International Referred Research Journal, October,2010.ISSN- 0974-2832VoL.II *ISSUE-21
logical and yet comprehensive enough for TQM implementation. It also has to sustain the changes in business environment of the new era. The Model also reflects teachings of the contemporary quality gurus. The idea was to develop a universally applicable step- by-step guideline byincluding recognized practices in TQM: · Japanese 5-S Practice (5-S) · Business Process Re- engineering(BPR) · QualityControl Circles (QCCs) · ISO 9001/2QualityManagement System (ISO)· Total ProductiveMaintenance (TPM)As Osada pointed out, 5-S is the keyto total quality environment. Therefore, it should be the Step 1. BPR is concerned with re- defining and designing your business process in order to meet the needs of your customers effectively. It is more concerned with the business objectives and systems, and should follow as Step 2. QCCs are concerned with encouraging the employees to participatein continuousimprovement andguide them through. They improve human resources capability to achieve the business objectives. Therefore, this should be Step 3. ISO 9000 is to develop a quality management system based on the good practices in the previous three steps. TPMisa result ofapplying5-Stoequipmentbased on a soundqualitymanagementsystem.InfactISO9001 requires procedures for process control and inspection and testing equipment which are part of TPM.
Therefore TPM should be implemented in Step 5.If the above five steps have been implemented successfully, the organization is already very close towards achievingTQM. TQMEXisasequential model which is easy to remember and simple to implement. Thisisin linewith thequalityprincipleofKeepIt Short
andSimple(KISS) although itis not , CASE STUDY
simple to make a model simple!Companies starting to implement TQM should follow TQMEX step-by-step. Companies which have already gone through some degree of improvement using some of the steps should review what have not been done and do it as their next step of improvement. In ordertomaximizeyour bene itsfrom TQMEX,youhave to start early too. Overview: Automating information technology and business processesis helpingorganizations worldwide realize enormous savings. Consider, for example, Tivoli®Development Labs, the IBMteam responsible for testing Tivoli software prior to its release. Tivoli Development Labs develops enterprise-class software that supports numerous 65 heterogeneous operating system platforms. Why Become an On Demand Business?
Tivoli®Development Labs, the IBMteam responsible for testing Tivoli software prior to its release. Tivoli Development Labs develops enterprise-class software that supports numerous heterogeneous operating system platforms. Each product undergoes extensive, mandatorytesting acrossthe supportedplatforms. “We have to test everysoftware product in a multiplicity of environments to mitigate the risk of problems for our customers,” explainsPhil Buckellew, program director, IBM Tivoli Development Labs. In 2004, the organization launched an initiative to improve the quality and efficiencyof itssoftware release management process. Of greatest concern was the time and skill required to build each test environment, from bare metal to full installation. With more than 5,500 heterogeneous servers spreadacross thelabinAustin, Texas, there are times when some teamsare not using serversand other teams are scrambling to meet deadlines and could be aided by more resources. A typical operating system deployment required between 1.5 to 2.5 hours. And because this process was manual, the quality and consistency of systems could vary depending on how closelyeach testerfollowedtheinstallation instructions. “Manually configuring test environments resulted in testing delays and an inefficient use of both our staff and our system resources,”says Buckellew.“Weneeded to find a wayto shrink the timeframe for testing sothat our product groups couldgotomarket faster with high- quality software.” Automating provisioning processes using best practices This would help testers ensure consistency in the test environment and enable them to spend more time testing the softwaretoimproveproduct quality.Toachieve this goal, the organization implemented IBM Tivoli ProvisioningManager software, an IBMIT Operational Management Product that is an integral part ofIBM IT Service Management. Tivoli Provisioning Manager software is installed on the IBM System x platform running RedHat Linux, chosen becauseit offersa cost- effectiveplatform withproven lexibility,scalabilityand security. Through the use of Automation Packages, Tivoli Provisioning Manager software provided the dynamicworkflows theteam requiredto automatically drive provisioning operations based on best practices and procedures. Due to the software’s flexibility, lab staffwasable tointegrateTivoli Provisioning Manager software with several homegrown test environment tools.This integration enables the organization to effectively and efficiently install the vast number of operating system environments each software product must betested on.“Theopenness ofTivoli Provisioning Manager makesit ideal for companiesthat havea finite
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