Management organization’s performance

Agree or disagree with the attached article and support your argument with correct referencing.

Introduction
An essential method to improving an organization’s performance is anticipating and mitigating risk. Risk management entails understanding the potential for failure, implementing preventive measures, mitigating negative consequences and recovering (Slack, Brandon-Jones & Johnston, 2013, p. 635). This discussion will identify and analyze some of the approaches for detecting and preventing failure. Examples of current risk management measures and recovery efforts will be identified for the tenant coordination department at The Taubman Company.

Analysis of Approaches for Detecting and Preventing Failure
Identifying potential risk may be viewed as an opportunity for process improvement, but also is an essential function considering the tumultuous landscape, heightened rivalry and increasing consumer demands. The cause of potential risk may be due to a multitude of variables including supply failure, human error, organizational breakdown, technology interruption, product, service or customer failures or an environmental disruption (Slack, Brandon-Jones & Johnston, 2013, p. 613-616).

Failures may be identified and analyzed after an incident through post-failure analysis in order to ensure measures are taken to effectively manage the risk in the future. Failure analysis approaches include accident investigation, failure traceability, product liability, complaint analysis, critical incident analysis, and one of the most widely recognized approaches, failure mode and effective analysis (Slack, Brandon-Jones & Johnston, 2013, p. 616; 622).

The Failure Mode and Effective Analysis (FEMA) a structured approach to identify, evaluate and prioritize the risk of potential failures at every stage of the process (Chase, Jacobs & Aquilano, 2006, p. 330). This preventive approach would automatically identify every element of the process and categorize potential failure, causes and effect of each specific failure. The occurrence, severity and detection conditions could be used as a checklist for possible failure (Slack, Brandon-Jones & Johnston, 2013, p. 622). A risk priority would be assigned to rank importance of failure. The FMEA approach provides a solution to eliminate the condition and automatically assigns the appropriate resource to resolve and recover from failure.

After the failure cause and effect is understood, preventive measures to reduce risk should be deployed. These measures include building in redundancy into the operation, ‘fail-safeing’ specific activities and maintenance. Redundancy is a back-up system on components that have a critical impact to the operation. Redundancy is expensive, as it requires doubling or tripling parts of the process to ensure operational performance. Fail-safeing, or applications of poka-yokes, a Japanese term loosely translated to mean ‘mistake proofing’, block the inevitable mistake from being a service defect (Chase & Stewart, 1994, pp. 35-44; Chase, Jacobs & Aquilano, 2006, p. 275). Poka-yokes can be categorized into physical or visual warning methods by the tasks to be accomplished, customer treatment and tangible feature (Chase, Jacobs & Aquilano, 2006, p. 275-276). Finally, effective maintenance of the facility will address safety, reliability, quality and in doing so reduce risk (Sloan, Brandon-Jones & Johnston, 2013, p. 626-627). All three risk preventive measures may be used concurrently to reduce risk.

Preventative Measures and Recovery – Tenant Coordination Operation
Tenant Coordination (TCD) is responsible for the retailers’ store design and construction build out in the portfolio of shopping centers at The Taubman Company. TCD ensures retailers meet specific regulations and quality standards in design, material and construction, as well as, compliance with life safety requirements such as U.S. Occupational Safety and Health Administration (OSHA), various codes such as International Building Code (IBC) and environmental sustainable standards, such as Leadership in Energy and Environmental Design (LEED).

Critical steps in every phase of the design and construction process is mapped and measured to track progress, detect failure and take necessary action in order to maintain the schedule. The critical path is the sequence of activities populated based on projections, in order to complete the project according to the timeline and budget. Progress points are available through the database, electronic communication system and management reports. Potential failure is detected from these automated progress points, reviewing architectural drawings, on-site inspections and surveys. Post failure is analyzed through critical incident reports, complaint analysis and timeline analysis. The system calculates against the critical path and offers a financial implication. The team identifies the core problem, assesses resolution tactics and determines how to accelerate process. This may involve hiring additional resources, expediting material delivery or running concurrent construction crews. When unforeseen incidents occur, steps are taken to avoid a repeat impairment. These steps are incorporated into future process design. However, this organization would benefit from a customized FEMA approach. Specifically, the early identification of a single failure point would be preemptive, the calculated risk rating and allocation to the appropriate function would automated. FEMA would also compliment the current lean logic quality management system.
Failure recovery planning is just as critical as preventive measures and project planning. Construction failures are disruptive, costly and damaging to partnerships and corporate image. A proactive, timely recovery will ensure confidence is restored. Disaster recovery and business continuity plans are in place. Methodologies have been deployed when attempting to open a shopping center during hurricane season in Florida, a southeastern state in the U.S., much of which is a peninsula between the Gulf of Mexico and Atlantic Ocean. The exact nature and potential failure was identified through a discovery process, and risks were assessed with owners and retailers. Action was taken utilizing back-up systems, emergency generators, and on-call construction crews and disaster recovery teams were deployed. Some retailers’ staff and construction crews were detained due to inclement weather. Anticipating this possibility, corporate sent additional resources to assist stores with merchandising and final design detail.

Conclusion
Organizations are continuously pressured to preform at an exceedingly high level. One way to improve performance is to reduce risk of failure or disruption. Risk management is a process to understand potential for failure, take preventative measures, mitigate negative consequence and execute a quick recover plan.

References
Chase, R. B. & Stewart, D. M. (1994) ‘Make Your Service Fail-Safe’. Sloan Management Review [Online], 35 (3), pp. 35-44. ISSN: 0019-848X. Database: ProQuest. As cited in Chase, Jacobs & Aquilano, 2006, p. 275.

Chase, R. B., Jacobs, F. R., & Aquilano, N. J. (2006) Operations Management for Competitive Advantage. 11th edition. New York, New York: McGraw-Hill.
Slack, N., Brandon-Jones, A. & Johnston, R. (2013) Operations management. 7th ed. Harlow: Pearson Education Limited.

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