The Operational Approach

The Operational Approach

The operational approach is a production-oriented field of management dedicated to improving efficiency and cutting waste.

Frederick W. Taylor’s Scientific Management: Developing performance standards on the basis of systematic observations and experimentation.

• Standardization
• Time and task study
• Systematic selection and training
• Pay incentives

Taylor’s Differential Piece-Rate Plan

Taylor’s Followers

Frank and Lillian Gilbreth

—  Refined time and motion study methods for use in work simplification

Henry L. Gantt

—  Refined production control and cost-control techniques

—  Developed the Gantt chart for work scheduling of projects

—  Early advocate of the importance of the human factor and the importance of customer service over profits

The Quality Advocates

Walter A. Shewhart

—  Introduced the concept of statistical quality control

Kaoru Ishikawa

—  Proposed a preventive approach to quality

—  Developed fishbone diagram approach to problem solving

W. Edwards Deming

—  Based his 14 principles on reformed management style, employee participation, and striving for continuous improvement

Joseph M. Juran

—  Proposed the concepts of teamwork, partnerships with suppliers, problem solving, and brainstorming

—  Developed Pareto analysis (the 80/20 rule) as a tool for separating major problems from minor ones

Armand V. Feigenbaum

—  Developed the concept of total quality control

Philip B. Crosby

—  Promoted the idea of zero defects (doing it right the first time)

Lessons from the Operational Approach

A dedication to finding a better way is still important. Using scientific management does not dehumanize workers. Quality advocates, inspired by the scientific approach, have been right all along about the importance of quality and continuous improvement. The operational approach fostered the development of operations management.