A Product-Based Organization, Essay Example

A product-based organization is an organization where the products the company by its product lines. This structure allows the company to have focus on some items in the productive operations of the company. The differentiation based on the products produced by the company and the structure follows along these lines. The divisions in the company that represent the products act as mini companies within the parent company with complete organizational structures within the product lines. The importance of this structure is that it allows a company to take advantage of the different product lines within the organization. The structure can involve the focus of a single product within the organization or the existence of several layers of management for the products within the organization. The various divisions develop their products independently from the other divisions. The grouping of employees is according to the products they produce. This approach allows the company to monitor the production and remove or add a production line as necessary.

One way to improve the quality of the products is to build competency among the employees. Competency is an essential factor, and in building competency, it is necessary to include all sectors of production that is from the recruitment of the staff to the production of the products. The essential factor in the improvement of production-based organizations is product development. These products are the key drivers of the organization and as such drive, all parts of the division. The companies should focus on improving the product development process. Prioritizing the principal products lines that yield better results is essential in the whole process.

The attainment of quality in a product-based organization can be achieved using the six-sigma approach. The six sigma approach advocates for the attainment of quality using six standards of deviation aimed at reducing defects. The approach attains this through the identification and elimination of errors. The approach focuses on customer satisfaction and, therefore, develops a clear understanding of customer requirements in the production process. It is note worthy that although the invention of the approach originates from a telecommunication company [Motorola]; the approach is capable of fitting into any organizational structure including industrial organizations.

The approach uses the DMAIC methodology, which adopts five steps to eliminate errors. The first thing is the identification of the problem requirements and objectives involved. After completion of the definition of the project, it becomes imperative to comprehend the magnitude of the project before taking any further steps wholly. Analysis of the problem involved is also necessary to determine the validity of the problem and establish the cause of the problem. Improvement aims at establishing ideas to eliminate the cause and implement any solutions. The final stage in the methodology is the process of control. This process ensures performance maintenance and the attained standard maintained while eliminating any errors in the process where necessary.

The approach aims at continuously focusing on customer satisfaction. This achievement is through the focus on problem prevention continuous improvement and striving to keep perfection constant.

Another approach that can be aimed at quality is the Baldrige criteria performance criteria, which aim at principles of quality management applicable across the organization. The criteria facilitate strategic thinking and ensuring high performance through alignment of resources with the use of other standards such as the lean manufacturing, ISO 9001 or the six sigma. The objective of this method is attainment of improved performance excellence. The approach identifies and checks the main results, products, and general satisfaction in all sectors of the organization. An overall organizational approach is necessary for the attainment of this process. Linking product approach with this model requires the organizational functions such as strategic management and supplier and staff satisfaction.

The success of the Baldrige approach relies on the employment of some criteria. Leadership, customer, and market focus aim at satisfying the customers and supplies by use of exemplary leadership techniques. Analysis of information and focusing on the work force with effective process management to yield desirable business results also facilitate quality attainment.

Whereas the six-sigma model measures product quality and improves the engineering process by improving the process drive and saving costs it is different from the Baldrige approach. On the other hand, the Baldrige criteria focus on performance excellence in the management. The criteria facilitate the improvement of the sectors of production through the proactive choice of improvement of areas subject to the available criteria. It is imperative to note, however, that these two are compatible and essential in an organization aimed at quality. The application focuses on the areas requiring the use of either of the two approaches in the improvement of quality. The applicable quality tool depends on the desires of the organization at the current time and the desired success from the outcome. For better success, it becomes necessary to use more than one quality tool in quality improvement.