Introduction
The President Ralph Larsen has realized that Wengart has some major problems with the quality however he is focusing on the profitability instead of the longevity of the company. He needs to have the team focus on improving the quality problem or the company’s profits will continue to decrease. Larsen in the effort to improve the quality has decided to seek out help from an OD practitioner who suggests to Ralph to implement Top Quality Management (TQM). Larsen feels that this should be easy to implement and hands it off to Kent Kelly the Vice President. He feels that the TQM program was a matter of common sense (Brown, 2011, p. 365).
I. Problems
A. Macro
1. Wengart Aircraft should mandate total quality management
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3. The implementation of the TQM program is not being properly clarified for the other groups of management. The managers haven’t had proper training or guidance of what the expectations of the team to attain the desired results to improve the quality throughout the company.
III. Systems Affected
1. Structural – the company needs to flatten out the management authority for better communication at all levels. The teams are lacking structure to implement TQM and understand of how it can affect quality.
2. Quality – the company throughout management and productions workers question TQM and believe that it is designed to speed up production and would cause the reduction of the third shift. Allen Yoshida is now more worried about production instead of productivity
3. Productivity – Veteran workers George Karas and Shannon Potowski calculated that 20 % of the time their group worked on reworking defective harnesses (Brown, 2011, p. 365). They believe that TQM will increase productivity and cause layoffs in the plant.
IV. Alternatives
1. Bring in a new Quality Manager with TQM experience to implement the needed changes to bring improvement and make their customers feel that favorable changes are coming.
2. Set up a quality team that includes union and management members of the company
3. Educate all members of management on TQM implementation and the importance of quality
Arumugam, V., Chang, H., Ooi, K., and Teh, P. (2009). "Self-assessment of TQM practices: a case analysis", The TQM Journal, 21(1), 46 – 58. Retrieved from http://www.emeraldinsight.com.ezproxy.liberty.edu:2048/journals.htm?articleid=1766744&show=abstract#sthash.TkDGZoZ7.dpuf
In early 1990’s, Teradyne experienced a major change in leadership with the new CEO Alex D’Arbeloff. Alex grew interested in the risk of losing Teradyne’s competitive edge due to quality and reliability concerns. Although D’Arbeloff believed the team was exceedingly competent, he believed there were major operating problems regarding reporting and performance measurements. To minimize these problems, D’Arbeloff embraced total quality management (TQM). After 5 years of intensive effort, TQM principles were embedded into most aspects of work at the company and resulted in noticeable improvement in manufacturing quality and customer service. However, the engineering organization was resisting TQM because of the resulting late and over budget projects.
Yasin and Alavi (1999) conducted a quantitative study to determine if Total Quality Management (TQM) can produce quality improvement
10."Eliminate slogans". Another central TQM idea is that it 's not people who make most mistakes - it 's the process they are working within. Harassing the workforce without improving the processes they use is counter-productive.
Also, the company has to ensure the existence of business processes and ways of acquiring its merchandise possess the traits that can be analyzed, measured, controlled and improved. The firm and the top leadership have to realize that, a sustainable level of quality improvement, calls for the commitment of everybody in the organization and more importantly, the top-level management.
Smithers lost credibility with the first TQM graduates given the basic concepts being taught proved ineffective when employees attempt to implement what they learned. Employees saw first had that their efforts were ineffective in resolving a simple bouncing cart or protruding electrical outlet problem. Smithers and Murphy clearly did not have the support of senior corporate management on the TQM concept.
Total Quality Management is absent from the organisation. The company is not focused on continuously improving process performance through measurement of Key Performance Indicators, followed by appraisal and review.
The team of the organization that the TQM is implementing tries to take part in improving processes, products, services as well as the culture which they work. This approach is inspired by quality leaders such as Philip B Crosby, W. Edwards Deming, Kaonru Ishikawa and Joshep M. Juran.
Total Quality Management (TQM) is a long-term process the involves commitment, at all employee levels, and continuous improvement as to how activities are managed and controlled by organizations to present quality goods or services that satisfy internal and external customers' need and expectation(Miller, 1996). TQM is a bundle of tools, techniques, processes, principles and experts practices that over the years has been evolved and improved(Shiba,Graham and Walden, 1993). To name a few, researchers who significantly contributed in evolving TQM philosophy and practices, and tool and techniques are: Walter Shewhart, Edwards Deming, Joseph Juran, Armand Feigenbaum, Philip Crosby, Genichi Taguchi, and Kaoru Ishikawa (Boyer and Verma, 2010). In spite of differences in their TQM philosophy approach and definition, the fundamental principal goals of all TQM are the same. Oakland's idea of TQM does not differ either in that TQM objectives are fulfilled by realizing
Many people have come up with methods and statements which are available to businesses to look at and use to keep on top of quality management, the people who will be mentioned will be Deming, Crosby and Ishikawa.
Anjard (1995) argues that it is no longer a luxury or a question as to whether Total Quality Management (TQM) philosophy should be adopted. He states that “unless we adopt the concepts of continuous improvement, we are guaranteeing organizational obsolescence”. TQM is a visionary movement which represents a final recognition of a management philosophy that encourages employees to share responsibility for delivering quality services and products. Commitment from the top as well as a willingness to transform an organization from the bottom up is essential for effective implementation. More importantly Anjard (1995), goes on to say that effective TQM managers lead, coach and mentor amongst other things and that managers must train everyone and provide them with the knowledge, skills and tools needed for continuous quality improvement.
TQM has invaded countless industries and is a favorite “buzz word” of top executives and managers, TQM concepts are rarely fully implemented other than posters, memos, and press releases. While the basic concepts of TQM are inherently internal to each of us, the moniker of TQM continues to be an elusive goal that everyone in business “loves to talk about” but never successfully implements. This approach involves guaranteeing that an organization functions with a commitment
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.
The main principal comprises of internal customer in relation to TQM as well as encouraging the implementation of TQM program on
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