Introduction. Andrei Octavian Paraschivescu And Florin

In order for an organization to achieve long term success, it must consistently evaluate those plans and consider all of the organization’s entities and how they link together. By appraising the existing performance management process, it forces deeper analysis of the process, as well as its intended and unintended influences towards employees and the organization.

Given the highly competitive nature of today’s markets we as a company must provide high quality products to survive. Quality itself has become a major competitive factor and in many ways is a contributing factor in success or failure. The intent of this memo is to identify, explain and evaluate the three types of cost associated with quality.

Andrei Octavian PARASCHIVESCU and Florin Mihai CAPRIOARA depict the way companies may enhance the performance quality known as a performance action plan, in providing to employees the opportunity to reach a quality performance while holding them liable for past performance. In addition, both authors argue that it is vital to open a true dialog and feedback from the voice of the customers to the stakeholders. Thus, managers must expand a Strategic Quality Management approach to build an affiliation between the corporate strategy and the quality management policy. In this article summary, we will focus on the method; organizations can widen an inspiring Strategic Quality Management approach, through the core concepts of SQM. Moreover also, we will demonstrate new methods of using SQM to improve, and sustain businesses expansion.

Quality means the total features and characteristics of a product or service that has effects upon its ability to satisfy stated or implied needs (Davidson et al. 2006). All the challenges that managers need to face to are mentioned and defined above, the analysis of the relevance of these challenges and economic results will be addressed in the next paragraph.

Today’s society is faced with a plethora of media appealing to their emotional state by advertising the basic human need, to eat. The images that we see each and every day of our lives appear in media such as, magazines, billboards, television, during movies, and on the internet. These images are artfully recorded as film or photographs in such an advanced way that they tempt and tease our senses, inviting us to purchase and eat such a wonderful product (Cyberpat.com, 2013). Our senses are bombarded with messages constantly and are extremely sensitive to the messages they receive. The sense of sight and sense of smell are particularly sensitive and have a special connection with the processing of messages that affect the emotions Croy, Schirato and Webb, 2004). This is often referred to as The Hedonic Experiential Model. It is refers to the way consumers process information based on the concept that purchasing decision may be spur of the moment or irrational. This model reflects the emotions of the consumer, which more than likely, have been influenced by advertising or visual propaganda. (Clow) It is with little wonder that advertising or mass media propaganda, are expressed utilising the senses, and in particular, the sense of sight (Alden and Steenkamp et al., 1999).

This week’s assignment is about evaluating the quality issues of three organizations. The three sectors I chose to evaluate are manufacturing, service and government. I will then discuss the importance of quality to each organization, the relationship of quality to customers, the leadership commitment to quality and the alignment of quality to the organization’s strategic goals and objectives.

References1.David A. Grarin, 1987 Competing on the eight Dimensions of Quality, Harvard Business school Review, Nov-Dec, Pp.101-109.

They use a broader concept of quality: Quality of people, products and performance. Quality is a big issue for the company.

     The concept of quality should be built in at the design stage of the product. Each product should be viewed as “one of a kind” and there is only

An observation had been made that products rarely failed in the first 3 years of customer-usage. Therefore, the simplest way to prevent product-breakdowns was to ensure that the process prevented defects of any kind, making detection and repair redundant. External

In reality brands can exist forever if they are managed to stay in step with their target customers' unmet needs, preferences, wants and strive to exceed their expectations. Brand familiarity and execution are key to the longevity of any marketing strategy, and to attain this over time brand marketers must stay agile enough to shift with customer's needs, both actual and planned (Palmer, 2010). Consider Proctor & Gamble and their approach to branding soap over the last one hundred years, where the product itself was changing and continually improving yet the brand equity accumulated over decades of consistent execution (Srivastava, 2009). The ability of a brand to stay agile and take risks is also predicated on how much trust it has created and keeps fueling over time with its customer bases as well (Urde, 1994). A brand can survive over a very long time by concentrating on the customer first and their needs, making those the galvanizing force of the entire branding network (Sarkar, Singh, 2005).

Our company should make sure that manufacturers deliver products with the highest design specification, in order to be order-winner quality conformance, by delivering products with no defects (Hill and Hill, 2012). Furthermore, improvements in quality lead to a decrease in cost for the company. According to (Evans, 1997) higher quality products lead to a decrease in costs for the company through higher productivity: ‘improvements in quality leads to lower cost because of less re-work, fewer mistakes, fewer delays and snags’ (Evans 1997, P.55).

Critically assess an organisation (from any sector or size) in relation to the application of “Quality Culture” and its relation to the “Global Competitiveness”. Devise and discuss an improvement plan. Your response should include an introductory section containing key organisational contextual information such as, sector, products, numbers employed, key finance measures, growth trends, market trends.

Even though Deming, Juran, and Crosby all have similarities between their key principles in quality management there are several aspects that are different to the approaches. They all recognize the importance of measurement to improve quality; however, the level of importance each emphasizes is different. Crosby and Juran view the cost of quality as the focus of measurement whereas Deming does not use the cost of quality as a focus (Suarez, 1992, p.18). To Deming, meeting the customers’ needs and expectations about a product or service is of higher importance to quality. He also considers unknown costs such as the impact of lost customers to be more significant than visible costs (Suarez, 1992, p.18).

Quality is never an accident it is always the results of high intention, sincere efforts, intelligent directions and skillful execution, it represents the wise choice of many alternatives.