process.Total Operations Solutions could be used as an essential handbook for all employees in a Six Sigma programme and provide a better understanding of basic tools and techniques to help them to support a quality improvement initiative and sustain a srong competitive position.

PART 1: INTRODUCTION, Chapter One, The concept of Value, Chapter Two, Why Total Operations Solutions, Chapter Three, Understanding Total Operations Solutions PART 2: BUILDING BLOCKS OF ORGANISATION, Chapter Four, Marketing and Innovation- Understanding the marketplace- Understanding the competition- Product and process innovation Chapter Five, Supply Chain Management- Materials Planning- Distribution and Customer Relationship Management- E- Supply Chain and Supplier Partnership Chapter Six, Safety Health and Environment- Product safety and Regulatory Control- Industrial and workplace safety- Environment protection Chapter Seven, Infrastructure Facilities- Sourcing strategy- Appropriate technology- Flexibility and Lean Processes- Reliability and Maintenance- Balanced Scorecard Chapter Eight, Systems and Procedures- Quality management- Financial Management- Information and Communication Technology Chapter Nine, Intellectual Capital- Leadership and organisation capital- Human Resources policies- Knowledge management PART 3: GAP ANALYSIS, Chapter Ten, Alignment of methodology- Link with TQM, Six Sigma and Fit Sigma- Comparing TOS with EFQM, MBNQA and ISO 9000- Customising manufacturing, service and public sectorsChapter Eleven, Strategy for Improved Value, Chapter Twelve, Data collection and gap analysisPART 4: MAKING IT HAPPENChapter Thirteen, Implementing the strategy, Chapter Fourteen, Case Study examples, Chapter Fifteen, The reflective practitioner.APPENDIX, Questionnaire

Ron Basu