Discussing Total Quality Management standards

Discussing get along Quality Management standards legion(predicate) authors pitch discussed TQM Standards. Samuel K. M. Ho in the article Is the ISO 9000 Series for Total Quality Management? wrote that the philosophy of Total Quality Management is that of promoting continuous improvement in an administration and focuses primarily on total satisf travelion for both the internal and impertinent clients, within a management environment that seeks continuous improvement of individu aloney forms and processes. He added that the philosophy is based on an intense desire to get through victory. Achieving victory is a argufy for todays companies. Competition is intense and senior managers and CEOs thrive to contact a sustainable competitive advantage oer their competitors. Though some state see TQM as something necessary to reach competitiveness and emphasize the relation back between TQM and success (eg U/s GAO, 1991 Becker, 1993 Ghobadian and G aloneear, 1996), others claim TQM to be merely a management passion and point out that many companies expect failed to implement TQM (eg Binney, 1992 Harari, 1993 Hachman and Wageman, 1995) (Ulrika Hellsten and Bengt Klefsjo) As Hellsten and Klefsjo mentioned in their article there atomic number 18 different opinions of TQM. The goal of this assignment is to analyze the different views of TQM and identify whether TQM standards do help companies promote tint. It overly analyzes whether TQM standards vote for the satisfaction for both the internal and external nodes as tell by Samuel K. M. Ho, or else they ar diminishing the real scope of musical none by constraining establishment and creativity in todays descentes. Studies by different authors both for and against TQM result be analyzed to on a lower floorstand whether TQM standards improve or lessen bore of products and services. It is all- of the essence(predicate)(a) to add that various authors discussing TQM mentioned that there exists different descriptions of TQM and also (Boon O K, Atumugam V, Hwa T S (2005) verbalize that surprisingly, a limited amount of rigorous research has been done towards identifying the effects of cheeselike TQM practices on employees pass water-related attitudes. To come with it is vital to understand what is meant by TQM and its draw a bead on.Definition of Total Quality ManagementIn order to rig lumber one has to first consider who the customer is, and subsequently consider what the requirements of each different customer group are at any one clipping. (Leicester 20071.3) The Total Quality Management book of Leicester says that it is important to remember that when the direct of quality the customer expects is perceived by him as being exceeded by the level of quality he has received, then(prenominal) an opinion of good quality is formed. Vice versa the level of quality is express to be poor when the customers expectations of the level of quality he should receive exceed the level of quality the customer perceives he has actually received. at that settlefore for companies to succeed it is important to understand the level of quality that the customer is expecting. There are various definitions which have been identified by different authors lots(prenominal) asFitness for purposeConformance to requirementsZero DefectsThough the above phrases of quality all have different meanings in full general they all have common characteristics such(prenominal) as aim of run intoing the customer, provide crush quality at the lowest possible price and should be beau mondewide strategy. A definition which gathers the meaning of TQM has been defined in a website of Lean Manufacturing Concepts. TQM is a process and philosophy of achieving best possible outcomes from the inputs, by using them in effect and effectively in order to deliver best value for the customer, while achieving long term objectives of the organization Anon (2009). This sounds an appropriate definiti on of TQM since it emphasizes on the value received by the customer and in growth the organization attains its objectives.TQM Standards and BS EN ISO 9000TQM surviveed in 1927 with Elton Mayos Hawthorne experiments through 1932. Later in the 1950s Edward Deming taught statistical methods and Dr Juran taught quality management techniques to the Japanese. Many of the Total Quality Management theories were originated by Armand Feigenbaun. TQM continued evolving. New methods were introduced to support TQM such as Lean Manufacturing and Six Sigma. Broughton (2009) Also organizations rotter become certified to ISO 9000. Various ISOs have been essential for different sectors such as ISO ISO9001, ISO9002 and ISO9003. ISO standards have been set up to focus on business planning, quality management and continuous improvement. Broughton (2009) Broughton said that the key concepts of TQM areStructured system for exceeding customer expectations outline that empowers employeesDrives higher pr ofitsDrives lower costs day-and-night improvementManagement centered preliminary on improving qualityAs mentioned above the concepts of TQM are all centered for the benefit of the company and to satisfy the extremitys of the customer and ensure customer satisfaction. However, what are the impacts of TQM standards on creativity and innovation? Do TQM standards real focus on processes rather than employees thus affecting business innovation? In the next air division some arguments for and against TQM standards impart be discussed.Literature ReviewArguments For and Against TQM standardsAs Wood and Peccei (1995) stated, TQM is widely agreed as a way of managing organizations with the notion to enhance employees attitudes. Quality practitioners such as Deming (1986), Crosby (1979), Juran (1991) and Feigenbaum (1983) have written much on the idea of TQM philosophies and methods. Surprisingly, a limited amount of rigorous research has been done towards identifying the effects of wool ly TQM practices on employees work-related attitudes. (Boon O K, Atumugam V, Hwa T S (2005) In an article namely Does mushy TQM predicts employees attitudes? it is mentioned that a assess of the literature reveals that several TQM proponents believe that the soft aspects of TQM are essential to the success of TQM (Juran, 1964 Ishikawa, 1985 Deming, 1986 Aubrey and Felkins, 1998 Dale et al., 1992 Cruickshank, 2000). Powell (1995, p. 15) concluded that organizations that acquire the soft elements of TQM basis outperform competitors without the accompanying TQM ideology. Evidence from the growing literature on TQM failure emphasizes the give way of the soft side of quality management wherein the HR and organisational behaviour aspects of quality management are not given their deserved emphasis (Lowery et al., 2000Wilkinson et al., 1998 Cruickshank, 2000).TQM, which has been adopted by leading industrial companies, is a participative system empowering all employees to take responsib ility for improving quality within the organization. Instead of using traditional bureaucratic prevail enforcement, TQM calls for a switch in the corporate culture, where the new work climate has the following characteristicsAn open, conundrum-solving atmosphere democratic design making.Trust among all employees (staff, line, workers, managers).A sense of ownership and responsibility for goal achievement and problems solving.Self-motivation and self-abnegation by all employees.TQM requires that management, and eventually every member of the organization, commit to the extremity for continual improvement in the way work is accomplished. Business plans, strategies, and management actions require continual rethinking in order to develop a culture that reinforces the TQM perspective. The challenge is to develop a robust culture where the idea of quality improvement is not only widely understood across departments, only if becomes a fundamental, deep-seated value within each engag e area as well. Anon (2009)On the other hand Crawford (1998) argues that one of the main reasons for the present economic stalemate being experienced in Japan is the obstacle to innovation which is presented by the outlook of continuous improvement. He considers that this mentality reflects, in the main, a wish to avoid the embarrassment resulting from potential failures associated with floor change. The point is also made that a strategy of continuous improvement does not necessarily work in markets which constitute high risk investment, such as pharmaceuticals and microprocessors. These types of arguments tend to imply that TQM is not a valid paradigm in a world where changes are fit more and more frequent and need to be made at a faster pace. Martinez Lorent A.R, Dewhurst F, Dale B G (1999) It continues that though TQM is seen as business innovation it does not necessarily mean that it promotes business innovation.Martinez Laurent, Dewhurst and Dale said that TQM tends to les sen business innovation such as improving processes and improving the way in which race are managed with the aim of adapting to the changing environment. On the other hand Curry and Clayton (1992), Imai (1986) and Miller (1995) said that progressive business innovation can be achieved by TQM through continuous improvement. In the article TQM and business innovation it is also mentioned that Companies following TQM approach can more than easily assimilate innovations imported from other situations due to the willingness of its employees to accept new ideas as a result of the continuous improvement ethos promoted by TQM Martinez Lorent A.R, Dewhurst F, Dale B G (1999)It is evident from the literature reviewed that TQM is becoming a major requirement for organisations to be successful and gain a competitive advantage. As time goes by customers are becoming more demanding and companies have to focus on identifying customer needs to achieve customer satisfaction. In an article of TQM o n the web it says that the views of todays companies of TQM include characteristics such as an open problem solving atmosphere and participatory termination making. Anon (2009) This is an evidence that it is not true that TQM focuses on processes and neglects the people aspect. To adapt to the changing of customers needs and this changing environment TQM promotes employee involvement and as mentioned above participatory last making. This would also lead to employee satisfaction and motivation.Though it is claimed that TQM has various benefits various companies have claimed that TQM implementation resulted in a failure. Thus it is necessary that companies manage TQM efficiently and effectively. The next chapter of this assignment will outline some of the aspects which need to be considered for the successful implementation of TQM.Successful implementation of TQMBefore applying any TQM standards a company should have a well defined strategy and representation in place. Having a str ategy in place means that the company has pre defined set of objectives to achieve. The operational and management structure should be adopted to achieve the set strategy. The mission statement should reflect the values and beliefs which underpin all corporate activities. (Leciester 20074.5) A mission statement has to be well communicated to the employees and has to inspire people with the aim of achieving the goals set by the company. Last but not least a company should set value statements. Value statements should guide the way people within the organization function and as such should be a substantial influence on the development of a total quality culture. (Leicester 20074.8) Helsten and Klefsjo believe that before applying any TQM standards a company has to start with core values and only then the techniques and tools are selected as shown in the diagram below.Increase external and internal customer satisfaction with a reduced amount of resources.TechniquesCoreValuesToolsThe te chniques and tools selected will then have to be adopted. For instance an example mentioned by Hellsten and Klefsjo, the core value Let everybody be act can be implemented by techniques such as improvement groups and quality circles. The tools might be Ishikawa diagram, Pareto diagram and histograms. Core values characterize the organization and as these change overtime the techniques and tools will have to fit these values.Robert Dunn says that most importantly before implementing BS EN 9000 one has to be thinking near quality in the company and in all its activities. It is useless implementing the standard just for the sake because purchasers compulsion the certification. (Dunn R 199511)Today, developing quality across the entire firm can be an important function of the human resource management (HRM) department. A failure on HRMs part to recognize this opportunity and act on it may result in the loss of TQM implementation responsibilities to other departments with less experti se in training and development. The ultimate consequence of this loss is an ineffective implementation of the TQM strategy. Thus, HRM should act as the pivotal change agent necessary for the successful implementation of TQM.Based on this customer first orientation, organizational members are constantly seeking to improve products or services. Employees are encouraged to work together across organizational boundaries. Underlying these cooperative efforts are two crucial ideas. One is that the initial contact with the customer is comminuted and influences all future association with that customer. The other idea is that it is more costly to acquire new customers than to upkeep the customers you already have. Exemplifying TQM here would mean that the HR department would need to train itself, focusing on being customer-driven toward other departments. Anon (2009)The effective use of quality improvement teams, and the TQM system as a whole, can be reinforced by applying basic principle s of motivation. In particular, the recognition of team accomplishments as impertinent to those of individuals, and the effective use of goal setting for group efforts, are important in driving the TQM system. The HR department is in a position to help institutionalize team approaches to TQM by designing judgment and reward systems that focus on team performance. For many companies, the philosophy of TQM represents a major culture reassign away from a traditional production-driven atmosphere. In the face of such radical operational makeovers, a ascertain implementation effort is vital to prevent TQM from becoming simply just another management fad. cured management must(prenominal) take the lead in overt support of TQM.Anon (2009)Part of HRMs operating(a) expertise is its ability to monitor and survey employee attitudes. This expertise can be particularly important for a TQM program, since getting off to a good start means having information about live performance. Thus, a p reparatory step is to administer an employee survey targeting two primary concerns. One involves identifying troublesome areas in current operations, where improvements in quality can have the most impact on company performance. The other focuses on determining existing employee perceptions and attitudes toward quality as a necessary goal, so that the implementation program itself can be fine-tuned for effectiveness.Beyond communicating the TQM philosophy, the specific training and development needs for making TQM a virtual(a) reality must be assessed. Basically HR professionals must decide the following What knowledge and skills must be taught? How? What performance (behaviours) will be recognized, and how will we reward them? HRM has faced these questions before and can best confront them in the TQM process. Training and development that does not fit within the realm of these questions will more than likely encounter heavy resistance. However, training and development does fall w ithin the realm of these questions probably will be accepted more readily.Testimonies from Various CompaniesTQM standards help you clarify and identify customers requirements. Furthermore TQM help a company deliver what the customers order and on time, spot product deficiencies and improve processes and also improve competitiveness.Alan Davis from Ind Coope Burton Brewery highly believes that the company is committed to a total quality culture. He adds that with this approach all parts of the company are involved in continuous improvement in return this gives the assurance of quality to the customer. He also added that the company will soon be ready to seek registration of its quality system to BS 5750. (Moritiboys Oakland J 199435).Acorns Nurseries of Cardiff which is a child care centre claimed that by seeking registration under BS EN ISO 9002 they would be able to demonstrate the quality of their service thus would inspire self-reliance in their customers. Acorns said that the advantages of having a documented system areEnsure standards are throughout amongst all their sites.Well kept records, stock control ensures consumables are available and parents concerns are replied quickly.Most importantly the efficient management system allows the nursery nurses to get on with what they are best at looking afterward children. (Dunn R 19957)Below are some of the benefits of TQM standards by Robert DunnMotivate staff to improve performance adjust key roles in the companyConsistent in orders and deliveryGood management of customer complaintsContinuous improvementGlossop Carton a company which achieved certification in 1992 says that since the certification gross profit has move up and when things go wrong, they can now pin point where they have gone wrong. Therefore then they can adjust accordingly and learn from mistakes thus promoting a better quality product for the customer.ConclusionIn the book of Leicester in an article by Moritiboys Oakland it is mentione d that The International Standards Organisation (ISO) Standard 9000 Series sets out the methods by which management system, incorporating all the activities associated with quality, can be implemented in an organization to ensure that all the contract performance requirements and needs of the customer are fully met. In the article Implementing BS EN ISO 9000 it is said that the standard is flexible and companies big or small can adapt it to their needs and be compliant. A proof of this is the write up by Pat Martin founder of Stelmax a business employing 12 people. I used to think BS EN ISO 9000 was just for the big fish in the sea. She emphasizes that quality is important to all firms no matter the size. She says that the quality of the products improved which is highly required factor in this increasingly competitive market. (Dunn R 19956)It is evident from the literature reviewed that TQM standards are important for organizations and as time passes its popularity is increasing c onsiderably. TQM standards are also required to outcompete competitors in this increasing market. However for a successful implementation and to promote innovation and creativity it is necessary that organizations primarily identify the core values and also do not neglect the human resources aspect. Training and development, setting up TQM focus teams, support from senior managers, involvement in decision making, communication and rewards are the essence of successful TQM implementation. These all lead to employee satisfaction and in return will ensure customer satisfaction which is the fad of TQM.Last, TQM is necessary because it works. The pioneering firms in TQM include American Express, IBM, Xerox, 3M, Toyota, Ricoh, Canon, Hewlett-Packard, Nissan and many others. Samuel K.M (1993)