Research paper on Total Quality Management (TQM) - Assignment Point, total quality management paper.3/29/2017 We emphasize quality and delivery performance rather than price in selecting suppliers [42. 58. 61 –63. 65. 68. 70 ]. Organizational top management (senior executives and supervisors) views improvement in quality as a way to increase profits [65. 70 ]. Our employees’ turnover rate is low [59. 65 ]. We develop and implement our strategies and plans based on data concerning customers’ requirements and the firm’s capabilities [42. 62 ]. Table 7: The results of the regression analysis between TQM index and performance measures. Table 14: The result of the regression analysis between TQM practices and market and financial performance. As presented in Table 6. the mean values of TQM practices were greater than four. This means that the firms that participated in the survey, in general agreeing essay, have implemented TQM highly with the Lai et al. [74 ] definition. The study has found that all factors are positively correlated with each other at the significance level of Received 24 April 2013; Revised 20 September 2013; Accepted 1 January 2014; Published 16 March 2014 Our employees’ organizational commitment is high [59 ]. Only the items that remained after the reliability tests and EFA are given in the appendix. The sources of each item in the questionnaire are given in the parenthesis at the end of the related item. Quality data (error rates, defect rates, scrap, defects, rework rates, cost of quality, etc.) are available [37. 58. 65. 70 ]. Table 13: The result of the regression analysis between TQM practices and customer results. Knowledge and process management practice is the only TQM factor that directly and positively affects inventory management performance and innovation performance (Tables 9 and 11 ). When a firm has an effective performance measurement system my family essay conclusion, it monitors data on quality and the processes successfully making good decisions essay, and it gets its current performance data as needed, to appropriately manage its inventory. Thus, turnover rate of purchased materials and inventory can be improved. Errors/mistakes in the processes can be figured out and corrected; processes are improved and innovativeness of the firm is achieved via controlling the processes periodically and monitoring the quality data continuously. With effective knowledge and process management practices, the firm can also introduce innovative products/services frequently and it can increase its sales and profitability. By successful monitoring of the data on quality, special cause variation in the process can be removed, and the special cause variation can be differentiated from the common cause variation. Therefore, new product or service installment or process development can be made on time. This can trigger new product/service or process development. Knowledge about the environmental impacts of the products/services or processes can be used in monitoring and improving design of the products/services or processes such as eliminating or reducing the harmful parts/components in the products or services with respect to the environment or health of the society. Designing robust processes improves total profitability of the firm. Because the model exceeded the required threshold values, common method bias would be expected not to cause a serious problem in data evaluation. The management communicates its strategy and objectives to the staff [42. 61. 62 ]. Some studies report that training is positively related to operational performance [1. 30 ], inventory management performance [30 ], employee performance [7. 41 ], innovation performance [30. 32 ], customer results [12. 30 ], market and financial performance [7 ], and aggregate firm performance [41. 42 ], while others report negative/insignificant results [43 ]. Based on the literature reviewed, we propose the following hypothesis. H4: Training is positively related to performance. Our employees’ job performance is high [65 ]. Our employees’ absenteeism is low [59. 65 ]. Table 10: The result of the regression analysis between TQM practices and employee performance. Reliability of our products/services is high [24. 58. 79 ]. Table 3: Demographic profiles of the respondents. We give clear, comprehensive, and standardized documentation about work methods and process instructions to employees [24. 31. 37. 43. 59. 65. 67 ]. The use of latest technological innovations in our new product is high [24 ]. Correlation coefficients values of independent variables are less than 0.8 (Table 6 ). This suggests that results will be close to true value, and their multicollinearity does not have an undue effect on the regression models [75 ]. Our employees understand the basic processes used to make our products/services [42. 62. 69 ]. Customer focus is the only TQM variable that significantly directly increases customer results (Table 13 ). It has been found that customer focus is positively related to operational performance, customer results, and market and financial performance. If a firm knows the needs and expectations of the customers accurately and on time via frequent communication with and feedback from the customers, the firm can produce high quality, reliable, and timely delivered products or services. Systematic measurement of customer feedback and its use in the product/service or process improvement can increase customer satisfaction. When a firm knows the customers’ current and future needs, expectations, and complaints accurately and on time, the firm can invest in profitable areas and improve its sales, market share, and total profitability. Customer complaints are used as input to improve our processes [12. 31. 65 ]. Academic Editor: David Bulger The number of our new products that are first-to-market is high [24 ]. TQM firms should give necessary training to all their employees to improve their proficiencies in their tasks. Effective training in management and improvement in quality bring success for the firms. Employees’ effective knowledge and learning capability will provide sustainability of quality management in the firm. Furthermore, learning organizations adapt rapidly to the changes and develop unique behavior, which distinguishes them from other firms and enables them to obtain better results. Quality does not begin in one department or function; it is the responsibility of the whole firm. Training should be given to all employees based on the results of the training needs assessment [26. 27 ]. Our firm is actively involved in the community [42. 61 ]. Table 7 shows the results of the regression analysis between TQM index and the various performance measures. All regression models are significant ( ) and TQM index is significantly and positively related to performance. This shows that TQM practices, in general, improve firm performance. The positive relationship between TQM and performance measures shows the importance of each of these practices to improve sustainability. The reasons of TQM implantations and ISO certification may guide managers on how to motivate employees in these applications in order to improve firm performance. Discovering the barriers to TQM can be used for the firms who are in the planning or early stages of TQM practices to improve awareness and understanding of its principles. They can also be used for the firms who have already used TQM for some time to assess the progress and to improve their organizations [78 ]. TQM is a holistic and ethical approach of the firms to continuously improve their products/services or processes involving all stakeholders in order to satisfy their customers and to improve performance and sustainability. The results give that overall TQM practices improve all performance measures. Leadership does not affect performance. This is supported by the results of Choi and Eboch [11 ] and Kannan and Tan [50 ]. Knowledge and process management practices improve inventory management performance dissertation droit administratif exemple, innovation performance help with dissertation writing english, social responsibility, and market and financial performance. Successful training improves operational performance, employee performance, and customer results. It has been found that successful supplier quality management enhances social responsibility. Effective customer focus efforts increase operational performance, customer results, and market and financial performance. Effective strategic quality planning efforts improve employee performance and social responsibility of the firm. strongly agree, which indicates respondents’ disagreement or agreement with each item, respectively. Only the items of the reasons of and the barriers to TQM practices and the reasons of being ISO certified were open-ended questions. Copyright © 2014 Esin Sadikoglu and Hilal Olcay. This is an open access article distributed under the Creative Commons Attribution License. which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. School of Business Administration, Gebze Institute of Technology, 41400 Kocaeli, Turkey Total inventory turnover is high in our firm [1. 80 ]. Tables 7 –14 present the results of the regression analysis between the TQM practices and operational performance, inventory management performance, employee performance, innovation performance, social responsibility, customer results, and market and financial performance, respectively. In all regression tables, the regression models are statistically significant ( ). The coefficient of multiple determination case study questions to ask, The barriers to TQM practices might have caused to the mixed results in different studies. We decided on leadership, knowledge management, training, supplier quality management cover letter example for teachers, customer focus, strategic quality planning, continuous improvement, employee involvement, and process management as the factors of TQM practices based on the literature review. We also included multiple performance factors, namely, operational performance, inventory management performance, employee performance, innovation performance, social responsibility, customer results, and market and financial performance, to cover all aspects of firm performance. Furthermore, the TQM index, which was developed by Sadikoglu and Zehir [3 ], was used as a composite variable of TQM practices. We adopted the items of the questionnaires of Ahire and Ravichandran [58 ], Bou-Llusar et al. [59 ], Chong and Rundus [60 ], Claver et al. [61 ], Conca et al. [62 ], Cua et al. [63 ], Das et al. [12 ], Kaynak [1 ], Prajogo and Sohal [24 ], Rahman and Bullock [64 ], Rungtusanatham et al. [43 ], Samson and Terziovski [31 ], Sila [65 ], Tari et al. [42 ], and Zu et al. [37 ] for both the TQM and performance measurements. The items of the questionnaires of Anderson et al. [66 ], De Cerio [67 ], Flynn et al. [68 ], Fuentes-Fuentes et al. [69 ], Saraph et al. [70 ], and Taveira et al. [71 ] were adopted for the TQM items, and the items of the questionnaires of Benson et al. [72 ], Kannan and Tan [50 ], and Terziovski et al. [53 ] were used for the performance measurement items. We inserted repeating items in each page of the questionnaire to figure out respondent bias and carefulness. The initial questionnaire included 51 TQM items and 29 performance items, respectively. Thirty-one items for the TQM practices and 27 items for the performance measures remained after exploratory factor analysis (EFA) and reliability analysis (appendix). The items included a five-point Likert-type scale anchored from strongly disagree to Table 6 lists descriptive statistics, Cronbach’s alpha values, and Pearson correlations for the variables in the research model. All factor loadings were greater than 0.50 thresholds. This means that unidimensionality and construct validity of the measures were satisfied. Cronbach’s alpha values of the factors were between 0.77 and 0.90, which surpasses the 0.70 threshold. This showed that all TQM and performance scales had acceptable reliabilities. 03.09 Quality Control Circles (QCCs) In order to become successful, leadership requires an intuitive understanding of human nature the basic needs, wants, and abilities of people. To be effective, a leader under‑ TQM is defined as both a philosophy and a set of guiding principles that represent the foundation of a continuously improving organization. It is the application of quantitative methods and human resources to improve all the processes within an organization and exceed customer needs now and in the future. TQM integrates fundamental management techniques, existing improvement efforts, and technical tools under a disciplined approach. Quality based organizations should strive to achieve perfection by continuously improving the business and production processes. Of course, perfection is impossible because the race is never over; however, we must continually strive for its attainment. 03.01.02 Role of TQM Leaders A 2002 survey on quality control circles (QCCs) by the National Productivity Corporation (NPC) of Malaysia revealed that the majority of the respondents were from the manufacturing (42.0%) and service (31.0%) sectors. Most of the projects undertaken were related to members’ own workplaces, work processes, service delivery, and product development. The vast majority (95.1%) of the respondents said that QCC activities had helped reduce operational costs, with savings reported ranging from US$125.00 to US$2 million, with the median of US$50,000. Management‑ Act, art, or manner of handling, controlling, directing, etc 02.02.02 Central Focus on the Customer. Also central to all TQM is a focus on the customer, the internal and external recipients of an organization’s products. Their needs and desires define quality for the producer whose job it is to meet or exceed the customer’s needs and expectations. A focus on customers helps an organization to do the right things. Since customer satisfaction is hard to measure, the measurement often is not precise. As with most attitudes, there is variability among people, and often within the same person at different times. Often, due to the difficulty of measuring feelings, customer satisfaction strategies are developed around clearly stated, logical customer opinions, and the emotional issues of a purchase are disregarded. This can be a costly mistake. The International Organization for Standardization (ISO) was founded in 1946 in Geneva, Switzerland, where it is still based. Its mandate is to promote the development of international standards to facilitate the exchange of goods and services worldwide. ISO is composed of more than 90 member countries. The United States representative is the American National Standards Institute (ANSI) The basic Plan Do Check Act (PDCA) cycle was first developed by Shewhart and then modified by Deming. It is an effective improvement technique. 02.02.07 Management Responsibility for TQM Leadership. Managers need to lead the transformation of the organization to the new culture of continuous quality improvement. They must accept personal responsibility for continuous quality improvement and be dedicated to empowering others in the organization to accept personal responsibility for it, too. This approach taps the collective genius of the organization to identify and solve problems. The leader’s focus is on policy, structure, and systems to sustain continuous quality improvement. Within this context, quality is the first among equals of the organization’s functions. Quality is at the top of the agenda for every meeting, every communication. The leader’s goal is to help people, things, and machines do a better job; the leader’s role is that of facilitator, catalyst, and coach. Performance measures are used to achieve one or more of the following seven objectives: The subject Introduction to Cost and Managerial Accounting is a vast one and due to the in short supply of time we could not complete many of the major portions. If we have had as much as necessary time and given apposite information, it was for sure that we could have industrial a much better report on this topic. This was not at all an easy project to complete. Gathering information was also a difficult task. What ever the limitations were, we made our best effort to overcome them and anchor safe.No matter how good we do in designing the project but it’s the knowledge that we gather that remains us till the end and satisfies us. At last, we hope that our attempt behind this project is a successful one and will surely bear the expected fruit. Senior leaders should serve as role models through their ethical behavior and their personal involvement in planning, communications, coaching, development of future leaders, review of organizational performance, and employee recognition. As role models, they can reinforce values and expectations while building leadership, commitment, and initiative throughout your organization.” TQM, also known as Total Quality Control (TQC) help writing college entrance essay, is a management tool for improving total performance. TQC means organized Kaizen activities involving everyone in a company – managers and workers – in a totally systemic and integrated effort toward improving performance at every level. It is to lead to increased customer satisfaction through satisfying such corporate cross-functional goals as quality, cost, scheduling, manpower development, and new product development. In Japan, TQC activities are not limited to quality control only. Elaborate system of Kaizen strategies has been developed as management tools within the TQC approach. TQC in Kaizen is a movement aimed at improvement of managerial performance at all levels. As a natural follow-up to the concept of building quality into people, TQC starts with education and training of managers and workers. The major aim of these awareness and training programs is to implant TQC thinking in all employees. The four steps in the cycle are exactly as stated. First, plan carefully what is to be done. Next, carry out the plan (does it). Third, study the results did the plan work as intended, or was the results different? Finally, act on the results by identifying what worked as planned and what didn’t. Using the knowledge learned, develop an improved plan and repeat the cycle. The PDSA cycle is a simple adaptation of the more elaborate problem solving method discussed in the next section. Involving employees, empowering them and bringing them into the decision making process provides the opportunity for continuous process improvement. The untapped ideas, innovations lake essay, and creative thoughts of employees can make the difference between success and failure. Competition is so fierce that it would be unwise not to use every available tool. TQM is a management system- a philosophy, set of tools, and organizational models. It is known by names other than Total Quality Management, including: the Deming Management Method; in the United States Total Quality Improvement and Total Quality Commitment; in Japan- Total Quality Control, Company- Wide Quality Control, and kaizen, which in Japanese means gradual, unending improvement, doing little things better, setting and achieving ever higher standards. 02.02.05 Long- Term Thinking. TQM is also characterized by long- term thinking which helps mold the future by understanding the consequences of current actions. Such thinking requires decision making that is based on data, both hard and soft, and related to real problems, not symptoms. It requires time. It shies away from quick fixes arrived at by discussion and intuition. Long- term thinking works best in organizations where managers plan to stay, and thus have a stake in the consequences of their decisions. Total ‑ Made up of the whole To involve employees in productivity and efficiency improvement activities, a team-based environment must be developed in which they can participate actively in improving their process, product, or service performance. One such employee participation program is quality control circles (QCCs). 02.07 Benefits of TQM Problem identification answers the question, “What are the problems?” The answer leads to those problems that have the greatest potential for improvement and have the greatest need for solution. Problems can be identified from a variety of inputs. Quality ‑ Degree of excellence a product or service provides. The objective of this phase is to identify and prioritize opportunities for improvement. It consists of three parts: identify the problem, form the team (if one is not in existence) and define the scope. Automation and other productivity enhancements might not help a corporation if it is unable to market its product or service because the quality is poor. The Japanese learned this fact from practical experience. Prior to World War 11, they could sell their products only at ridiculously low prices, and even then it was difficult to secure repeat sales. Until recently, corporations have not recognized the importance of quality. However, a new attitude has emerged‑‑quality first among the equals of cost and service. To sum it up, the customer wants value. TQM has also been introduced to community colleges by mid- level managers who have come in contact with its principles through a curriculum designed and provided by the college for local business and industry. These managers begin to introduce TQM practices within their own areas. This grassroots approach often spreads laterally before upward. Other colleges have actually become involved in TQM along with a consortium of businesses in their service area. Business and college participants learn both TQM and about the challenges they have in common. The consortium then becomes a critical link with the community, as well as a source of problem solving, support, and encouragement for TQM. 03.01.01 Leadership Concepts 03.10.01 Reasons to Benchmark There is no universal definition of leadership and indeed many books have been devoted to the tonic of leadership). In his book Leadership, James MacGregor Bums describes a leader as one who instills purposes, not one who controls by brute force. A leader strengthens and inspires the followers to accomplish shared goals. Leaders shape the organization’s values, promote the organization’s values, protect the organization’s values and exemplify the organization’s values. Ultimately, Bums says, “Leaders and followers raise one another to higher levels of motivation and morality … leadership becomes moral in that it raises the level of human conduct and ethical aspiration of both the leader and the led, and thus has a transforming effect on both.”‘ Similarly, Daimler Chrysler’s CEO Bob Eaton defines a leader as “. someone who can take a group of people to a place they don’t think they can go.” “Leadership is we, not me; mission, not my show; vision all kind of company papers, not division; and community, not domicile.” As the above illustrates, leadership is difficult to define in anything other than lofty words. 03.13 TQM Concept in Community College Administration 03.05 PDCA Cycle 03.08 Performance Measures Many organizations, especially small ones with a niche, are comfortable with their current state. They are satisfied with the amount of work being performed, the profits realized, and the perception that the customers are satisfied. Organizations with this culture will see little need for TQM until they begin to lose market share. The phases are integrated because each phase is dependent upon the previous phase. Continuous process improvement is the objective, and these phases are the framework to achieve that objective. The concept of specialization of labor was introduced during the Industrial Revolution. As a result, a worker no longer made the entire product how do you do a essay, only a portion. This change brought about a decline in workmanship. Because most products manufactured during that early period were not complicated, quality was not greatly affected. In fact, because productivity improved there was a decrease in cost, which resulted in lower customer expectations. As products became more complicated and jobs more specialized, it became necessary to inspect products after manufacture. 02.02.01 Continuous Improvement of Quality. Fundamental to all TQM systems is improving the quality of the products and services provided by an organization. Such quality improvement results in greater productivity and enhances the ability of an organization to remain vital, employ people, and serve customers. A focus on continuous quality improvement helps an organization do things right. Process improvement achieves the greatest results when it operates within the framework of the problem solving method, In he initial stages of a program, quick results are frequently obtained because the solutions are obvious or an individual has a brilliant idea, However, in the Ion, term, a systematic approach will yield the greatest benefits , Therefore, TQM is the art of managing the whole to achieve excellence. The Golden Rule is a simple but effective way to explain it: Do unto others as you would have them do unto you. At this stage of the implementation process, it is important to communicate TQM to the entire organization. Communication is important throughout the implementation stage. Communication is necessary to create TQM awareness interest, desire, and action. Everyone needs to be trained in quality awareness and problem solving. This training is conducted when the employee is placed on a project team or the work group is ready for the training.
0 Kommentarer
Lämna ett svar. |