Há distinção entre aplicar as técnicas de gestão da qualidade com base no TQM para gerenciar melhor os processos de produção na indústria automobilística, e aplicar as recomendações do "Problem Management: Information Technology Infrastructure Library" para gerenciar melhor os processos de T.I que impactam os processos de negócios das companhias (inclusive os processos de produção)?
Parece haver uma "distância" de aproximadamente 20 anos entre as indústrias de T.I. e as automobilísticas em como encontrar "causas-raíz de fato" para mitigar ou minimizar seus efeitos nos processos de negócio. Enquanto T.I. busca diminuir o número de incidentes sob sua infraestrutura, as automobilísticas buscam menor custo e maior qualidade em seus produtos. Afinal qual a relação na busca da excelência entre essas indústrias, ISO/IEC20000 ou ISO/TS16949?
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Total quality management
TQM is an integrative philosophy of management for continuously improving the quality of products and processes. [1] It is used around the world.
TQM functions on the premise that the quality of products and processes is the responsibility of everyone who is involved with the creation or consumption of the products or services offered by an organization. In other words, TQM capitalizes on the involvement of management, workforce, suppliers, and even customers, in order to meet or exceed customer expectations. Considering the practices of TQM as discussed in six empirical studies, Cua, McKone, and Schroeder (2001) identified the nine common TQM practices as cross-functional product design, process management, supplier quality management, customer involvement, information and feedback, committed leadership, strategic planning, cross-functional training, and employee involvement.[2]
[1] Ahire, S. L. 1997. Management Science- Total Quality Management interfaces: An integrative framework. Interfaces 27 (6) 91-105
[2] Cua, K. O., K. E. McKone, and R. G. Schroeder. 2001. Relationships between implementation of TQM, JIT, and TPM and manufacturing performance. Journal of Operations Management 19 (6) 675-694.
Fonte: http://en.wikipedia.org/wiki/Total_quality_management; Aug-03-2011
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Problem Management: - Information Technology Infrastructure Library
"Problem Management: Information Technology Infrastructure Library" aims to resolve the root causes of incidents and thus to minimise the adverse impact of incidents and problems on business that are caused by errors within the IT infrastructure, and to prevent recurrence of incidents related to these errors. A 'problem' is an unknown underlying cause of one or more incidents, and a 'known error' is a problem that is successfully diagnosed and for which either a work-around or a permanent resolution has been identified. The CCTA(Central Computer and Telecommunications Agency) defines problems and known errors as follows
A problem is a condition often identified as a result of multiple incidents that exhibit common symptoms. Problems can also be identified from a single significant incident, indicative of a single error, for which the cause is unknown, but for which the impact is significant.
A known error is a condition identified by successful diagnosis of the root cause of a problem, and the subsequent development of a work-around.
Problem management differs from incident management. The principal purpose of problem management is to find and resolve the root cause of a problem and thus prevent further incidents; the purpose of incident management is to return the service to normal level as soon as possible, with smallest possible business impact.
The problem-management process is intended to reduce the number and severity of incidents and problems on the business, and report it in documentation to be available for the first-line and second line of the help desk. The proactive process identifies and resolves problems before incidents occur. Such processes include:
Trend analysis;
Targeting support action;
Providing information to the organisation
The Error Control Process iteratively diagnoses known errors until they are eliminated by the successful implementation of a change under the control of the Change Management process.
The Problem Control Process aims to handle problems in an efficient way. Problem control identifies the root cause of incidents and reports it to the service desk. Other activities are:
Problem identification and recording
Problem classification
Problem investigation and diagnosis
A technique for identifying the root cause of a problem is to use an Ishikawa diagram, also referred to as a cause-and-effect diagram, tree diagram, or fishbone diagram. Alternatively, a formal Root Cause Analysis method such as Apollo Root Cause Analysis can be implemented and used to identify causes and solutions. An effective root cause analysis method and/or tool will provide the most effective/efficient solutions to address problems in the Problem Management process.
Fonte: http://en.wikipedia.org/wiki/Information_Technology_Infrastructure_Library#Problem_Management; Aug-03-2011
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