Principles of Total Quality Management
Analyse Total Quality Management of your chosen Organisation.
Total quality management can be defined as the long-term approach to quality management with the help pf customer satisfaction. The members of the organization need to participate in an active manner in the improvement of the products, processes, services and culture in which the employees work. The process of total quality management can be termed as the approach of an organization which focusses on the needs and the demands of the customers. The method thereby makes use of the data, strategy and the effective communication which helps in the integration of the quality discipline into the activities and the culture of organizations (Ross 2017). Total quality management can be defined as the continuous process by which the organizations are able to eliminate or reduce the errors that are related to the streamlining of the supply chain management based process and the in improving the experience of the customers (Goetsch and Davis 2014).
The discussion will be mainly based on the analysis of the various organizational processes which are a part of the total quality management system. The different ways by which the total quality management process helps in the operations of an organization will also be discussed.
The total quality management related approach of the organization is based on the continual improvement of the operations of the business organization. This process helps to ensure that the employees in the organization are working for the same goals which are related to the improvement of the services and the products of the organizations (Jiménez-Jiménez et al. 2015). The principles of total quality management are as follows,
- The process of total quality management is extremely focussed on the customers. It fosters the improvement of the quality irrespective of the area of operations of the organization. The customers play an important role in the determination of quality of the products and the services.
- The employees of the organization participate entirely in the achievement of the common goals. The commitment levels of the employees are important for providing the proper work environment to employees. The work systems of the organizations are also quite high-performance in nature due to the successful implementation of total quality management (Aquilani et al. 2017).
- Process thinking is considered to be a major part of the total quality management method. The process can be defined as the series of steps which involve the inputs that are taken from the suppliers and the outputs that are provided to the customers.
- The horizontal processes of the organizations are a part of the total quality management system. The micro-processes within the organizations add up to bigger processes and they aggregate into the business processes which are required for the definition and implementation of strategy (Obeidat et al. 2016). The vision, mission and the principles of the organization play an important role in the formation of the total quality management systems. The unique culture of the organizations is also taken into account in the quality management system. The services and products of the company cannot be managed in a proper manner if the culture of the organization is not positive in nature (Akgün et al. 2014).
- The systematic and strategic approach of achieving the mission, vision and the goals of the organizations is considered to be a critical part of the total quality management system. The strategic management or strategic planning thereby includes the formulation of the strategic plans which help in the integration of quality as a major component (Khanam, Siddiqui and Talib 2016).
- The continual improvement of the organizational process is an effective thrust that is provided by the TQM system. The continual improvement thereby drives the organizations to be creative analytical. The organizations can also become much more competitive and are able to meet the expectations of the stakeholders effectively (Fu et al. 2015).
- The fact-based process of decision making process is also a part of the total quality management system that has been implemented in the organizations. The process of TQM thereby requires an organization to continuously collect and the analyse the data so that the decision making process can be accurate.
- The effectiveness of the communication process in the organizations plays an important role in the day to day operations and the process of change implementation as well (Chuang, Chen and Tsai 2015).
Total quality management is an approach of management that originated in 1950s and has gained popularity within the 1980s. The total quality based process is based on a description of the attitude, culture and the organizing of the processes of the company in an effective manner. The eight element that need to be taken into consideration for the successful implementation of TQM are, ethics, integrity, trust, training, teamwork, leadership, recognition and communication (Mohammad Mosadeghrad 2014). The elements of total quality management can be further divided into four groups. The first group is the foundation which consists of ethics, integrity and trust. The second group is the building bricks which consists of training, teamwork and leadership. The third group is the binding mortar which consists of communication and the fourth group is roof which consists of recognition (Talib and Rahman 2015).
Deming’s Theory and PDSA Cycle
Total quality management is based on many theories and concepts which help in the explanation of the various steps that are related to its implementation in the organizations. Deming’s theory can help in the proper understanding of the system of total quality management in organizations. Deming’s theory helps in the implementation of total quality management in the companies. This is a set of various management related practices that can help in the increase of the productivity and quality (Chaudary, Zafar and Salman 2015). The Deming’s 14 points for total quality management are as follows,
- Creating constancy of the purposes for the improvement of services and products.
- The adoption of the new philosophy.
- Ending the practices of awarding the businesses based on prices and minimizing the total cost with the help of a single supplier.
- Improving the processes related to planning, service and production on a constant basis.
- Training provided related to the job.
- Adopting and instituting leadership (Androniceanu 2017).
- Driving out the fear.
- Breaking down the barriers between the staff areas.
- Eliminating the slogans, targets and the exhortations for the workforce.
- Removing the barriers which rob the people of pride of the workmanship and eliminating the merit system and annual rating.
- Instituting vigorous programs related to self-improvement and education for all.
- Putting everybody in the organization to work so that they are able to achieve the transformation (Augusto, Lisboa and Yasin 2014).
The Deming’s Cycle or the PDSA cycle is a continuous process of quality improvement based model which consists of a logical sequence of four steps which are repetitive. The four steps are mainly, Plan, Do, Study, Act. The Deming’s PDSA cycle is implemented in the organizations on a periodic and repetitive basis. The four steps of this cycle can be defined as,
Plan – planning ahead for the change and analysing and predicting the results.
Do – executing the plan and taking small steps in the controlled circumstances.
Study – checking and studying the results.
Act – taking action for the standardization or the improvement of the process (Ebrahimi, Wei and Rad 2015).
The major benefits of the PDSA cycle are as follows,
- Daily management of the routine for the individuals and the team.
- Process related to the solving of problems.
- Management of projects.
- Continuous development.
- Vendor development.
- Development of the human resources.
- Development of the new products.
- Trails based on processes.
Another significant concept of quality management is Kaizen. This is a Japanese word which can be translated into continuous improvement. Kaizen is a core principle based on quality management which is a part of the methods based on lean manufacturing and total quality management (Izvercian et al. 2014). The concept was developed in the 1950s and 60s and it continues to be an important practical and philosophical aspect of the some of the Japanese corporations. Kaizen can also considered as a way of thinking, behaving and working which are embedded in the values and the philosophy of the organizations. Kaizen thereby needs to be lived rather than enforced or accepted. The aims of the Kaizen organizations are mainly defined as follows,
- To be stable, profitable, innovative and sustainable.
- To eliminate the waste of money, time, materials, effort and resources and the increased productivity and effort.
- To make the incremental improvements to the processes, systems and the activities before the problems that arise rather than correcting them after events.
- To create a dynamic and harmonious organization where the employees participate and they are valued (Ebrahimi, Wei and Rad 2015).
The implementation of total quality management systems provides many benefits to the organizations and the customers of the organization as well. The management of the quality can help the organizations regardless of the size and the services or products that are offered by them. The new business organizations are also able to make a good start after the total quality management process is implemented (Augusto, Lisboa and Yasin 2014). The various benefits that are provided by the implementation of the total quality management system are as follows,
- Achievement of greater consistency levels in the various activities that are involved in providing the services or products.
- Reducing the mistakes which can cost quite high for the company.
- Increasing the efficiency by the improvement of the usage of the time and resources.
- Improving the levels of customer satisfaction.
- Marketing the business in an effective manner.
- Exploitation of the new market sectors and the territories.
- Managing the growth in an effective manner and making the integration of new employees easier.
- Improving the processes, products and systems on a constant basis (Chaudary, Zafar and Salman 2015).
Kaizen Approach
For example, the quality system that is used by the manufacturing business organizations may include the looking up for more efficient processes of manufacturing and the speeding up of the distribution. The ISO 9000 series of the standards is the set of the international standards that are applied to management of the quality systems. This also includes ISO 9001, which is an internationally agreed standard for the quality management system. The achievement of the ISO 9001 certification can also lead to the formation of a new business organization.
The analysis of the total quality management system has helped me in understanding the importance of quality for the development of the organizations. The ways by which the management of quality can help in the achievement of the common goals of an organization irrespective of the size and the sector of its operations has helped me to gain deeper knowledge of the subject. On the other hand, the management of quality can also in building a positive environment in the organizations. I have also learnt that in the modern business environment, the application of total quality management is important. The system of total quality management can thereby play an significant role in the successful management of the revenues and profitability of the organizations. The study of the total quality management system has enabled me in understanding the role that is played by the quality of the services and products offered by the organization. The development of the organization is also based on the ways by which total quality management system is implemented in the processes.
Conclusion
The discussion can be concluded by stating that the system of total quality management is important for the proper operations of the organizations in the modern business environment. The system of quality management has thereby played a important role in the success of the organization in the business environment. The management of the quality of various services and goods that are offered to the customers is necessary for the reputation of the company as well. The company is thereby able to increase the profitability and the revenues with the help of the proper management of quality. The quality of the services and the goods can thereby determine the position of the company in the industry in which it operates.
References
Akgün, A.E., Ince, H., Imamoglu, S.Z., Keskin, H. and Kocoglu, ?., 2014. The mediator role of learning capability and business innovativeness between total quality management and financial performance. International Journal of Production Research, 52(3), pp.888-901.
Androniceanu, A., 2017. The three-dimensional approach of total quality management, an essential strategic option for business excellence. Amfiteatru Economic, 19(44), p.61.
Aquilani, B., Silvestri, C., Ruggieri, A. and Gatti, C., 2017. A systematic literature review on total quality management critical success factors and the identification of new avenues of research. The TQM Journal, 29(1), pp.184-213.
Augusto, M.G., Lisboa, J.V. and Yasin, M.M., 2014. Organisational performance and innovation in the context of a total quality management philosophy: An empirical investigation. Total Quality Management & Business Excellence, 25(9-10), pp.1141-1155.
Chaudary, S., Zafar, S. and Salman, M., 2015. Does total quality management still shine? Re-examining the total quality management effect on financial performance. Total Quality Management & Business Excellence, 26(7-8), pp.811-824.
Chuang, S.S., Chen, K.S. and Tsai, M.T., 2015. Exploring the antecedents that influence middle management employees’ knowledge-sharing intentions in the context of total quality management implementations. Total Quality Management & Business Excellence, 26(1-2), pp.108-122.
Ebrahimi, Z.F., Wei, C.C. and Rad, R.H., 2015. The impact of the conceptual total quality management model on role stressors. Total Quality Management & Business Excellence, 26(7-8), pp.762-777.
Fu, S.L., Chou, S.Y., Chen, C.K. and Wang, C.W., 2015. Assessment and cultivation of total quality management organisational culture–an empirical investigation. Total Quality Management & Business Excellence, 26(1-2), pp.123-139.
Goetsch, D.L. and Davis, S.B., 2014. Quality management for organizational excellence. Upper Saddle River, NJ: pearson.
Izvercian, M., Radu, A., Ivascu, L. and Ardelean, B.O., 2014. The impact of human resources and total quality management on the enterprise. Procedia-Social and Behavioral Sciences, 124, pp.27-33.
Jiménez-Jiménez, D., Martinez-Costa, M., Martínez-Lorente, A.R. and Rabeh, H.A.D., 2015. Total quality management performance in multinational companies: A learning perspective. The TQM Journal, 27(3), pp.328-340.
Khanam, S., Siddiqui, J. and Talib, F., 2016. Role of information technology in total quality management: a literature review.
Mohammad Mosadeghrad, A., 2014. Essentials of total quality management: a meta-analysis. International journal of health care quality assurance, 27(6), pp.544-558.
Obeidat, B.Y., Hashem, L., Alansari, I., Tarhini, A. and Al-Salti, Z., 2016. The effect of knowledge management uses on total quality management practices: A theoretical perspective. Journal of Management and strategy, 7(4), p.18.
Ross, J.E., 2017. Total quality management: Text, cases, and readings. Routledge.
Talib, F. and Rahman, Z., 2015. Identification and prioritization of barriers to total quality management implementation in service industry: an analytic hierarchy process approach. The TQM Journal, 27(5), pp.591-615.
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