Paper Summary:

The paper discusses a process improvement initiative for the Canteen Corporations Canteen Vending Services (CVR). The paper focuses on CVR's invoicing procedure that is targeted for improvement though the implementation of a total quality management program and in particular, Six Sigma. The paper utilizes the as-is and the to-be flowcharts as well as the gap analysis.

Outline:
Overview
Customers Affected
TQM Implementation
Gap Analysis
As Is/To Be Flowcharts
Conclusion

From the Paper:

"The Canteen Corporation's Canteen Vending Services (CVR) is implementing a Total Quality Management (TQM) program with the specific intent of improving its internal operating processes. Quality research stipulates that executive leadership must champion the need for change which is spearheaded through the TQM program and CVR is no exception (Avery & Zabel, 1996). The TQM implementation project is going to utilize the standard DMAIC (define, measure, analyze, improve, control) format in both structure and content and will result in a more efficient process that can be modeled for other business process reengineering (BPR) initiatives planned in the future. The specific tools used are the as-is and to-be flowcharts in tandem with Gap analysis."

Sample of Sources Used:

• Avery, C. and Zabel, D. (1996). The quality management sourcebook: An international guide to materials and resources. New York: Routledge.
• Hahn, G. (2002). Deming and the proactive statistician. The American Statistician 56/4, 290+. Retrieved August 4, 2006 from EBSCOhost online database: http:www.apollolibrary.com
• Smith, D. and Blakeslee, J. (2002). The new strategic six sigma: The old standby quality approach, six sigma, can change your organization's culture to drive strategy deployment and business transformation. T&D Sept. 2002, 45+. Retrieved August 4, 2006 from EBSCOhost online database: http:www.apollolibrary.com

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