Breaking Down Barriers Between Departments

In: Business and Management

Submitted By jturk1
Words 1459
Pages 6
Breaking Down Barriers Between Departments
MGMT 4655 Advanced Operations Management
September 3, 2014

Breaking Down Barriers Between Departments W. Edwards Deming, father of the modern quality movement, developed a 14-point model that is intended to ensure that a quality product is produced and customer satisfaction is achieved. Point nine in the model states that companies must break down internal barriers between departments in order to quickly recognize and address quality problems. In other words, each department in an organization is an internal customer of the other departments and all must work together if the whole unit, i.e. company, is to be successful (Break down barriers, 1994). The Japanese were inspired by the work of Deming and Peter Drucker, and they have worked to develop two operational methods that serve to break down the barriers between departments. These methods are known as Quality Function Deployment (QFD) and Cross-functional Management (CFM). QFD is a system that translates customer specifications into what is required in each stage of the production process, from research through sales and service. CFM breaks it down even further by separating the activities related to the company's goals for quality, costs, volume and delivery. If the activities/tasks that are assigned to each department/stage in the process are completed according to the overall plan and company goals, then the goals will be achieved. Success is a direct result of the cooperation and coordination between the departments (Break down barriers, 1994). The purpose of this paper is to briefly illustrate why breaking down barriers between departments and functional areas in organizations is crucial to their success. In the past, many companies have allowed departments to operate in silos. Rather than working together, the employees within individual departments…...

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