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d.). This largely contributed to the development of today's total quality management concept as quality excellence has become a standard for business operations.
Principles of Total Quality Management:
As one of the main concepts in today's business operations, total quality management is based on several important principles including:
Being customer focused is the main principle behind total quality management because customers are the key determinants of the level of quality. Despite of the numerous efforts that a company conducts for quality improvement such as training employees, customers are the only stakeholders who determine the efficiency of those efforts. Therefore, customers should be central to any quality improvement initiative by an organization.
Total Employee Improvement and Process Centered:
An organization's efforts for quality improvement should be geared towards the provision of a favorable working environment that promotes employee improvement with an increased focus on process thinking.
"Chapter 5 -- Total Quality Management." (n.d.). Wiley -- Knowledge for Generations.
Retrieved March 19, 2012, from http://www.wiley.com/college/sc/reid/chap5.pdf
"History of Quality." (n.d.). Business Performance Improvement Resource. Retrieved March 19,
2012, from http://www.bpir.com/total-quality-management-history-of-tqm-and-business-excellence-bpir.com.html
Total Quality Management
Objective of this paper is to discuss the concept of TQM (Total Quality Management) using the Deming's 14 points to illustrate how business and education integrate TQM to deliver high quality product and services. The paper further chooses two of the Deming's 14 points to distinguish how business and education implement concept of TQM in their business operations.
Total Quality Management
Total Quality Management (TQM) is a management philosophy and paradigm that focus on a continuous improvement approach of doing business. Typically, TQM embraces wide scope of management approach that focuses on the strategy to manage people and organizations. Using a new management model, TQM paradigm focuses on quality and evolves from continuous improvement, which has become the new and main dimension of doing business. Under TQM paradigm, the quality of product and services predominates.
The total quality management embraces the following philosophies:
Focusing on meeting customers…
English, L. (2011). Applying Deming's 14 Points to Information Quality: The 14 Points of Total Information Quality Management. Information Impact International, Inc.
Jensen, P.A. & Robinson, J.K.(1995). Deming's Quality Principles Applied to a Large Lecture Course. Journal of Engineering Education. 84(1):45-50.
Reid, R.D. & Sanders, N.R. (2010). Chapter 5 - Total Quality Management.(4th Edition). Wiley.
Redmond, R. Curtis, E. Noone, T. et al. (2008). Quality in higher education: The contribution of Edward Deming's principles. Journal of International Educational Management, 22 (5):432 -- 441.
Total Quality Management in Toyota
The production system of Toyota otherwise known as Toyota Management Systems (TMS) gives its adopters the ability to double their production in half the time, half the expense with half the problems and inventory in a fraction. TMS is no comparison to 'just' a production system. It is a three-innovation-combination model comprising of the policy of deployment (hoshin kanri), total quality management, and production just in time. Toyota did not establish these three innovations. The innovations command a powerful advantage in competition after the oil crisis that took place in 1973-74. Forty years later, the Japanese automaker is the leading in the United States while its competitors are still struggling to achieve the same. This has been possible because of the TQM systems it adopted.
By emphasizing on quality first and customer first corporate philosophy from the time of its establishment, Toyota scooped the prize…
Bose, T.K. (2011). Total quality of management. Delhi: Pearson.
Hino, S. (2006). Inside the mind of Toyota: Management principles for enduring growth. New York, N.Y: Productivity Press.
Keen, P.G.W. (2007). The process edge: Creating value where it counts. Boston, Mass: Harvard Business School Press.
Taylor, D., & Brunt, D. (2009). Manufacturing operations and supply chain management: The LEAN approach. London [u.a.: Thomson Learning.
Total Quality Management or TQM is definitely an integrative administration structure targeted at consistently enhancing the output of products, services, items, procedures and general manufacturing to attain and exceed customer demands and anticipation. It had been an administrative approach initially produced for enhancing the structure of manufacturing. However, it's lately proven its significance in operating industries as well for enhancing the standard and services information and client satisfaction that has led to elevated competitive advantage (Psychogios et al., 2007).
Among the service industries which have already became a member of the TQM bandwagon may be the shipping sector. Certain courier companies for example Federal Express Corporation (FedEx), the U.S. Parcel Service (UPS) and U.S. Postal Service (USPS) already applied the concepts of TQM within their procedures (from the year 2003). They've moved from competence and high effectiveness to quality so as to ensure that they manage to stay competitive in…
Ahire, S.L., Dreyfus, P., 2000. The impact of design management and process management on quality: an empirical examination. Journal of Operations Management 18, 549-575.
Bounds, G.M. (1995), Management: A Total Quality Perspective, South Western College Publishing, Cincinnati, OH.
Butler, D. (1996), "A comprehensive survey on how companies improve performance through quality efforts," David Butler Associates, Inc., CA.
Clinton, R.J., Williamson, S. And Bethke, A. (1994), "Implementing total quality management: the role of human resource management," SAM Advanced Management Journal, Vol. 59 No. 2, pp. 10-16.
Total Quality Management
A Look into how the Ritz Carlton Hotel Chain uses Total Quality Management to Address Quality of Service Issues
Level of Service Required for orld Class Service
Total Quality Management in a Service Environment
Human Resource Role in Service TQM
The Ritz Carlton's hotels are focused on a rather narrow target market that expects world class facilities as well as world class service by the hotels staff. hile constructing world class facilities is one matter, maintain a staff that consistently can provide world class service is no easy endeavor. To meet this challenge the Ritz Carlton organization has implemented many of the concepts embodied in the Total Quality Management body of research. They provide their staff both the training and the resources that empower them to maintain quality standards on the spot without having to navigate layers of organizational bureaucracy. This allows the hotel…
Baldacchino, G., 1999. Total quality management in a luxury hotel: A critique of practice. International Journal of Hospitality Management, 14(1), pp. 65-78.
Coluricio, M., 2009. TQM: a knowledge enabler?. TQM Journal, 21(3), pp. 236-248.
Maxwell, G. & Lyle, G., 2002. Strategic HRM and Business Performance in the Hilton Group. International Journal of Contemporary Hospitality Management, 14(5), pp. 251-252.
Ooi, K., Lin, B., Tan, B. & Chong, A., 2011. Are TQM practices supporting customer satisfaction and service quality?. The Journal of Service Marketing, 25(6), pp. 410-419.
Total Quality Management
Despite the quantified, clear value of Total Quality Management (TQM), manufacturers and service providers continue to be challenged to get the most value out of these programs. Barriers to implementing TQM can slow down even the most focused enterprise, causing literally billions of dollars in wasted productivity and resources. The intent of this analysis is to define the barriers to TQM implementation, citing examples from general Electric (GE) a company who at one time faced significant barriers yet overcame them to achieve exceptional results (Hendricks, Kelbaugh, 1998).
TQM Barriers Abound
Of the many reasons why TQM projects fail and the barriers they encounter over time, the greatest is the lack of support from top management. This barrier can stop a TQM program quickly, despite the advanced planning and business case that those championing the effort may advance internally (Alpander, Lee, 1995). Lack of top management support will…
Alpander, G.G., & Lee, C.R. (1995). Culture, strategy and teamwork: The keys to organizational change. The Journal of Management Development, 14(8), 4-4.
Hendricks, C.A., & Kelbaugh, R.L. (1998). Implementing Six Sigma at GE. The Journal for Quality and Participation, 21(4), 48-53.
Total quality management (TQM)
Total Quality Management is a particular management style where the aim is to produce total quality products for a customer or a client, where the customer has the right to define 'quality'. When the customer declares that the particular product or service is not up to the mark or of inferior quality or anything else, then the product or the service is considered to be not of the optimum quality, and needs to be improved further. Total quality management allows for continuous improvement based on the customers' opinion, and this is what is special about the entire concept, since the views and the opinions of the customer are taken extremely seriously, and various steps are taken to see that the product is changed or improved according to the necessity, and also that the product will be changed continuously over a period of time. (Total quality management:…
Beheiry, Mohamed F. "The Cost of Quality" Consumer Focused Quality. Retrieved From
http://www.dbainc.com/public_html/dba2/library/cost.html Accessed on 21 December, 2004
Elbo, Reylito A.H. (2004) "Beyond the Buzz Words: Control theory 2: Is TQM obsolete?" The Manila Times. September 03. Retrieved From
http://www.manilatimes.net/national/2004/sept/03/yehey/business/20040903bus5.html Accessed on 21 December, 2004
Total quality management, also called TQM in short, is the process of organizing teams and processes for the purpose of bringing together individuals so that the quality was improved through training and new technology. The importance of this activity was recognized right in the beginning, as these are the two most important elements. There are individual performers in every organization who are capable of meeting the most stringent needs of the customers, and the job of TQM is to blend together the special skills of these people with the entire organization. In organizations where TQM is successful, the two aspects of demand, by the customers and teams and processes, the manufacturing team in the organization ultimately forms one team with the same objectives. Failures arise when aspects of one of the two elements dominate the other, and this results in the methods not being accepted wholeheartedly. The organizational names…
Bennis, W. (1989) On Becoming a Leader. Reading, MA: Addison Wesley, p.23
Bennis, W. & Nanus, B. (1985). Leaders. New York: Harper & Row, p.45
Brager, G. & Holloway, S. (1992). "Assessing the Prospects for Organizational Change: The Uses of Force Field Analysis." Administration in Social Work. 16(3/4), p.1528.
Chaudron, D. (1993, June). Organization Development does not Equal Total Quality Management. Presentation to the San Diego Organization Development Network. pp.18-19
If these three factors are present, there is also a high probability that there is a hospital-wide TQM initiative already in place. The research results state that many academic teaching hospitals do not have as high of a level of performance using TQM as non-teaching hospitals. This variation could be explained by the significantly different process bases in hospitals where there is instruction and treatment happening at the same time, and therefore there is a high level of variability in each process. TQM is best used in processes that can be standardized; hence the higher level of performance in non-teaching hospitals.
The use of TQM in Johns Hopkins Emergency Department illustrates how the same types of companies can have significantly different results using TQM as a strategy for being more aligned with customers. The first and most significant insight is that the greater the variability of individual processes, the more…
Academic Emergency Medicine 1999. The Perceived Effectiveness of Total Quality Management as a Tool for Quality Improvement in Emergency Medicine. Drs VanRooten, Grabowski, Ghidorzi, Dey, Strange. Academic Emergency Medicine. August 1999, Volume 6, Number 8.
Journal of Accountancy (1994). TQM at the IRS. Al Y.S. Chen Roby B. Sawyers. Journal of Accountancy. July, 1994.
Hashmi (2007). Introduction and Implementation of Total Quality Management (TQM) Accessed from the Internet on November 13, 2008 from location:
How much does quality, or the lack thereof, costs? It is substantial. The cost of quality is basically the sum of all that would disappear if we did everything right the first time. Lack of quality would be the sum of all defects done from the beginning of the process.
Total Quality Management thus worked its way to be a formidable concept in management techniques. However, the emphasis directed towards achievement of quality in satisfaction of customer's has long been the focus of business entities aside from earning profit. The philosophy is that guaranteed quality establishes a trust relationship between customer and supplier. Nevertheless, management concepts such as Total Quality Management leave their traces, as their core ideas can be valuable. Total Quality Management encourages participation amongst rank-in-file workers and managers. There is no single theoretical formalization of total quality, but the core assumptions are provided as the."..discipline and philosophy…
Managerial Accounting, 9th edition. Lauderback, Holmen and Dominiak. (2000).
Cost Accounting, Tradition and Innovations. Barfield, Raiborn and Kinney. (2001).
Wikipedia, the free Encyclopedia. Total Quality Management. (2007).
Retrieved May 21, 2007. http://en.wikipedia.org/wiki/Total_Quality_Management
At the level of information system, the commitment to quality is materialized in the purchase of the latest and most efficient technological applications which support organizational activities, but also by the adequate training of the staff members on how to best capitalize on the technological appliances.
The list of examples as to what elements constitute necessities in the cases of TQM adoption could go on for page, but the most important point has been made -- total quality management is not an isolated strategy, but an ongoing and ever present business model. A company cannot succeed in its TQM implementation until it recognizes the need for a uniform approach and implementation of TQM at all organizational levels.
In this order of ideas, a primary step to be taken in the implementation of a total quality management program is that of creating an organizational culture which promotes and embraces total quality…
Total Quality Management
The ole of Leadership in Total Quality Management
Total quality management (TQM) refers to the procedure involved in the integration of the processes, people, and customers of an organization, with the aim of ensuring that customer needs and expectations are met (Sallis, 2004). To this end, TQM can be described as an integrative management philosophy that seeks to continually improve the quality of the processes and products of an organization. In a competitive marketplace, quality is paramount, which is why TQM has shifted from being a mere responsibility of specialists to being a crucial leadership function. A leader has to identify opportunities for quality improvement and act on them, failure to which they risk losing TQM implementation responsibilities to departments with less expertise in development and training, and as a result, hampering the smooth flow of the TQM strategy. In this regard, leadership acts as the pivotal…
Sallis, E. (2004). Total Quality Management in Education (3rd ed.). Sterling, VA: Routledge
Leadership in quality management systems
All over the world, the relationship between leadership and quality management systems has been studied by researchers. As quality management systems focus on refining company policies in order to meet customer needs, the role of leadership in that system is one that many have analyzed. Leaders play a tremendous role in a company’s success; therefore, it stands to reason that they should share a similar role in quality management systems. Wagimin, Elisa, Juhary and Vembri (2019) show, for instance, that both transformational and transactional leadership styles can have positive effects on quality management systems as well as on employee performance. What they also point out, however, is that quality management systems and in particular total quality management (TQM) can assist transformational and transactional leaders in improving employee performance. Their study is helpful because it highlights the nature of the relationship between quality management systems and…
Alnuaimi, A.S.A. and Yaakub, K.B., 2020. The Impact of Leadership Practices on Total Quality Management and Organizational Performance in the UAE Interior Ministry. European Journal of Multidisciplinary Studies, 5(2), pp.9-14.
Chen, R., Lee, Y.D. and Wang, C.H., 2020. Total quality management and sustainable competitive advantage: serial mediation of transformational leadership and executive ability. Total Quality Management & Business Excellence, 31(5-6), pp.451-468.
Cho, J.H., 2017. An empirical study on top management's leadership in construction quality management activities and construction quality management performance. Journal of the korean society for quality management, 45(3), pp.403-426.
Clay-Williams, R., Taylor, N., Ting, H.P., Arnolda, G., Winata, T. and Braithwaite, J.,2020. Do quality management systems influence clinical safety culture and leadership? A study in 32 Australian hospitals. International Journal for Quality in Health Care, 32(Supplement_1), pp.60-66.
Githaiga, I.M., Namusonge, G.S. and Sakwa, M.M., 2018. Effect of Strategic Leadership Practice on Implementation of Quality Management Systems in State Corporations in Kenya. International Journal of Research and Discovery, 1(1), pp.1-9.
Praditya, R.A., 2020. Leadership, Work Motivation, Competency, Commitment andCulture: Which influences The Performance of Quality Management System in Automotive Industry?. Journal of Industrial Engineering & Management Research, 1(1), pp.53-62.
Purwanto, A., Asbari, M. and Santoso, P.B., 2019. Does Culture, Motivation, Competence, Leadership, Commitment Influence Quality Performance?. Inovbiz: Jurnal Inovasi Bisnis, 7(2), pp.201-205.
Wagimin, M., Elisa, K., Juhary, A. and Vembri, N.H., 2019. The Effect of Leadership on Employee Performance with Total Quality Management (TQM) as a Mediating Variable in Indonesian Petroleum Companies: A Case Study. International Journal of Integrated Engineering, 11(5), pp.180-188.
Total Quality Management Theory
Total Quality Management Development
How Total Quality Management (TQM) Theory can be applied to improve the airport passenger handling
Total Quality Management (TQM) specifically deals with work process and people. Implementation of TQM calls for team work and employee involvement. All operations, suppliers, and customers have to be involved. Besides, it also calls for performance measurement. TQM is normally implemented by business organizations to satisfy its customers. It improves organizational performance (Asher, 1996).
Work processes have to be coordinated for continuous improvement in business units to be realized. The underlying reason behind this is meeting customer expectations. TQM endeavors a scenario where quality is enhanced in all facets of an organization while costs are kept at bare minimum. Any organization irrespective of its size can implement TQM especially if it wants to meet the demands of the customers. A major setback has however been the non-compliance…
Alamdari, F. (1999). Airline In-flight Entertainment: The Passengers' Perspective. Journal of Air
Transport Management, 5(4).
Andrle, J. (1994). Total Quality Management in Public Transportation. Research Result Digest,
What is TQM and ISO?
oth the Total Quality Management (TQM) and International Standards Organization (ISO) management systems are used to continually improve quality levels and ensure greater data accuracy and reporting. While there are many differences, TQM is considered more of an entire series of processes used for continually improving quality levels across the entire value chain of their businesses (Luis, Javier, Del Mar, 2004). The ISO standards are often used as a benchmark or mile marker in many industries to determine how best to stay in compliance to quality standards and requirements (Talha, 2004).
Why TQM and ISO Is Used in Organizations
Most often TQM is used as both a framework and system for unifying all quality management standards, strategies, processes and programs throughout an organization (Luis, Javier, Del Mar, 2004). TQM encompasses powerful techniques for managing quality including Six Sigma which is very useful to keeping…
Luis, M.M., Fco Javier, L.M., & Maria Del Mar, F.F. (2004). TQM and ISO 9000 effects on knowledge transferability and knowledge transfers. Total Quality Management & Business Excellence, 15(7), 1001-1015.
Talha, M. (2004). Total quality management (TQM): An overview. The Bottom Line, 17(1), 15-19.
Total Quality Management
Companies worldwide are looking out for appropriate management tools to help them cope with various tasks that must be considered when managing assets, employees, goals and profits. A number of tools are available, which help companies achieve these goals. The most widely used are TQM (Total Quality Management) and ISO. TQM, as a management system, requires that the technologies and tools must be properly managed within each department. ISO is management systems that monitors the data and functions of a particular organization n. this system functions on a monitoring basis to assist understand the appropriate balance required (ao & Sivaramakrishna, 2008). This paper looks at how TQM and ISO can be used to improve an organization.
How TQM (total Quality Management) and ISO can be used to improve an organization
TQM and ISO have key features to organizational development grounded on customer focus to satisfy customer requirements,…
Rao, B.P., & Sivaramakrishna, K. (2008). Strategic management and business policy: Texts and cases. New Delhi, India: Excel.
The brainstorming process creates multiple ideas, and the quality of these ideas is not immediately examined. The ideas are subsequently evaluated for their relevance to the problem being discussed. Each idea must be evaluated; this process can become tedious as it appears as though one is searching for a needle in a haystack. The ability to produce good ideas is stymied by the overwhelming presence of "wild ideas" (Kubr 2002).
The guidelines for conducting a brainstorming session as identified by Brainstorming (2011), are as follows, ensure that all team members understand the objective of the session. You should also encourage each of the participants to complete engage in the session. The value of a brainstorming session exists when there is maximum participation by all the members of the group. The facilitator is charged with the responsibility for creating an environment that is conducive to brainstorming. There should be a lot…
Brainstorming (2012). Retrieved from http://www.kfmaas.de/q_brains.html
Kaluzny a, D, McLaughlin, C.P., & Simpson, K. (1992). Applying total quality management concepts to public health organizations. Public Health Rep. 107(3): 257 -- 264.
Kubr, M. (2002). Management consulting: A guide to the profession 4th ed. Geneva:
International Labour Office.
Jack Welsh, former chief executive officer at General Electric stated that the Six Sigma was "the most challenging and potentially rewarding initiative we have ever undertaken at General Electric." His beliefs are supported by the financial results. The annual report for the fiscal year ended on the 31st of December 1997 pointed out an increase in operating revenues larger than $300 million. The subsequent reports also reveal significant increases in income for the following years (Breyfogle, 2003).
The highly competitive business environment of today forces entrepreneurs to implement a wide series of strategies which help them achieve differentiation and customer loyalty. A rather useful means of achieving this is through the implementation of the Six Sigma model. The concept was first used by Motorola and since then, it has proved its application in numerous fields and for the benefits of numerous organizations and their stakeholders.
The theoretical model…
Breyfogle, F.W., 2003, Implementing Six Sigma: Smarter Solutions Using Statistical Methods, 2nd Edition, John Wiley and Sons Inc.
Pyzdek, T., 2003, the Six Sigma Handbook, the McGraw Hill Companies
2008, iSix Sigma Website, http://www.isixsigma.comlast accessed on November 24, 2008
2008, Website of General Electric, http://www.ge.comlast accessed on November 24, 2008
All of these metrics are taken into account to define the optimal level of process re-engineering efforts and strategies to ensure each process that is re-engineered has the highest potential for success. The organizations who are best at CQI also concentrate their efforts on change management initiatives and programs during this third step in the process. Companies who excel at their CQI-based programs and initiatives make the necessary investments in change management strategies and programs early so their employees and management teams have the opportunity to share ownership in this key process area (Parast, 2010). Studies of CQI programs critical success factors point to change management as being the single most important element in achieving the original goals of any quality management program, as without employees' support any program will fail over time (Parast, 2010).
Once change management strategies have been put into place the senior management teams often works…
Linda I Glassop. (2002). The organizational benefit of teams. Human Relations, 55(2), 225-249.
Highfill, J., & Mcasey, M.. (2010). Firm Metrics with Continuous R&D, Quality Improvement, and Cournot Quantities. International Advances in Economic Research, 16(3), 243-256.
Palmira Lopez-Fresno. (2010). Implementation of an integrated management system in an airline: a case study. TQM Journal, 22(6), 629-647.
Moosa, K., Sajid, a., Khan, R., & Mughal, a.. (2010). An empirical study of TQM implementation: Examination of aspects vs. impacts. Asian Business & Management, 9(4), 525-551.
The shock of the current spate of recalls derives from the fact that Toyota's management team was once widely considered the pioneering force behind TQM: "The Japanese combined their greater cost-effectiveness with a sustained drive for the largest possible market penetration, founded on high levels of investment, innovation, and downright ingenuity. The conventional Western approach to long-term strategic planning, with its three to five-year cycles, mostly failed to match this Eastern thrust" (Heller 2005). Toyota was famous for its Kaizen philosophy of eliminating waste and tolerating no defects, an ideal accomplished by continually auditing its products and processes.
Although it is not clear what caused Toyota's problems, some analysts have attributed the company's faltering to its passion for waste elimination. This resulted in Toyota's product line encompassing relatively few designs, and a focus on building relationships with relatively few suppliers to keep inventories low. Although interchangeability and intercompatibility of components…
Heller, Robert. (2005). Japanese managers. Thinking Managers. Retrieved March 20, 2010 at http://www.thinkingmanagers.com/management/japanese-management.php
Reh, F. John. (2010). Pareto Principle: The 80-20 Rule. About.com. Retrieved March 10, 2010
Setting priorities for action. (2010). Pareto toolkit. About.com. Retrieved March 20, 2010 at http://management.about.com/gi/o.htm?zi=1/XJ&zTi=1&sdn=management&cdn=money&tm=190&f=00&su=p560.7.336.ip_&tt=2&bt=0&bts=1&zu=http%3A//www.hci.com.au/hcisite2/toolkit/paretos.htm
Furthermore, run charts can be quite labor intensive to produce, which means they may not be appropriate QC / QA tools for every it project scenario.
Control Chart: Used to grahically display resultive data gleaned from process analytics, a control chart is one of the primary it project management techniques used to ensure that the triple constraint of scope, schedule, and budget are strictly controlled throughout the duration of the project life. At the heart of QC / QA methodology lies the conviction that proper "quality planning identifies which quality standards are relevant to the project and how to satisfy them, (while) quality assurance involves evaluating overall project performance to ensure that the project will satisfy the relevant quality standards" (Schwalbe, 2011), and without the use of control charts to quantify and interpret process data, this crucial it project management task would border on the unfeasible. Control charts enable it…
Fotopoulos, C., & Psomas, E. (2009). The use of quality management tools and techniques in ISO 9001: 2000 certified companies: the Greek case. International Journal of Productivity and Performance Management, 58(6), 564-580.
Liang, K. (2010). Aspects of Quality Tools on Total Quality Management. Modern Applied Science, 4(9), 66.
Schwalbe, K. (2011). Information technology project management. (6th ed.). Boston: Course Technology Ptr.
Total Management Quality
Question 1 Company Mission Statements
According to these organization's website's the mission statement of the Marriott-Ritz Carlton Corporation is simply that the consumer or the investor "Look no further," for quality. McDonald's website, although it provides an additional page detailing the wealth of values upheld by the corporation ultimately simply proclaims, "I'm Loving it" as its mission statement. GE, in contrast, has a far more extensive mission statement, proclaiming that: "From jet engines to power generation, financial services to plastics, and medical imaging to news and information, GE people worldwide are dedicated to turning imaginative ideas into leading products and services that help solve some of the world's toughest problems." The UPS website provides even more detail, noting little-known facts how the company was "founded in 1907 as a messenger company in the United States, UPS has grown into a $30 billion corporation by clearly focusing…
American Productivity Porthole -- APQC. "Benchmarking and Outsourcing Report." Retrieved on June 17, 2004 http://www.apqc.org/portal/apqc/site?path=root
American Productivity Porthole -- APQC. Official Website. Retrieved on June 17, 2004 at http://www.apqc.org/portal/apqc/site/generic2;jsessionid=2LWFIOH0L33RRQFIAJICFEQ?path=/site/products_services/research_reports/cs_prop_offshoring.jhtml
GE. (2004) Official Company Website. Retrieved on June 17, 2004 http://www.ge.com/en/company/index.htm
GE -- Six Sigma. (2004) "Six Sigma Principles." Retrieved on June 17, 2004.
As the global market continues to diversify the way companies including service companies do business, more and more companies will work to create their own "unique" marketing concepts, those that are customer driven and provide high value.
According to many, implementing quality initiatives or programs like Total Quality Management or TWM are exceedingly difficult. One reason for this is the politics behind how governments work; often practices used to ensure quality go against the traditional methods or systems used by a public agency to operate successfully (Bacal, 2007). To overcome these obstacles, so the public is served in the best way possible, it is critical governments identify internal obstacles to their success, and then devise quality programs that are easily integrated into pre-existing systems within public entities (John, 2003). One such example is the federal government, which influences much local, state, regional and national governments. Because the role of…
Bacal, R. (2007), Where TQM & Politics Clash: An article for Government
Staff. Bacal & Associates Business & Management, Retrieved October 28, 2007: http://www.work911.com/articles/tqm3.htm
John, J. (2003), Fundamentals of customer-focused management: Competing through service. Westport: Praeger.
Lending Tree LLC, (2007), What is Lending Tree? Lending Tree LLC, Retrieved October
Total Quality Management (TQM) is the practice of continuously and thoroughly working on improving the proficiency and excellence of the product or service so that it exceeds customer expectations. TQM involves the involvement of anyone associated with the product / service - management, workforce, suppliers, and customers -- in order to ensure its continued excellence.
In its essence, TQM would be defined as a management approach to product excellence in order to achieve customer satisfaction.
Enterprise risk management (EM)
Enterprise risk management is the sector that deals with recognizing possible risks within the operation of the enterprise, assessing possibility and magnitude of these risks, controlling these risks, preventing other risks from occurring, and monitoring occurrence and reiteration of these partial risks.
Quality assurance is the act of analyzing processes and monitoring operations to ensure that high quality standards are being met at all times. In contrast to 'quality…
Alexander, Carol and Sheedy, Elizabeth (2005). The Professional Risk Managers' Handbook: A Comprehensive Guide to Current Theory and Best Practices. PRMIA Publications
Brigitte J.C. Claessens, Wendelien van Eerde, Christel G. Rutte, Robert A. Roe, (2007) "A review of the time management literature," Personnel Review, Vol. 36 Iss: 2, pp.255 -- 276
Chron,.com. Advantages & Disadvantages of Total Quality Management Strategies
"Total Quality Management" (TQM) is one of several approaches to management a company can choose that focuses on the quality of product and customer satisfaction. The basic concept is not complex. It focuses on the company making a concerted effort to do business in a way that meets their customers' needs and that leads to continual improvement in how they function, to support, maintain, and expand business (Prasad, 2004). It is based on the truism that customers expect to get their money's worth when they purchase a product or service. In the case of a company that produces a product, for example, microchips, that are then used in a different product, such as a computer, TQM concerns itself with both customers, but the customer it sells directly to has first priority in their concerns (Prasad, 2004).
The word "total" emphasizes the idea that the company must be concerned with…
Agus, Arawati. 2005. "The structural linkages between TQM, product quality performance, and business performance: preliminary empirical study in electronics companies." Singapore Management Review, Jan.
Prasad, Shiv. 2004. "Basic principles for TQM." New Straits Times, Aug. 21.
Total Quality Management (TQM) is a term that refers to the process of continuously striving to improve quality assurance in an organization's operations, procedures, and results. A key component of this definition is the fact that TQM is essentially a program and not a project; it requires more than a one-time implementation and is a never-ending series of steps to constantly improve quality. This management approach was initially begat in the middle of the 20th century, and became popularized and virtually ubiquitous at its end and at the beginning of the 21st. Total Quality Management strives to get things right the first time they are attempted, and to be as efficient and as productive as possible in doing so.
The proper implementation of TQM encompasses various aspects of a company's culture, organization and attitude. It requires a fundamental concern for ethics and integrity, as well as a dedication to leadership…
Hackman, J.R., Wageman, R. (1995). "Total quality management: empirical, conceptual and practical issues." Administrative Science Quarterly. 40 (2): 309-342.
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Jarrar, D., Qawsmi, T. (2008). "The reality of Total Quality Management in the Ministry of National ?Economy: Analytical study from the point-of-view? "of" ?administrators ?and beneficiaries." An-Najah University Journal for Research -- Humanities. 22 (4): 1099-1138.
Nasrullah, A.M. (2009). "Total Quality Management (TQM in Islam and the west: a comparative analysis." American Academic & Scholarly Research Journal. 1 (1): 38-49.
In fact, the local public library, increasingly threatened by competition from other entertainment sources such as expanded home entertainment systems, deluxe bookstores with cafes, and the Internet, could do well to adopt TQM principles. "A library should focus on providing the best services possible, and be willing to change to serve its customers. To determine if changes need to be made, a library administrator might ask: hat are our niche markets? hat do the customers come in for? How can I look at the efficiency of my library? How do we serve the current customers that exist today? (Masters, 2003, citing Total Quality Management, 1995). In short first learn about the customer, in this case the library patron and then solve the problems with attendance.
A library that alienated customers by being old, poorly lit, and dusty, could improve its customer service by creating more open, airy, and well-lit places…
Hansen, Dexter a. (2005). "Total Quality Management (TQM) Tutorial/Help Page." Retrieved 17 Feb 2007 at http://home.att.net/~iso9k1/tqm/tqm.html
Holoviak, Stephen. (Jul/Aug1995) "Why TQM fails to change behaviors or attitudes."
The Journal for Quality and Participation. Retrieved 17 Feb 2007 at http://www.findarticles.com/p/articles/mi_qa3616/is_199507/ai_n8727227/pg_2
Masters, Denise. (2003). "Total Quality Management in Libraries." Retrieved 17 Feb 2007 from ERIC at: http://www.michaellorenzen.com/eric/tqm.html
Ensuring Quality Ensurance Measures
The problem discussed within this document is the inconsistent levels of quality assurance reflected in the business models and practices of both Wal-Mart and Sprint. For the most part, each of these retailers evinces a culture in which quality assurance is prioritized. Nonetheless, there are a couple of salient instances in which each of them is remiss in their quality assurance measures. Wal-Mart, for example, has neglected some important components of the Juran philosophy (Kuei, 1998, p. 21)—the most noticeable of which is a dearth of managerial presence on its sales floor. There is a poignant similitude between this chain and Sprint’s chain; the managerial concerns of the latter are seemingly focused on profit margins as opposed to quality assurance. Sprint directs customers to 800 numbers instead of directly assuaging any issues; Wal-Mart is perpetually understaffed and regularly disorganized.
The solution is…
Normally, the designer's direct involvement into the user-research process is noted to be limited. There is however a need for a close collaboration between the researchers and the designers so that the quality attributes that are desired by the clients are adequately included into the final product (Donnelly, 2000).
It is therefore clear that for the user's perceptions of quality to be adequately captured and incorporated into the design and production stages of a given product, usability research must be thoroughly conducted and the results clearly communicated by the researchers to the design team. Ford Motors's application of a user-centric approach to the production of its products makes it very crucial for the company to actively be connected to the latest thoughts and perceptions that its clients may harbor.
The successful the initiative
It is important that the success of the TQM initiative to be gauged so as to highlight…
Ahire, S.L. 1997. Management Science- Total Quality Management interfaces: An integrative framework. Interfaces 27 (6) 91-105.
Abbott, Lawrence (1955), Quality and Competition, New York, NY: Columbia University Press.
Abraham, M., Crawford, J., & Fisher, T. (1999). Key factors predicting eff ectiveness of cultural change and improved productivity in implementing total quality management. International Journal of Quality and Reliability Management, 16(2), 112-132.
Ackoff, R. (1993, March). Beyond TQM. Journal for Quality and Participation. 66-78.
Total Quality Management Continuous Improvement, properly applied, render BP (Business Process eengineering) unnecessary.' Discuss.
Total Quality Management and Continuous Improvement, when properly applied, render Business Process eengineering unnecessary
The internationalized economic crisis constituted the number one challenge for economic agents across the world, who suddenly found themselves faced with resource constraints, decreasing purchasing power of customers as well as other somber predicaments. While the topic of the crisis is extremely complex and has yet to be exhaustivated, at this level, only one specific feature of the crisis would be addressed -- the fact that it reminded economic agents of the need to remain alert, flexible and to continually develop and improve in order to increase their organizational capabilities.
The specialized literature and the business community have for years communicated the importance of continuous development for business success. Some reasons as to the importance of this lesson include the employees who…
Carter, P., Business Process Reengineering -- an introductory guide, Team Technology, http://www.teamtechnology.co.uk/business-process-reengineering.html last accessed on January 28, 2011
Radhakrishnan, Business Process Reengineering: text and cases, PHI Learning Pvt. Ltd., ISBN 8120335678
Sashkin, M., Kiser, K.J., 1993, Putting total quality management to work: what TQM means, how to use it and how to sustain it over the long run, Berrett-Koehler Publishers, ISBN 1881052230
Smylie, M.A., 2009, Continuous school improvement, Corwin Press, ISBN 1412936896
CQI is often seen as more forward- or futures-based compared to TQM, which is more of a series of techniques and initiatives to unify an organization around a common theme of quality and performance to customers' expectations (Lonial, Menezes, Tarim, Tatoglu, Zaim, 2010).
Unique Contributions To Quality Each Provides
TQM is ideally used for enterprise-wide shifts in strategy to be more quality and customer-driven while CQI is more oriented toward a specific process or strategy area where statistical analysis can be used to define parameters and predict an outcome based on improving quality. Of the two, CQI can deliver more immediate impact within a healthcare organization as it defines a specific strategy within a given process area. TQM on the other hand is better for redefining an entire corporate culture and making it more quality-based (Talib, ahman, Azam, 2011).
Implications for the Quality of Health Care
CQI is best suited…
Lonial, S., Menezes, D., Tarim, M., Tatoglu, E., & Zaim, S.. (2010). An evaluation of SERVQUAL and patient loyalty in an emerging country context. Total Quality Management & Business Excellence, 21(8), 813.
Suchy, K.. (2010). A Lack of Standardization: The Basis for the Ethical Issues Surrounding Quality and Performance Reports. Journal of Healthcare Management, 55(4), 241-51.
Talib, F., Rahman, Z., & Azam, M.. (2011). Best Practices of Total Quality Management Implementation in Health Care Settings. Health Marketing Quarterly, 28(3), 232.
Mosad Zineldin, Hatice Camgoz-Akdag, & Valiantsina Vasicheva. (2011). Measuring, evaluating and improving hospital quality parameters/dimensions - an integrated healthcare quality approach. International Journal of Health Care Quality Assurance, 24(8), 654-662.
416). 3. Public, sincere, productive contact (p. 416). 4. ufficient and precise workforce (p. 416).
ociety health foundations are dynamically tackling contact, price, and value concerns in the supply of health treatment assistance to the society. uperiority of treatment ought to be integrated in the task of supplying health endorsement and chief avoidance assistance to customers of a society health foundation.
Health care is concentrating progressively on chief care and the relations of right of entry, price, and value concerns in an effort to reduce disintegration and augment efficiency. tarfield et al. (1994) acknowledged, "The finding of generally higher quality in moderate-cost CHC's [community health centers] is interesting and deserves study" (p. 1907). Possibly studies produced on the principles, procedures, and result conditions of TQM in society health foundations might be a helpful instrument to additional health treatment and assistance organizations whose aim it is to improve the efficiency…
Sahney, V.K., & Warden, G.L. (1991). The quest for quality and productivity in health services. Frontiers of Health Services Management, 7(4), 2-40. In Evelyn E. St. Martin. Community Health Centers and Quality of Care: A Goal to Provide Effective Health Care to the Community. Journal of Community Health Nursing. 13. 2. 1996.
Starfield, B., Powe, N.R., Weiner, J.R., Stuart, M., Steinwachs, D., Scholle, S.H., & Gerstenberger, a. (1994). Costs vs. quality in different types of primary care settings. Journal of the American Medical Association, 272, 1903-1908. In Evelyn E. St. Martin. Community Health Centers and Quality of Care: A Goal to Provide Effective Health Care to the Community. Journal of Community Health Nursing. 13. 2. 1996.
Implementation of Total Quality Management by using Case Management
Wal-Mart has implemented the principles of TQM and how well they are actually practicing them.
Assessment of TQM Practices
In today's competitive world of business the most important characteristics of any successful organization are employing people who have the right knowledge, skills, and abilities to ensure there organization stays afloat in the industry. For any organization to stay on top it must recognize the different components and behaviors that will in the long-term help the industry grow and become more competitive in the near future.
Today it is believed that the key to organizational success lies in how well the organization is able to completely change the way organizations are managed. For an organization to be competitive it requires a stable workforce that is highly skilled, and posses good knowledge about their job. One of things that have to be changed is the traditional hierarchies, which must be able to…
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TQM: The 9 TQM Tools, available at http://www.iqd.com/pfttools.htm, accessed on: April 6, 2004
Quality: VIP -- E-Cigs and Vaporizers under the ECIG Umbrella
VIP is an electronic cigarette and vaporizer producer and whole seller that specializes in the new smoking trend commonly known as "vaping" in the UK. VIP operates over 100 kiosks throughout the UK with additional venues in Ireland, Europe and the United States. This is a company that is very dedicated to quality control because of the nature of the business, which is in delivering e-liquids. E-liquids are the different flavors of liquid (made of water, flavoring, nicotine and other additives) that are used in vaporizing devices. VIP sells both e-cigarettes and vaporizers both online and at the different kiosks. Buyers can purchase e-liquids and they can even mix and match flavors and liquids to make unique flavors that suit their own taste. This is what is occurs at the VIP Boutiques in areas like London.
How is VIP's quality…
Allen, J., Flanigan, S., LeBlanc, M. et al. (2015). Flavoring chemicals in E-Cigarettes.
Environmental Health Perspectives, 122(12): 23-29.
Chaudhui, S. (2015). Study finds e-cigarettes contain chemical tied to 'popcorn lung'.
The Wall Street Journal. Retrieved from http://www.wsj.com/articles/study-finds-e-cigarettes-contain-chemical-tied-to-popcorn-lung-1449681247
Although all are fast food establishments, the designed layouts at McDonald's, Taco Bell, and Burger King vary slightly but significantly. Of all the establishments, McDonald's is the most image-conscious and intent upon marketing to children. Thus many McDonald's tend to be physically larger than the aforementioned other establishments. McDonald's caters more to fast food dining at the establishment, and containing such ambient elements as playgrounds and cushioned seating areas. Food establishments that cater more to quick dining and try to require less personnel in their design to keep costs down, such as traditional roadside eateries like Roy Rogers tend to allow customers to serve themselves, although chains such as endy's have, to a rather dramatic effect, deployed the use of 'fixings' or salad bars as ways of stressing the homey nature of the enterprise. In contrast, Taco Bell tends to emphasize the inexpensive nature of its offerings and…
Control Charts."(2004) Retrieved on June 21, 2004 at http://deming.eng.clemson.edu/pub/tutorials/qctools/ccmain1.htm#Types
Retail Elements." (2003) Retrieved on June 21, 2004 at http://www.retailelement.com/
TQM." (2004). Retrieved on June 21, 2004 at http://www.tqe.com/tqm.html
The situation, involving Cessna is showing how an older firm had become a victim of its own success. This occurred with the company failing to understand, the challenges they were facing inside the marketplace or how to adapt. In 1998, the management decided that a new strategy needed to be utilized to change the mindset and focus of the company (i.e. Total Quality Management). This process involves streamlining operations and reducing waste throughout the entire organization. To fully understand how this works requires carefully examining how Cessna enacted these changes, their results and how this helps to improve logistics / supply chain management. These different elements will illustrate the lasting impacts of the strategy on the firm. ("Our History," 2014) (Plunkett, 2009)
Discuss why Cessna took on this initiative?
Cessna took on this program in order to change the culture and attitudes within the firm. From the 1960s…
Cessna Quality Requirements. (2013). Cessna. Retrieved from: https://supplier.cessna.com/quality/cqrs.pdf
Our History. (2014). Cessna. Retrieved from: http://www.cessna.com/en/why-cessna/our-history
Plunkett, J. (2009). Plunkett's Transportation, Supply Chain and Logistics. Houston, TX: Plunkett Research.
Total Quality Management in Emirates Global Aluminum Company
Total Quality Management (TQM)
TQM is a method of enhancing the competitive advantage of the organization in pursuit of a significant market share to increase the profit margins of the organization. This is primarily done through effective leadership. It entails managerial functions such as; coordination, staffing, control, organizing, and planning. Furthermore, TQM requires proactive and strategic leadership in executing these quality control measures.
Every business entity or project comprises of internal and external customers. The internal customers are the workers of the organization while the external customers are the clients. Clients are of varied nature. There are those who are linked to the business directly. Others are linked indirectly. The indirect customers are the shareholders of the company.
As a management principle, TQM is geared towards improving the production process and also satisfying people. The primary goals of TQM are to ensure…
Charantimath, P. M. (2011). Total quality management. New Delhi, India: Dorling KIndersley (India.
Dhamija, P. (2008). Exploring total quality management in stent-device companies.
Franceschini, F., & Galetto, M. (2006). Benchmarking in total quality management. Bradford, England: Emerald Group Pub.
In Tetteh, E. G., & In Uzochukwu, B. M. (2015). Lean six sigma approaches in manufacturing, services, and production.
British Perspective on Total Quality Management
It has been surmised that there is a particularly British perspective on the idea of Total Quality Management (TQM), and that this perspective differs from the perspective held in the United States or other countries. Addressed here is a review of this concept, in order to determine whether this British perspective is something that is actually seen, or whether it is a myth. Naturally, it is not possible for the British version of TQM to be completely different from other versions, because TQM has certain traits and characteristics to it which must be addressed by any company using it. egardless of this, the way a company chooses to use TQM and which parts of the TQM approach they emphasize can be related to culture. Because the British culture carries over into how business is conducted in that country, it stands to reason that there…
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Total Quality Management
Total quality management (TQM) is defined as "a philosophy of organization-wide commitment to continuous improvement, focusing on teamwork, customer satisfaction, and lowering costs" (Daft 640). This definition shows the various aspects that are a part of a total quality management approach to business. These include that a TQM approach involves the whole organization, that continuous improvement is a major focus, and that there is an emphasis on satisfying customers. To consider quality management in more detail, these three aspects will now be considered. This will be followed by a consideration of the importance of quality management in business. Finally, the effects on both managers and employees will be discussed. This will provide an overview of quality management, while also showing the impact it has on organizations.
The first important aspect of TQM is that it involves the entire organization. This includes that it involves all tasks,…
Cherkasky, S.M. "Total Quality for a Sustainable Competitive Advantage. Quality, 31(1992): 4-8.
Creech, B. The Five Pillars of TQM. New York: Truman Talley Books, 1994.
Daft, R.L. Management. Fort Worth, TX: The Dryden Press, 1997.
Fletcher, C. "Appraisal: An Idea Whose Time has Gone?" Personnel Management, September 1993: 34-37.
These vary by the type of managers and leaders there are in a given company. At Dell, transformational leaders are prevalent given the approach Michael Dell takes of allowing risk-taking, greater autonomy and support for decentralized decision making throughout the company (Dell Investor elations, 2013).
Explain different supplier relationship practices you think will be an advantage to the company, providing examples.
There are many different approaches Dell takes in creating and sustaining their supplier relationships. There are supplier relationships for commodity-oriented products to entirely different ones for high-value products like microprocessors. Dell has been able to unify all of these using a common set of analytics and metrics of performance, creating a consistent approach to managing their diverse supply chain based on profitability contribution by supplier, not just price (Weisendanger, 1993).
Explain the different customer focus practices you think will be an advantage to the company including examples.
Abramowich, E. (2008). Lean six sigma's new look. ASQ Six Sigma Forum Magazine, 7(2), 38-39.
AlSagheer, a. (2011). Six sigma for sustainability in multinational organizations. Journal of Business Case Studies, 7(3), 7-15.
Dell Investor Relations (2013). Investor Relations. Retrieved January 10, 2013 from the Dell Investor Relations and Filings with the SEC Web site:
This then results in lower production time, which implies an improvement in productivity. The information exchanged via the various channels involved would then also stimulated innovation and improve the overall process.
The new car dealership therefore has to conduct careful research into the partnerships that would provide it with the best costs, quality and information exchange. Quality management should also involve the creation of overall company and partnership goals. Customer satisfaction is of the utmost importance, and this goal then should be combined with the above-mentioned elements of TQM to ensure that the dealership remains as competitive as possible.
Biz/ed, JIC. (2004, May). "Total Quality Management and IO 9000." Mind Your Business, 10 May 2004. http://www.bized.ac.uk/current/mind/2003_4/100504.htm
Zeller, Thomas L. & Gilles, Darin M. (1995, May-June). "Achieving market excellence through quality: the case of Ford Motor Company." JAI Press, Inc. Accessed via database: FindArticles.com.
Biz/ed, JISC. (2004, May). "Total Quality Management and ISO 9000." Mind Your Business, 10 May 2004. http://www.bized.ac.uk/current/mind/2003_4/100504.htm
Zeller, Thomas L. & Gilles, Darin M. (1995, May-June). "Achieving market excellence through quality: the case of Ford Motor Company." JAI Press, Inc. Accessed via database: FindArticles.com.
total quality management (TQM), and statistical process control (SPC) implementation in a manufacturing plant set up by a foreign company in the border zone of North Mexico, in order to produce finished goods for export. Information on this type of organization was made available by a 2003 study conducted by Nael Aly and Daniel Scholss and published in The TQM Magazine (Vol. 15, Iss. 1; pg. 30). These companies offer a world of opportunities for an intrepid business-person, as labor is cheap, there are many commercial facilities, government support is high and Mexico's proximity to the United States makes it perfect for developing such a business. Effects on the American economy are difficult to evaluate -- both from a producer's and a consumer's points-of-view. Lower salaries than in the U.S. translate into higher work productivity, while low transportation costs and North American commercial agreements mean that access to the U.S.…
1. Aly N., Schloss, D., "Assessing quality management systems of Mexico's maquiladoras" The TQM Magazine. Bedford: 2003.Vol.15, Iss. 1; pg. 30
2. Recardo, R.J. "Transitioning to strategic quality management" The Journal for Quality and Participation. Cincinnati: Sep 1993.Vol.16, Iss. 5; pg. 48
3. Information on TQM and SPC concepts http://www.semiconfareast.com/spc.htm
Toyota Total Quality Management
Before the Second orld ar, General Motors, Ford, and Chrysler were the top automobile manufacturers. In 1926, the Toyoda family made weaving machinery under the name
"Toyoda Automatic Loom orks," headed by Sakichi Toyoda. At 20 years old, he invented an automatic loom that would stop if a thread were to break. Sakichi reflected,
"The textile industry at that time was not as large as today's. Mostly, older women wove at home by hand. In my village, every family farmed and each house had a hand-weaving machine. Influenced by my environment, I gradually began thinking about this hand-weaving machine. Sometimes, I would spend all day watching my grandmother next door weaving. The more I watched, the more interested I became." (Hall)
In 1933, Toyoda branched out to create a small car division. In 1935, with workers recruited from GM, their first automobile was similar to the…
Brauer, Karl. "Carmudgeon." 2 Jan. 2002.
Craig, Charlotte. "Car Manufacturing and the Japanese." 8 Feb. 1998.
Quality Management Analysis and ecommendations for ubicon Group -- a Travelcom Company
It is common for quality management symptoms and problems to appear when two or more organizations are integrated together, as is the case of the business units within the ubicon Group. It is imperative however in assessing support services using quality management frameworks and techniques to not focus too closely on the symptoms and not see the greater strategic challenges and roadblocks standing in the way of greater levels of customer service quality (Sepic, McNabb, 1994). The intent of this analysis is to explain how ubicon Group can use the frameworks of Total Quality Management (TQM), Six Sigma, lean principles and balanced scorecards (BSC) to attain a higher level of performance and customer satisfaction. Treating the symptoms will only get the customer service team so far. A key underlying assumption of this analysis is that the fundamental nature…
Apgar, D.. (2011). Assumption-Based Metrics: Recipe for Success. Strategic Finance, 93(5), 27-33,1.
Amado, C., Santos, S., & Marques, P.. (2012). Integrating the Data Envelopment Analysis and the Balanced Scorecard approaches for enhanced performance assessment. Omega, 40(3), 390.
Dervitsiotis, K.. (2011). The New Imperative for Leadership-Advancing From Quality to Innovation. The Journal for Quality and Participation, 34(3), 11,15-17.
Li, S., Wu, C., Yen, D., & Lee, M.. (2011). Improving the efficiency of IT help-desk service by Six Sigma management methodology (DMAIC) - a case study of C. company. Production Planning & Control, 22(7), 612.
Quality Management in Sports Tourism
It should surprise no one that "travel and tourism [are] the world's largest industry" (Moli). Most people have not wanted to travel far outside the bounds of a resort or a prescribed tourist destination, but that is not necessarily the case anymore. Since people from wealthier countries are now able to travel easily to even the most remote spot n the world, it has become vogue to visit out-of-the-way spots. The benefits of this can be seen in the fact that nations which have not previously been able to provide jobs for their people to any extent whatsoever are now employing large numbers in these two industries. Travel and tourism are a global market and they scene is set for more adventurous and exotic types of travel.
One of the fastest growing segments of this market is sports tourism. More people are seeing the benefits…
Bowman, James S. "At Last, an Alternative to Performance Appraisal: Total Quality Management." Public Administration Review, 54.2 (1994): 129-136.
Devine, Adrian, and Frances Devine. "Sports Tourism: Marketing Ireland's Best Kept Secret - the Gaelic Athletic Association." Irish Journal of Management, (2005): 7- 16.
Gibson, Heather J. "Sport Tourism: the Rules of the Game." Parks & Recreation, 34.6 (1999): 36-42.
Hackman, J. Richard, and Ruth Wageman. "Total Quality Management: Empirical, Conceptual, and Practical Issues." Administrative Science Quarterly, 40.2 (1995): 309-325.
Quality Management and Effective Cost Reduction Achieved at Bosch GmbH, Germany by Implementation of Its Systems with Special Emphasis on otal Quality Management
"Prevention" -- Quality Management
Process Design And It Enabled Solutions
Material, Manpower, Knowledge and Its Quality
Cost Of Quality
Operations Objectives -- Application Of Quality Management Principle For Better Productivity And Profits
Gap models qm - Quality Management
qm - otal Quality Management
ISO - International Standards Organization
CAM - Computer Aided Manufacturing
CAD - Computer Aided Design
In Robert Bosch GmbH, quality management is a holistic approach to a comprehensive assimilation of precise customer requirements, and satisfying customer aspirations by making consistent quality deliveries at the right price, in time and with least hassles to the community around you. Quality management, therefore, involves the effective design of the products, and the processes focused on customer specifications, besides planning the product…
They have achieved all this with great diligence by pooling of information on common purchase requirements and holding on to a consistent policy in their purchase, and by expanding the cooperation between departments for a better understanding, and consequently, increase in efficiency. They are also setting up a global cross divisional purchasing center for automotive parts to enable economical purchasing activity on several components that are being standardized both for inventory reduction purposes and for the benefit of bulk purchase leading to price reduction (UPCOMING, 2009).
Robert Bosch GmbH has always maintained the human resources development systems in line with the latest business practices, and the latest production technologies that accrue from a highly advanced system of information and production technologies that have been sweeping
Also in addition to this, there are a series of general quality requirements raised by the market in case.
Furthermore, each company establishes a set of quality objectives that must be met by their services. Based on these quality objectives, the companies are then able to determine the costs that will be required by their services. Based on these calculations, the companies can establish financial target, sales targets, and can estimate the probable income for the following periods of time.
One of the differences between the two companies in relation with the implementation of the quality management system is represented by the equipment in which each of these companies has invested. The types of equipment used in the quality management process include &D equipments, test equipment, measure equipment, and public equipment.
Given the size of the international airlines company, it has the financial capability of using expensive, efficient equipments that…
1. Quality Management Systems (2010). Department of Trade and Industry. Retrieved March 18, 2010 from http://www.businessballs.com/dtiresources/quality_management_systems_QMS.pdf .
2. Easton, G.S. & Jarrell, S.L. (1996). The Effects of Total Quality Management on Corporate Performance: An Empirical Investigation. Emory University, Department of Decision and Information Analysis. Retrieved March 18, 2010 from http://papers.ssrn.com/sol3/papers.cfm?abstract_id=8061 .
Janson Medical Clinic
Construct a Pareto diagram for dissatisfaction. What conclusions do you reach?
Creating a Pareto diagram of dissatisfaction shows how poor the overall patient experience is in the Janson Medical Clinic from a care and treatment perspective. As the case indicates that the process for making an appointment is streamlined and easily accomplished, it is not surprising that this aspect of the dissatisfaction metric scores the least. The top three areas that generate the highest levels of patient satisfaction include the ease of getting through on the phone, ease of getting a convenient appointment, and the length of time patients wait to see a physician. The following Pareto analysis illustrates the results.
What is alarming about the performance of the Jansen Medical Clinic from a patient satisfaction perspective is how low seven of the 14 attributes track score. The attributes so critical to delivering an excellent patient experience…
Visit the quality site http://www.qualitydigest.com/content/magazine .; Find an article pertaining to the major concepts presented in chapters 13 and 14. In your post, discuss how the article relates to the concepts presented in chapters 13 and 14. Cite your article and source.
In the article Six Sigma Lessons from Deming, Part 2 by Dr. Anthony Burns discusses the need for having a more egalitarian approach to how quality management is implemented through organizations. He successfully illustrates how the traditional Black Belt model is antiquated and often slows down companies from being able to bring faster change throughout their organizations. This is illustrates throughout the many examples shown of how the various level of Black Belts fail to bring a greater level of quality ownership. He also successfully contrasts the role of Deming in Total Quality Management (TQM) and Six Sigma Black Belt hierarchies, showing how the former brings a greater level of task and change ownership.
His focus on quality being everyone's responsibility shows why TQM is so effective as a technique for insuring greater ownership through an organizations struggling to excel. Juxtapositioning this with the role of Back Belts as quality leaders and experts shows how they are complementary to one another. The author successfully shows the tension between these two areas are often critically important from a conflict standpoint to move an organization forward as well. Finally, the article shows how an organization staffed with exceptional Black Belts is not enough; there needs to also be expertise at change management as well. The ability to bring greater adoption of quality management concepts and its value depend on both.
In the contemporary business environment, business control chart is very critical to enhance continuous business process and business improvement. The use of statistical process control charts (SPC) is very critical to enhance improvement and quality of products and service. Process control chart is a statistical tool that allows business to record data regarding the performances of business process on a regular basis. The data may be recorded hourly, weekly or on daily basis. The major objective for using SPC is to compare the present product performances with the past product performances and allow a business to prevent defective materials. Thus, SPC is powerful tool to enhance continuous business improvement. (Harrington, 2009).
Objective of this paper is to use the control chart process to determine the weekly sales process of Ford Motor Company.
X Bar and . Process Control Charts for Weekly Sales of Ford Motor
The charts are…
Florida Department of Health (2011). Basic Tools for Process Improvement Module 10. Control Chart. Florida. USA.
Harrington, H, J. (1991). Business Improvement Process: The Breakthrough Strategy for Total Quality Productivity, and Competitiveness. McGraw-Hill Professional. UK.
enterprise, balancing quality management initiatives and programs relative to business excellence frameworks is both a paradox and potential opportunity to better unify these two potentially conflicting strategic priorities. The levels of success enterprises have in balancing Total Quality Management (TQM) initiatives on the one hand and business excellence frameworks on the other is illustrated in the Philips BEST (Business Excellence through Speed and Teamwork) initiative (de Kort, 2004, pg. 377). Philips was able to successfully define the intersection of quality management with their TQM and Six Sigma initiatives while pursuing management of quality through their BEST framework (Adebanjo, 2001, pg. 39). How Philips was able to accomplish this and still innovate, compete and grow their customer base has valuable lessons for other companies as well. The intent of this analysis is to assess the Philips BEST model with specific reference to the importance of teamwork, transformational leadership and trust across…
Management & Quality Management
Cost and Quality Management in CIS Project Development
Project management in CIS (Computer Information System) is a task that requires skills and strategies to achieve a successful end product. This involves the application of techniques in the different project stages and activities. It allows an organized process of development, enabling results into functional systems, applications, and software. CIS project management includes resource management, development team management, project requirement management, cost management, and quality management.
Essential to CIS project management components that must be considered are the cost aspects necessary during and after the phases of development, as well as the quality procedures that should be undertaken to ensure an effective and efficient system product. It is essential to utilize such project management components, which serve as strategies, to achieve a functional system that conforms to user and client requirements.
Cost and quality managements, which are two…
Low-cost Software Strategies.
Sun.Co.Uk. 29 August 2003. http://www.sun.co.uk/mediacentre/sun-news/august/pdf/sunsview.pdf
The underlying theory is simple: a company can still fail even if it produces high quality goods. It could, for example, have a bloated management structure. hat TQM does is it allows the company to manage everything so that senior management knows the value that all parts of the company contribute to the bottom line.
ith this high level of control, the total quality movement focuses on enhancing quality through the synthesis of structure and strategy (Lowder, 2007). For example, a firm that derives competitive advantage through its reputation for high quality will design its organization and its systems so that every aspect of the organization supports that strategy. The same is true of a firm with a cost leadership strategy. At al-Mart, for example, every aspect of that company is designed to lower the cost per unit sold. Companies that rely on innovation likewise have designed their organization and…
Lowder, T. (2007). An analysis of the total quality movement: In search of quality enhancement through structure and strategic synthesis. White paper. Retrieved October 14, 2011 from http://ssrn.com/abstract=1016588
The Improve Phase of the DMAIC process is also essential for managing the piloting and testing of the Six Sigma solutions discovered. It is also essential during the new product development process for measuring and quantifying the unique value proposition of the product or service being produced as well. The final phase, Control, is essential in both a Six Sigma and new product introduction process as well (Pestorius, 2007).
The DMAIC process aligns very well to the new product development and introduction process and is used extensively for that purpose in applying Six Sigma to marketing. Six Sigma can change an entire company's culture and make the many processes synchronized and in unison in making new product introductions more profitable and capable of gaining market share as a result.
Brian Cocolicchio (2007). Sales and Marketing the Six Sigma Way. Quality Progress, 40(9), 79. Link: http://www.sixsigmaselling.com/six_sigma_selling/2006/07/about_sales_and.html
Fundin, a.P., &…
Brian Cocolicchio (2007). Sales and Marketing the Six Sigma Way. Quality Progress, 40(9), 79. Link: http://www.sixsigmaselling.com/six_sigma_selling/2006/07/about_sales_and.html
Fundin, a.P., & Cronemyr, P. (2003). Use customer feedback to choose six sigma projects. ASQ Six Sigma Forum Magazine, 3(1), 17-21. Retrieved from http://asq.org/sixsigma/2005/03/use-customer-feedback-to-choose-six-sigma-projects-en.pdf
Hasan, M., & Kerr, R.M. (2003). The relationship between total quality management practices and organisational performance in service organisations. TQM Journal, 15(4), 286-286.
Management Case Study
Where the Rubber Meets the Road
Total quality management (TQM), defined in the most simplistic of terms, is the incremental improvement of all facets of a business to increase customer satisfaction and, in turn, company viability. Although TQM is often applied first to manufacturing functions in an organization (zero defects, on-time production), the intent of TQM is equally meaningful in all aspects of business, from administrative (zero defects in billing and timely collection of accounts receivable), to distribution (no breakage, just-in-time delivery) to management (appropriate incentive structures, timely and accurate stakeholder reporting). The increased efficiency and competitiveness created through TQM initiatives is not limited to only the manufacturing sector, with many of the benefits of TQM occurring in the service sector, too.
In the case of ridgestone/Firestone, TQM was not pursued prior to the recall of its 6.5 million tires in 2000, as evidenced by the magnitude…
Case study: Where the rubber meets the road
Management and Leadership DIscussion
For decades, school management processes have been popular among schools around the nation. School management processes put more responsibility on the local teacher and administrator basis in order to influence more positive results. The success of student learning depends heavily on "community participation, decentralization or teacher empowerment" (Wohlstetter & Mohrmon, 1994). This allows principals to step up and take a managerial approach to implementing individual and strategies unique to the needs of their schools. Ultimately, there are then variations within leadership processes. Thus, "some school districts dictate that structure, as in San Diego; others leave it up to the schools themselves, but hold the principal accountable for ensuring that all parties are given the opportunity to contribute, such as in Prince William County" (Wohlstetter & Mohrmon, 1994). The principal is thus a facilitator of change and an innovator that works to motivate individual teachers and administrators…
Murray, Martin. (2012). Total Quality Management. Manufacturing. Web. http://logistics.about.com/od/qualityinthesupplychain/a/TQM.htm
Spillane, James P., Diamond, John B., Burch, Patricia, Hallett, Tim, Jita, Loyiso, & Zoltners, Jennifer. (2013). Managing in the middle: School leaders and the enactment of accountability policy. Northwestern University. Web. http://www.sesp.northwestern.edu/docs/mngingmiddleSPIDIABUR.pdf
Wohlstetter, Priscilla & Mohrman, Susan A. (1994). School-based management: Promise and process. Issues and Research in Educational Finance. Web. http://www2.ed.gov/pubs/CPRE/fb5sbm.html
Management Quality ontrol
Dr. Kaoro Ishikawa is one of the world's idealized leaders in quality management control. He joined Japanese union of Japanese scientists and Engineers in 1949 to research on quality, after knowing that America's produce such as toys and cameras was cheap and defective. Ishikawa's greatest concern was to improve quality management involving every employee from top management to the front-line staff, without relying on professions. His significant contribution to evolution of quality management when he introduced the "fishbone" diagram that emphasized on quality services to customers made him known, and this could only be achieved by quality organization first in production of quality goods and services (Dahlgaurd 2005).
Kaoru was born on July 13th 1915 in Tokyo, and was the eldest son among the Shikawas, and in 1939, he obtained a degree in the University of Tokyo for applied chemistry. This knowledge helped him in construction,…
Cencus, B. o. (1983). Operations Management. Chicago: United States Department of Commerce.
Dahlgaurd, J.K. (2005). Fundamentals of Total Quality Management. Denmark: Routledge publishers.
Ishikawa, K. (1985). What is Total Quality Management -- the Japanese Way. Korea: Prentice-hall publishers.
According to his concepts the quality control can be done without too much emphasis on inspection if the process is smooth and can easily rum by the operations. It is today that we recognize the importance of customer's point-of-view but it was Juran who many years ago gave the idea that the perception of quality lies in the mind of customers rather than the producer. "According to the founders of TQM, the five interventions define the core of total quality management. Knowledge of customer requirements provides a test for considering and evaluating process changes. Supplier partnerships ensure that materials entering the organization are of acceptable quality. Cross-functional teams bring the full spectrum of relevant information and expertise to bear on decisions about system wide problems. Scientific methods and statistical analyses provide teams with trustworthy data to use in their decision making. And process management heuristics can improve the quality of…
Miller, Alex. Strategic Management. 3. Irwin/McGraw Hill, 1998.
Witzel, Morgen. "Quality put into practice - guru guide: Joseph Juran." Quality put into practice - guru guide: Joseph Juran. 19 August 2003. RICS. 20 Oct 2006 http://www.rics.org/Management/Qualitymanagement/FT%20SUMMER%20SCHOOL%20Quality%20put%20into%20practice%20Guru%20Guide%20JOSEPH%20JURAN%20 (Financial%20Times).html.
Paton, Scott M.. "An interview with Joseph M. Juran." A Century of Quality: An Interview with Quality Legend Joseph M. Juran. 1999. QCI International. 20 Oct 2006 http://www.qualitydigest.com/feb99/html/body_juran.html .
Feo, Joe De. "Juran Institute Helps Organization Improve." OUR FOUNDER. Juran Institute. 20 Oct 2006 http://www.juran.com/lower_2.cfm?article_id=21 .
ORGANIZATIONAL EHAVIOR: ARE QUALITY CIRCLES EFFECTIVE
Quality Circles became popular during the mid 1980s, when buzzwords such as Total Quality Management and efficiency teams became popularized in U.S. companies seeking to gain a competitive advantage over international production giants including Japanese manufacturers. A great deal of controversy exists however, as to whether or not quality circles truly accomplish what they are set out to do: improve organizational efficiency, worker productivity and performance. While many companies have argued that quality circles have resulted in dramatic cost savings, a large body of research suggests that quality circles have generally failed in a majority of companies that have implemented them. The aim of this study is to examine the nature of quality circles, and to ascertain whether or not they are effective mechanisms for organizational improvement.
ORGANIZATIONAL EHAVIOR: ARE QUALITY CIRCLES EFFECTIVE
According to research, more than 50% of the…
Ahire, S.L. (1996). "TQM Age vs. Quality. An Empirical Investigation." Production and Inventory Management Journal" 18-23.
Blair, John D. And Whitehead, Carlton J. (1984). "Can Quality Circles Survive in the United States?" Business Horizons, 27 (September-October): 17-23
Buehler, Vernon; Shetty, Y.K. "The Quest for Competitiveness: Lessons from America's Productivity and Quality Leaders." Quorom Books, New York: 1991.
Bowman, James S. "Quality Circles: Promise, Problems, and Prospects in Florida." Public Personnel Management, Vol. 18, 1989.
I think the two top skills to possess are probably time management and interpersonal skills. The definition of time management it is the process of planning, creating awareness, and harnessing control over the amount of time spent on specific activities to increase the overall level of efficiency and effectiveness. These principles and processes vary from one company to another but they are critical to any organizations effectiveness. I would focus on time management to improve the overall efficiency and effectiveness of the organization.
Many scholars and business leaders have discussed how the principles of managing time are used in time processes and they can serves as a guide for people. If used they might help to foster manage time however there are more than one technique that can be applied to time management. Thus the specific time management plan must be chosen for the organization and management strategy.…
Deming, W. (2011, September 22). The Deming System of Profound Knowledge. Retrieved from The W. Edwards Deming Institute: http://deming.org/index.cfm?content=66
Vinzant, J., & Vinzant, D. (1996). Strategic Management and Total Quality Management: Challenges and Choices. Public Administration Quarterly, 201-221.
Zeithami, V., Berry, L., & Parasuraman, A. (1996). The Behavioral Conseqences of Service Quality. Journal of Marketing, 31-46.
This concept originated with the principles of Total Quality Management (TQM).
The notion that only managers play a role in controlling work activities is based on two false ideas. One is the antiquated notion of totalitarian management. Modern management does not follow this style, as it is often not consistent with organizational objectives. The second false idea is that the manager can control the employee at all times. In practice, managers merely provide instruction and guidance with respect to work activities. Employees often devise their own ways of performing different tasks, and it would be near impossible for management to control this. Thus, employees do exert some control over work activities.
Q3. Operations management can be applied to any managerial function.
Operations management techniques are based around analysis of processes. Control is merely one aspect of the role, even within the operations setting. In fact, operations management also consists of…