Continuous improvement is a key element which enables the organisation to meet customer requirements, but it can be achieved when all employees understand what and how they are supposed to do and in what direction. Hence it is the responsibility of the management team to generate opportunities for continuous improvement. Although many strategic management theorists agree that internal and external factors affect the way organisations are managed, but, there are times when some important factors remain unnoticed by contemporary TQM theorists and gurus.
TQM philosophy shows that countries such as USA, Japan and the majority of countries in the European Union have already adopted TQM as a basic business management approach. However, this does not seem to be the case with many developing countries.
Crosby (1979) proposed 14 steps for attaining quality improvement and his approach is more focused on quality. He says : "we all believe that the problem belongs to management, prevention is the way to get it and we are all impatient that everyone is not leaping into what we see as a sensible mature philosophy of doing things, .
Deming (1986) says that quality should focus on the worker, since worker is also the internal customer and that his needs, which, is job satisfaction should be met. Improvement in quality cuts down costs and increases the profit margin of organisations. He also emphasises the importance of commitment and determination of management to improve quality and argues that employees cause only 20 percent of all the defects in an organisation. Juran (1995) too shares the opinion expressed by Deming, by saying that 80 percent of all quality defects are caused by factors which are directly under control of management. He is also emphasizing the fact that top management should remain involved and must try hard to eliminate
Previous research in Strategic Business Management has shown that TQM implementation is important for banking sector in Libya for a variety of reasons. It provides motivation to the members of the organisation, reduces the chance of mistakes on employees’ behalf and brings…
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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