Theory of Constraints (TOC)
The following is an explanation of the five steps of the Theory of Constraints (TOC) process:
Identify – In this step, the focus is on the actual identification of the constraint that is likely to limit the rate at which to achieve the set-out goal.
Exploit – This step aims to ensure that one can make use of existing resources with the sole intention being towards making the necessary improvements throughout the constraint.
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Subordinate – The step involves having to review all other activities to ensure that they move in line with the need associated with the constraint.
Elevate – The step involves consideration of further action, which is likely to occur if the constraint may still exist regardless of the measures put in place.
Repeat – The step involves having to embark on a repetition of the steps, as this is a continuous improvement cycle.
Nissan may apply the steps of Theory of Constraints (TOC) process in its production line with the aim being towards ensuring that its final products are considered as being of the best quality. Rojas, Jurado, & Londoño (2018) argue that the Theory of Constraints (TOC) process seeks to create a somewhat useful structure of performance aimed at maximizing on the generalized understanding on what to expect in dealing with possible errors. Ultimately, this means Nissan would be able to identify any potential errors arising within its production line, which are likely to have severe implications on its performance outcomes. The ultimate result is that this would help eliminate some of the possible constraints that are likely to cause serious errors in the products that it delivers to its consumers.
Total Quality Management (TQM)
Total quality management (TQM) is an approach that is used for the sole purpose of improving quality and performance outcomes with the aim being towards ensuring that the products meet or exceed expectations from the customers (Obeidat, Hashem, Alansari, Tarhini, & Al-Salti, 2016). In the case of Nissan, the company would be able to apply total quality management (TQM) principles and tools in the evaluation of the entire process of production. That means that it becomes much easier for the company to determine possible bottlenecks that are likely to affect the quality of products that the company delivers to its consumers. Additionally, this will also help in identifying areas where the company would be expected to change as part of its structured approach towards enhancing the overall quality of products that it delivers.
On the other hand, the application of the TQM principles and tools would also seek to change the way in which the company embarks on the process of quality improvement. That means that it will be much easier for the company to reflect on some of the key areas that would be considered as being essential towards improving the general quality of its products. Quality improvement is one of the critical aspects that companies are expected to consider in their bid towards advancing their TQM approaches. That would mean that Nissan would seek to undertake an in-depth evaluation of its production process to determine some of the key areas that it would need to consider as part of advancing quality improvement. The ultimate impact is that this would serve towards enhancing overall capacity for the company to achieve some of its possible goals and objectives.
References
Obeidat, B. Y., Hashem, L., Alansari, I., Tarhini, A., & Al-Salti, Z. (2016). The effect of knowledge management uses on total quality management practices: A theoretical perspective. Journal of Management and strategy , 7 (4), 18.
Rojas, M. D., Jurado, D. A., & Londoño, L. M. (2018). Constraints Theory Explained Trough a Serious Game. International Journal of Applied Engineering Research , 13 (18), 13978-13984.
