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Deze samenvatting is gebaseerd op het studiejaar 2013-2014.
A.1 Quality and customers requirements
In today’s dynamic business environment many organizations competes of its reputation. There are several aspects of reputation important:
Quality is simply meeting the customers requirements and has been expressed in many ways:
Quality and reliability are used synonymously, often in a confused way. Reliability is the ability of the product or service to continue to meet the customer requirements over time.
Organizations ‘delight’ the customer by consistently meeting their requirements. Customer loyalty is an important variable in an organization’s success since it is a development of thinking about customers and their satisfaction. The focus on customer loyalty can provide a longer relationship with the customer (and a higher profitability) and these customers cost less to retain than acquire. Furthermore, about half of new customers come through referrals from existing clients.
A.2 Quality chain
Everyday common accidents are often answered by the acceptance of one thing: failure. Failure is not doing it right the first time at every stage of the process. A process is the transformation of a set of inputs into outputs that satisfy customer needs and expectations, in the form of products, information or services. As shown in figure 1.1, there is a series of quality chains of customers and suppliers throughout and beyond all organizations whether they be manufacturing concern, banks, retail stores, universities, hospitals or hotels.
The concept of internal and external customer-supplier chains form the core of total quality management. Therefore quality has to be managed, it will not just happen. It must involve everyone in the process and must be applied throughout the whole organization. Failure to meet the requirements in any part of the quality chain creates a problem elsewhere in the quality chain, leading to yet more failure (and so on). The benefits of making sure the
process is covered and the requirements are met at every stage, every time, are enormous.
Internal supplier/customer relationships are often the most difficult to manage in terms of establishing the requirements. Therefore each person in the quality chain must interrogate the interfaces as follows:
Customers
Suppliers
How quality is built into a product or service at any stage?
A.3 Managing quality
“Have we done the job correctly?” This not quality control, but detection – wasteful detection of bad products before it hits the customer. To get away from the natural tendency to rush into the detection mode, it is necessary to ask first: “Are we capable of doing the job correctly?”.
Everything that we do is a process and each process in each department or area can be analyzed by an examination of the inputs and outputs. The output from a process is that which is transferred to somewhere or to someone – the customer. A transformation process (figure 1.4) will reside at every supplier/customer interface. Asking the questions in the right order replaces a strategy of detections with one of prevention. ‘Do we continue to do the job correctly?’ brings a requirement to monitor the process and to control it. The control of quality can only take place at the point of operation or production.
Quality control are the activities and techniques employed to achieve and maintain the quality of a product, process or service. It includes monitoring activity, but is also concerned with finding and eliminating causes of quality problems so that the requirements of the customer are continually met.
Quality assurance is the prevention of quality problems through planned and systematic activities. These will include the establishment of a good quality management system (QMS) and the assessment of its adequacy, the audit of the operation of the systems and the review of the system itself.
A.4 Understand the needs
“Excellent communication between customers and suppliers is the key to a total quality performance; it will eradicate the demanding nuisance view of customers which still pervades some organization.” If there are failures in communicating the requirements, all the efforts devoted to finding the nature and timing of the demand will be pointless. The use of a preliminary set of specifications as the basis for service or product design is necessary which include:
The organization must also establish systems for feedback of customer information and reaction, and these systems should be designed on a continuous monitoring basis. Some items that require some attention include assessment of:
The following most common research methods are used to understand the market, keep close to customers and maintain the external perspective:
A.5 Quality throughout the entire organization
All components of an organization must work properly together, because they are all interrelated. The co-operation of everyone at every interface is necessary to achieve improvements in performance. This can only happen if the top management is really committed.
B.1 Early TQM frameworks
In the early 1980s there were many attempts to construct lists and frameworks to help the process quality and its management.
Deming had 14 points to help management as follows:
Juran’s 10 steps to quality improvement were:
Phil Crosby’s four absolutes:
He offered 14 management steps to improvement:
The table below compares the various approaches of the three American gurus (table 2.1).
| Crosby | Deming | Juran |
Definition of quality | Conformance to requirements | A predictable degree of uniformity and dependability at low cost and suited to the market | Fitness for use |
Degree of senior management responsibility | Responsible for quality | Responsible for 94% of quality problems | Less than 20% of quality problems are due to workers |
Performance standard | Zero defects | Quality has many scales | Avoid campaign to do perfect work |
General approach | Prevention, not inspection | Reduce variability by continuous improvement. Cease mass inspection | General management approach to quality (especially human elements) |
Structure | 14 steps to quality improvement | 14 points for management | 10 steps to quality improvement |
Statistical process control (SPC) | Rejects statistically acceptable levels of quality | Statistical methods of quality control must be used | Recommends SPLC but warns that is can lead to too-driven approach |
Improvement basis | A ‘process’ not a program | Continuous to reduce variation | Project-by-project team approach |
Teamwork | Quality improvement teams. | Employee participation in decision making | Team and quality circle approach |
Costs of quality | Cost of non-conformance, quality is free | No optimum, continuous improvement | Quality is not free, there is an optimum |
Purchasing and goods received | State requirements | Inspection too late | Problems are complex. |
Vendor rating | Yes and buyers | No, critical of most systems | Yes, but help supplier improve |
Single sources of supply |
| Yes | No, can neglect to sharpen competitive edge |
Total Quality Management (TQM) approaches are captured in a basic framework (figure 2.1). These approached brought together a number of components of the quality approach:
Furthermore it was recognized that culture, good communication and commitment from everyone in the organization plays an enormous role whether organizations were successful or not with their TQM approaches.
B.2 Award models
Quality frameworks may be used as the basis for awards. The Deming Prize was the first formal quality award established by JUSE in 1950. The Deming Prize ‘examination viewpoint’ include:
The Baldrige National Quality Program Criteria for Performance Excellence aims to help improve organizational performance practices, capabilities and results. It facilitate communication and sharing of best practices information. Furthermore, it serves as a working tool for understanding and managing performance and for guiding, planning and opportunities for learning. The award criteria are built upon a set of interrelated core values and concepts:
These core values and concepts are embodied in a framework of 7 categories:
The seven criteria are further divided into items and areas which are describes in the “Criteria for Performance Excellence”. The framework (figure 2.2) has 3 basic elements:
The European Quality Awards by the European For Quality Management (EFQM) followed from the Baldrige Award. This framework was the firs one to include business results and to really represent the whole business model. The simple model for improved performance is shown in figure 2.3. Both Baldrige and the EFQM model were recognized as descriptive holistic business models. The EFQM excellence model (figure 2.4) provides a framework which organizations can use to follow 10 new steps:
B.3 Four P’s and three C’s
The four P’s form the basis of a simple model for TQM and provide the ‘hard management necessities’:
The new TQM model is complete when the ‘soft outcomes’, the three C’s, are integrated into the four P’s framework (figure 2.5):
C.1 TQM approach
What is TQM?
The impact of TQM on an organization is to ensure that the management adopts a strategic overview of quality. TQM often requires a mind-set change to break down existing barriers. Management that doubt the applicability of TQM should ask the following questions:
If answers are satisfying to most of these questions, an organization can be reassured that it is already well on the way to using adequate quality management.
C.2 Quality policy
Control, systems and techniques are very important in TQM, but total commitment of management (TQM starts at the top) at all levels and all departments is a primary requirement. It is possible to detect real commitment; its shows at the point of operation.
Management should be dedicated to the regular improvement of quality. These ideas can be set out in a quality policy that requires management to:
C.3 Culture and quality
The culture within an organization is formed by a number of components:
A vision framework includes (figure 3.1):
The sum total of the activities that increase the probability of the planned results being achieved (mission) is control. Control is the process by which information or feedback is provided so as to keep all functions on track. Control mechanism fall into three categories:
TQM is user driven and concerned with moving the focus of control from the outside to the inside of individuals, so that everyone is accountable for his/her own performance. TQM is about doing the right things, right first time, every time.
C.4 Leadership and quality
Effective leadership in combination with TQM result in an organization doing the right thing, right first time. There are five requirements for effective leadership:
Furthermore the following aspects are important:
C.5 Excellence in leadership
The vehicle for achieving excellence in leadership is TQM. To deliver excellence in leadership a combination of the earlier mentioned four P’s and three C’s (plus a fourth C) is necessary. The items are given below:
4 P’s:
4 C’s:
D.1 Implementation of TQM
There are 6 basic steps for the implementation of TQM:
Develop a shared vision and mission for the organization.
The mission statement is usually long term and an expression of the aspiration of the organization. Typical content includes a statement of the role of the business (or contribution) and the definition of the business. Furthermore some indications for future direction can be mentioned.
The vision framework mentioned in chapter C.3 will be extended with three more aspects (figure 4.1):
Develop the mission into CSFs to coerce and move it forward.
The danger gap in which many organizations fall into can be prevented. The mission itself is not enough to ensure the complete implementation, and must first be translated through its CSFs. Whatever the organization tries to accomplish with their mission can be defined by CSFs. There should be no more than 8 CSFs (no more than four if the mission of the organization is survival). CSFs are the building blocks of the mission, they are the ‘whats’ and not the ‘hows’. CSFs provide direction but are not directly manageable.
Define key performance outcomes as being the quantifiable indicators of success in terms of the mission and CSFs.
The missions and CSFs provide the WHAT of the organization, but they must be supported by measurable key performance outcomes (KPOs). KPOs will help to translate the mission into clear targets.
Each CSF should have an ‘owner’ (member of the management team) that agreed the mission and CSFs. His/her tasks are:
Understand the core processes and gain process sponsorship.
The first stage in understanding the core processes is to produce a set of processes of a common order or magnitude. Some smaller processes identified may combine into core processes, other may be already at the appropriate level. The core processes listed must be sufficient for all the CSFs to be accomplished and each process should have a sponsor (member of the management team) that agreed the CSFs. The task of a sponsor is to:
MCPs are Most Critical Processes which receive priority attention for improvement based on the number of CSFs impacted be each process.
Break down the core processes into sub-processes, activities and tasks and form improvement teams around here.
If all the core processes are defined and mapped out, the people need to develop skills to understand these new process structure. The breakdown from mission to individual tasks may assist in understanding the process required (figure 4.5). If all the processes are broken down in sub processes, activities and individual tasks, it is possible to link these with the Adair model of action-centered leadership and teamwork (chapter O)
The senior and middle managers need to provide the right support to all employees, because teamwork around the processes will ask more of them (think about training programs to develop new skills). The very well nature of the training process required has also been called just-in-time training.
Ensure process and people alignment through a policy deployment or goal process
Goal translation ensures that the ‘whats’ are converted into ‘hows’, using a Quality Function Deployment (QFD). This method is best described by an example (page 57 and 58).
The deliverables after one planning cycle of this process in a business will be:
Strategic planning is the continuous process by which any organization will describe its destination, assess barriers standing in the way of reaching that destination and select approaches for dealing with those barriers and moving forward.
D.2 Development of policies and strategies
The development of policies and strategies are based on stakeholders’ needs and the organization’s capabilities. Some common themes emerge how individual organizations to require a clear detailed review.
E.1 Partnerships
Organizations increasingly recognize the need to establish mutually beneficial relationships in partnerships. The contributors to effective partnerships (figure 5.1) must be in line with its overall policies and strategies. These contributors are:
Attention should be given to the following factors when establishing partnerships:
E.2 Purchasing in partnerships
The primary objective of purchasing is to obtain the correct equipment, materials and services in the right quantity, of the right quality, from the right origin, at the right time and cost. Furthermore it plays an important role as the organization’s ‘window-on-the-world’. In this sense it should support any partnerships in the supply chain. The purchasing system should be documented and include:
Many organization used to operate with an inspection-oriented quality system for bought-in parts. However, this approach has many disadvantages and these pushed forward the just-in-time (JIT) concept. But, improving the supplier performance is very complex and clearly relies very heavily on securing real commitment from the senior management of both organizations to a partnership. If a supplier understand the role its inputs play, he/she is less likely knowingly to offer non-conforming materials and services. Any external supplier should be updated on the organization’s policy on quality of incoming goods and services.
Single sourcing, the development of an extremely close relationship with just one supplier for each item or service, encourages greater commitment. However, to become an approved supplier or partner, it is usually necessary to pass through a number of stages:
Many organizations examine their suppliers themselves, but this leads to high costs and duplication of activity for both the customer and supplier. Sometimes an independent third party is used to carry out the assessment.
E.3 JIT management
Just-In-Time (JIT) is a program which improves productivity and is directed towards ensuring that the right quantities are purchased or produced at the right time (immediately on demand), and that there is no waste. JIT is essentially:
JIT have made improvements in performance which includes increased flexibility, reduction in stock and work-in-process and the space it occupies and simplification of products/processes. The JIT concepts identify operational problems by tracking the following:
The development of a long term relationship with suppliers, co-producers, is a feature of JIT. The requirements of JIT mean that suppliers are usually located near the purchaser’s premises, delivering small quantities, often several times per day.
The tools to carry out the monitoring required are familiar management methods such as flowcharting, plant layout methods, statistical process control etc. However, some techniques are more directly associated with JIT like Kanban, flexible workforce, pull-scheduling, mistake proofing etc.
Kanban (Japanese for visible record) is a card that signals the need to deliver or produce more parts. Two different systems are recognized:
A JIT program can succeed without a Kanban-based operation, but Kanban will not function effectively independently of JIT.
E.4 Resources
All organizations assemble resources to support the effective operation of the processes that hopefully will deliver the strategy:
F.1 Definitions
Everything we experience in or from an organization is the result of a design decision, or lack of one. Almost all areas of organizations have design issues inherent within them. Design is defined as ‘the way in which something had been planned and made, including what it looks like and how well it works’ (Collins Cobuild English Language Dictionary). It is about combining function and form to achieve fitness for purpose. Design is a process and can be used to:
Innovation entails both the invention and design of radically new products and services, embodying novel ideas, discoveries and advanced technologies, and the continuous development and improvement of existing product/service and processes to enhance their performance and quality.
F.2 Design process
Commitment at the top is required to build quality throughout the design process. Successful organizations have demonstrated a state-of-the-art approach to innovation based on 3 principles:
A design process is often associated with styling of products. For certain products and many service operations the secondary design considerations are vital. Some aspects that affect quality in this ways are:
As mentioned in F.1 design is a process. It is the process of presenting needs in some physical form, initially as a solution and then as a specific configuration or arrangement of materials resources, equipment and people. The designing must take place in all aspect of identifying the need, developing that which satisfies the need, checking the conformance to the need and ensuring that the need is satisfied. Design must be carefully managed by each stage and activity (figure 6.1). However, it is not possible to exert the same tight control on the design effort a on other operational efforts. Certain features make control of the design process difficult:
Total design or ‘simultaneous engineering’ is similar to quality function deployment and uses multifunction teams to provide an integrated approach to product or service introduction.
F.3 The house of quality
The house of quality is the framework of the approach to design management. It is also knows as Quality Function Deployment (QFD). QFD is a system for designing a product or service, based on customers’ demands with the participation of members of the supplier organization. The activities in QFD include:
The first step of a QFD exercise is to for a cross-functional QFD team. A QDF team’s purpose is to take the needs of the market and translate them into such a form that the can be satisfied within the operating unit. They must answer 3 questions;
WHO, WHAT and HOW are entered into a QFD matrix of ‘House of Quality’ (HoQ), which is simply a quality table. HoQ provide structure to the design and development cycle. It provides an organization with the mean for interdepartmental planning and communicating (figure 6.2). It starts with the CAs (Customers Attributes), which are phrases customers use to describe products, processes and service characteristics. The essential components of the HoQ diagram are shown in figure 6.3. It has the following structure:
The use of competitive information should help prioritize resources within an organization. QFD has many more advantages:
F.4 Requirements of specifications
To ensure that a products is standardized, specifications must be written. The ISO (International Standards Organization) defines specifications as the documents that prescribes the requirements within which the product or service has to conform. The basic requirements of a specification is that it gives the:
F.5 Service sector
It is argued that if income elasticity of demand is higher for services than it is for goods, then as income rise, resources will shift towards services. It is important to know the difference between a product and a service. Particular characteristics of a service may be intangibility, perishability, simultaneity, heterogeneity. Several sources from the literature place services in one of 5 categories:
Service attributes have particular significance for the design of service operations:
F.6 FMECA
Failure mode and effect analysis (FMECA) is the study of potential failures to determine their effects. It may be applied in any stage of design, development, production or use. The elements of FMECA are:
Special FMECA pro formas set out the following steps:
The Moment of Truth (MoT) is the moment in time when a customer first comes into contact with people, systems, procedures, or products of an organization.
F.7 The links between good design and managing the business
The aspects that should be addressed to integrate design into the business or organization are:
G.1 Improvement cycle
Measures are used in process control and in performance improvement. Performance measures used to be derived from cost-accounting information. Organizations that want to be successful in the long term, should measure the performance by the improvement seen by the customer. In the cycle of never-ending improvement, measurement plays an important goal in:
Existing problems concerning performance measurement systems that frustrated improvement efforts are:
An example of a measurement with shortcomings is the ROI (Return On Investment). ROI tells what happened, not was is happening or what will happen. It was designed for a long-term, single-period measure, but is often used as a short-term one.
The critical elements of a good performance measurement framework (PMF) are:
The Deming cycle of continuous improvement clearly requires measurement to drive it:
Plan: establish performance objectives and standards.
Do: measure actual performance.
Check: compare actual performance with the objectives and standards (find gap).
Act: take the necessary actions to close the hap and make the necessary improvements.
Four questions need to be answered, before to use the performance measurement in the improvement cycle:
Actual output
Effectiveness = --------------------- x 100%
Expected output
Resources actually used
Efficiency = ----------------------------------------- x 100%
Resources planned to be used
Outputs
Productivity = ------------
Inputs
Expected output
Expected productivity= ------------------------------------------------- x 100%
Resources expected to be consumed
Actual output
Actual productivity = ---------------------------------------- x 100%
Resources actually consumed
Value-added management (VAM)= Volume of sales (turnover) - total inputs costs
Net profits before tax
Return on Capital employed (ROVA) = ---------------------------- x 100%
Value added
Activity-Based Costing (ABC) is based on the activities performed being identified and costs traces to them. ABC uses cost drivers, which reflect the demands placed on activities.
G.2 The costs of quality
The costs of quality (COQ) must be carefully managed and the analysis is a significant management tool that provides a method of assessing the effectiveness of the management of quality and a means of determining problem areas, opportunities, savings and action. The activities are separated into the so called P-A-F- model (prevention, appraisal and failure costs) presented by Feigenbaum.
The relationship between prevention, appraisal and failure costs are shown in figure 7.1.
G.3 Process model
The P-A-F model has some disadvantages:
Process cost models can be used for any process within an organization. These models are a method for applying quality costing to any other process. The categories of the Cost Of Quality (COQ) have been rationalized into the Cost of Conformance (COC) and the Cost Of Non-Conformance (CONC).
COQ = COC + CONC
COC is the process cost of providing products/services to the required standards in the most effective manner. CONC is the failure cost associated to the process not being operated to the requirements.
The steps in process cost controlling are:
The three further steps are carried out by the process owners:
G.4 PMF
Performance Measurement Framework (PMF) is based on the strategic development and goal deployment (figure 7.6). The framework consists of four levels related to:
Level 1: Strategy development and goal deployment
Level 2: Process management
A balanced scorecard (Kaplan) include performance results, customer results, people results and society results. Within these areas there needs to be a clear distinction between perception measures and other performance measured (figure 7.7).
The matrix in figure 7.8 shows the impact of the core processes on the CSFs. It incluces the CSFs and owners (whats), the KPO and targets, the core business processes and sponsors (hows) an the process performance measures, KPIs. In this way it helps to:
Level 3: Individual performance management
Good performance management attempt to measure a combination of process/task performance and personal development. Appraisal systems are often designed to motivate individuals to achieve process and personal development objectives.
Level 4: Review performance
The identification of CSFs and KPOs are the key to successful performance measurement. Success at the process level is the identification and translation of customer requirements and strategic objectives into a process framework. It relies on performance appraisal and planned formal reviews to reach success at the individual level. Furthermore, the key to success in the review stage is the use of appropriate innovative techniques to identify improvement opportunities.
The critical factors of the success of performance measurement systems are:
Some techniques to review include:
G.5 Implement PMF
If employees participate in the development of measures it will enhance their understanding and acceptance, there will be lower resistance to the system and a positive commitment towards future changes will be engaged. However, there are some reasons why measurement systems fail:
There are 12 steps for the introduction of TQM-based performance measurement:
Planning:
Implementation
H.1 Frameworks
Many organizations are turning to TQM models, like Deming or Baldrige, to measure and improve performance. Excellence models recognize that customer satisfaction, business objectives, safety and external considerations are mutually dependent. The EFQM excellence model recognize that processes are the means by which an organization harnesses and releases the talents to produce results performance (figure 8.1). Within this model, the enabler criteria (leadership, policy and strategy, people, resources and partnerships and processes) focus on what is needed to be done to achieve results (figure 8.2). Enablers are assessed on the basis of (figure 8.3):
Self-assessment promotes business excellence and should be demonstrate within this model how:
Self-assessment asks the following questions in relation to each criterion:
Results
The model result criteria of customer-, people-, society-, and key performance results in relation to its external customer, people, local, society and planned performance (figure 8.4).
Results are based on the basis of two factors (figure 8.5):
- Degree of excellence of the results.
- Scope of the results.
Self-assessment should demonstrate the organization’s success in satisfying the needs and expectations of its:
Self-assessment against the Excellence Model is also called RADAR (Results, Approach, Deployment, Assessment and Review) system. The RADAR screen is visible in figure 8.6.
H.2 Self-assessment
Self-assessment provides an organization with valuable information which can help to achieve business goals. The EFQM model provides general steps in undertaking it (figure 8.7). It can be done with discussion groups, surveys, an award stimulation, pro formas and many other approaches. The emphasis should be on understanding the organization’s strengths and weaknesses. Furthermore, it must be linked to the 5 stakeholders embraced: Customers, employees, suppliers, stakeholders and community. Customers, employees and suppliers belong to the determinant elements. The application of total quality principles in these areas will provide satisfaction as a resultant to the shareholders and the community.
H.3 Securing prevention
Error is the process of removing or controlling defect causes in the management systems. There are two major elements:
Six methods are used in general (figure 8.9):
General method is based on collecting data, checking the validity and selecting the evidence without making assumptions. It should focus on the positive preventive aspects (not a negative inquisition table 8.1). The results are used to:
H.4 Management system audits and reviews.
A good management system will not function without adequate audits and reviews. A review should be instituted every year with the aims of ensuring that the system is achieving the desired goals, revealing defects or irregularities in the system and uncovering potential danger areas.
A first party assessment scheme is the assessment of a quality management system against a particular standard of requirements by internal audit and review. If an external customer makes the assessment it is knows as a second part assessment scheme. If the assessment is done by an independent organization with no connections between the consumer and supplier is it known as an independent third party assessment scheme.
International standards emphasize the importance of auditing as a management tool. The generic steps involved are as follows:
I.1 Why and what?
Benchmarking is a total quality management approach which measures an organization’s operations/products/services against those of its competitors. It is the continuous process of identifying, understanding and adapting best practises. External drivers for benchmarking are:
Internal drivers for benchmarking include:
The benefits of benchmarking are numerous, for example it encourage innovation, it creates a better understanding of current position and its develop realistic stretch goals and establish action plans. The reasons for benchmarking are therefore extensive (table 9.1) like:
The four basic categories of benchmarking are internal, functional, generic and competitive.
I.2 Purpose and practise
Benchmarking is likely to progress through 4 focuses:
Benchmarking is a strategic approach to getting the best out of people and processes and deliver improved performance. The purpose is to:
If an organization have not carried out benchmarking before, it may be useful to carry out a self-assessment before the implementation in terms of their readiness (table 9.3). The five main stages of benchmarking are (figure 9.1):
I.3 Benchmarking and change
Benchmarking is about gaining understanding of how other organizations achieve superior performance. With this knowledge gaps in own organization can be recognized and solved. If the gap is small and the change can be undertaken quickly it is called quick wins. Some characteristics of quick wins:
Whatever type of is involved, a key ingredient of success in taking the people along. Benchmarking efforts need to fit into the change model deployed (figure 9.2). However, the success from any benchmarking activity is directly related to the excellence of the preparation.
I.4 Communicate and manage stakeholders
Organizations must understand their stakeholders’ needs and their potential to do both good and ill. The act of stakeholder management is to proactively head off any major confrontations. Successful stakeholder management should include:
Objective measurement is key to targeting change activity wisely and provides a reliable baseline for making decisions. Baseline performance allows teams to monitor and understand success in delivering beneficial change. It must be mentioned that measurement and benchmarking are tools not substituted for management and leadership!
I.5 Benchmarking-driven change activities
It is very important to think wisely about (another) change to make and implement in the organization. Table 9.4 provides a simple decision-making tool to help consider the opportunities that are presented.
The following 12 steps are conducted by a study to examine the contribution that business management systems (BMS) make to achievement of organizational objectives:
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