A major element in world market competition is quality. During the 1970's and 1980's, the Japanese and their U.S. companies demonstrated that high quality is achievable at lower costs and greater customer satisfaction (Heaphy & Grusky 1995). These were consequently the results of utilizing management principles of total quality management (TQM). U.S. companies have demonstrated that such achievements are possible using TQM as a way to manage business now, in present times. Also, many international companies have come to realize that when everyone pulls in the same direction it brings improvement in management skills in all forms of business, which TQM has made become a way of life in the many business sectors throughout the world (Laszlo 1999).
In order to implement a strategy like TQM into a business requires an Upper-management change in both philosophy and behavior. Research has shown that business managers in any area, even within the realm of a mortgage brokerage company, must adopt the
objectives of customer satisfaction and continuous improvement if they are going to rise to the top of the business chain both nationally and internationally (Wilkes & Dale 1998). They must implement the change to achieve these objectives through their personal and continuous involvement and through providing reeducation services for everyone within an organization. It is of course definitive that the organization should focus on solely TQM principles and practices so that the philosophy of management can work reasonably well. This is specifically true if a company wants to gain dominance in the world market and have outstanding success internationally (Wilkes & Dale 1998).
In recent years, Asian and some United States companies have demonstrated that there is a more effective way to manage, quite different from the autocratic model that was utilized in past business enterprises. The new way to manage requires employee involvement in quality improvement. These companies that have implemented a practice such as this also have the ability of introducing high quality at lower cost to make it more of a competitive element, thereby changing the competitive equation for everyone. Furthermore, total quality management is a way to continuously improve performance at every level of operation, in every functional area of the organization, using all available human and capital resources. Improvement areas are addressed in a way that is aimed towards satisfying board goals such as cost, quality, market, share, schedule, and growth. In an ongoing effort, it demands commitment and discipline from those employees's within an organization as well. Apparently the TQM model requires the integration of all employees, suppliers, and customers within the corporate environment (Seddon 1989). This is to guarantee the well-being of the business and to continue to secure its success in reasonable market areas as well.
Therefore, TQM embraces two underlying tenets. First, quality managemen
This gathered research defines TQM as a process that is an organizational system which actively involves every function and every employee in satisfying customers' needs, both internal and external. TQM works by continuously improving all aspect of work through structured control, improvement and planning activities that are carried out in concern with guiding ideology; and of which focus on quality and customer satisfaction as the top priorities…
It is explained that when a customer complaint appears managers often decide ‘to improve internal operations’ (Campanella 17). In this way, it is expected that quality of product/ service will be increased, so that customer is satisfied. However, this practice can lead to the following implication: operational costs are increased and ‘the potential for profit is decreased’ (Campanella 17).
373). According to Pfau (1989) TQM is an approach towards improving the quality of services and goods on a continuous basis which involves participation of individuals at every functional level of an organisation. This study deals with the TQM practices followed at Toyota and how they manage to improve the quality of their products along with all the associated business activities.
Moreover, enterprises were not way about the quality of service they delivered. However, the authors note that this has drastically changed as organizations have become increasingly adaptive in offering both tangible products and services that are globally competitive through TQM techniques.
Technical Development 10 3.3. Marketing the Product 12 Figure 1: Diagrammatic Representation of the Operational Process of Chevrolet 13 Section 4 – Literature review: TQM 14 4.1. Process/ Prevention 15 4.2. Training and Education 15 4.3. Empowerment/ Organisation 15 4.4.
In fact, many studies reveal that to many, organizations, goals are just one and the same as the performance of the organization itself. It therefore becomes more challenging to realize set goals, thus the need for some frameworks through which the realization of set goals; short term as well as the long term goals may be evaluated (Ordonez et al, 2009, p.1-5).
Total quality describes the culture, attitude and organizational structure of a company that strives to provide customers with products and services that fully satisfy their needs. This culture requires quality in all aspects of a company’s operations, harnessing processes that do it right the first time and eliminate all defects.
Wang (1996) refers to TQM as an important methodology to integrate lateral functions and implement best practices. Implementation of such a plan on a continuous basis allows the business process to remain fresh, innovative
Total quality administration might be outlined as an administration framework for a client centered association that includes all representatives in persistent change. It utilizes system, information, and compelling correspondences to incorporate the quality order into
The author states that an important aspect of TQM is Team building. It allows organizational employees to coordinate and communicate. In addition, it helps to educate and guide employees in providing a wide level of flexibility and agility for their business environment. It also facilitates organizations to function with effectiveness and efficiency.
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