Jo Anne Joice P. Mariblanca ABM164-I2
BS ABM 07/07/21
Reaction Paper 11
The overall philosophy of focusing on consumer satisfaction rather than reduced
production costs by focusing on improving product quality, improvements in processes, and
additions or improvements to services offered is one of the key advantages total quality
management provides to a company, but keeping track of customers is not an easy task without
the implementation of a customer relationship management system. In the field of quality
management, facts should be used to make choices. The use of a wide variety of statistical tools
allows for the modeling of production and management processes in the organization. Quality
experts created a set of visual approaches for analyzing processes that are straightforward and
easy to understand. Because such typical tools are statistical in nature and do not require any
particular training, they become indispensable for anybody dealing with quality concerns and
attempting to enhance the company’s overall performance. One of the new wave’s Japanese
quality gurus, Kaoru Ishikawa, the inventor of the famous idea of “quality circles,” created the
set of common quality tools. He merged existing approaches and established his own in 1982,
using the Pareto diagram, cause-and-effect diagram, check sheet, flow chart, run chart, scatter
diagram, and control chart as examples. They may be used to plan as well as to monitor and
regulate quality.
Jo Anne Joice P. Mariblanca ABM164-I2
BS ABM 07/07/21
Reaction Paper 12
Aggregate planning is a method of planning that takes a broad view of the situation. It’s
a type of intermediate-range capacity planning that generally lasts two to twelve months,
however it can last up to eighteen months in some firms. Sales and operations planning is
another name for aggregate planning. Sales and operations planning combines financial and
operational planning to balance supply and demand throughout the medium term. Aggregate
planning aims to produce a production plan that efficiently utilizes the organization’s resources
to meet projected demand. Planners must make critical judgments on output rates, employment
levels and changes, inventory levels and changes, back orders, and subcontracting in and out
in order to achieve this aim. Aggregate planning determines if outsourcing, subcontracting, or
increasing or decreasing the workforce is necessary to meet particular production goals. In
some situations, management can transfer employees to areas where they are most effective.
Aggregate planning takes into account the following constant output rates, monthly production,
inventory levels, and units subcontracted, lost, or back ordered.
Jo Anne Joice P. Mariblanca ABM164-I2
BS ABM 07/07/21
Reaction Paper 13
The term “inventory” refers to the items for sale as well as the raw materials needed to
make those things. Inventory is one of a company’s most valuable assets since inventory
turnover is one of the major sources of revenue creation and, as a result, profitability for the
company’s shareholders. Inventory is continuously changing. Sales, refunds, new receipts, and
even damage and theft influence your inventory levels throughout the day. As your firm grows
and the amount of inventory you handle grows, it becomes more difficult to effectively manage
inventory. Inventory management in organizations must expand in tandem with the company’s
growth. Companies may gain inventory management advantages by implementing a strategic
strategy that improves the process of supervising and managing inventory, including real-time
data on inventory conditions and levels. You can simply track the goods in the warehouse with
