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Total quality management: three case studies from around the world

With organisations to run and big orders to fill, it’s easy to see how some ceos inadvertently sacrifice quality for quantity. by integrating a system of total quality management it’s possible to have both.

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There are few boardrooms in the world whose inhabitants don’t salivate at the thought of engaging in a little aggressive expansion. After all, there’s little room in a contemporary, fast-paced business environment for any firm whose leaders don’t subscribe to ambitions of bigger factories, healthier accounts and stronger turnarounds. Yet too often such tales of excess go hand-in-hand with complaints of a severe drop in quality.

Food and entertainment markets are riddled with cautionary tales, but service sectors such as health and education aren’t immune to the disappointing by-products of unsustainable growth either. As always, the first steps in avoiding a catastrophic forsaking of quality begins with good management.

There are plenty of methods and models geared at managing the quality of a particular company’s goods or services. Yet very few of those models take into consideration the widely held belief that any company is only as strong as its weakest link. With that in mind, management consultant William Deming developed an entirely new set of methods with which to address quality.

Deming, whose managerial work revolutionised the titanic Japanese manufacturing industry, perceived quality management to be more of a philosophy than anything else. Top-to-bottom improvement, he reckoned, required uninterrupted participation of all key employees and stakeholders. Thus, the total quality management (TQM) approach was born.

All in Similar to the Six Sigma improvement process, TQM ensures long-term success by enforcing all-encompassing internal guidelines and process standards to reduce errors. By way of serious, in-depth auditing – as well as some well-orchestrated soul-searching – TQM ensures firms meet stakeholder needs and expectations efficiently and effectively, without forsaking ethical values.

By opting to reframe the way employees think about the company’s goals and processes, TQM allows CEOs to make sure certain things are done right from day one. According to Teresa Whitacre, of international consulting firm ASQ , proper quality management also boosts a company’s profitability.

“Total quality management allows the company to look at their management system as a whole entity — not just an output of the quality department,” she says. “Total quality means the organisation looks at all inputs, human resources, engineering, production, service, distribution, sales, finance, all functions, and their impact on the quality of all products or services of the organisation. TQM can improve a company’s processes and bottom line.”

Embracing the entire process sees companies strive to improve in several core areas, including: customer focus, total employee involvement, process-centred thinking, systematic approaches, good communication and leadership and integrated systems. Yet Whitacre is quick to point out that companies stand to gain very little from TQM unless they’re willing to go all-in.

“Companies need to consider the inputs of each department and determine which inputs relate to its governance system. Then, the company needs to look at the same inputs and determine if those inputs are yielding the desired results,” she says. “For example, ISO 9001 requires management reviews occur at least annually. Aside from minimum standard requirements, the company is free to review what they feel is best for them. While implementing TQM, they can add to their management review the most critical metrics for their business, such as customer complaints, returns, cost of products, and more.”

The customer knows best: AtlantiCare TQM isn’t an easy management strategy to introduce into a business; in fact, many attempts tend to fall flat. More often than not, it’s because firms maintain natural barriers to full involvement. Middle managers, for example, tend to complain their authority is being challenged when boots on the ground are encouraged to speak up in the early stages of TQM. Yet in a culture of constant quality enhancement, the views of any given workforce are invaluable.

AtlantiCare in numbers

5,000 Employees

$280m Profits before quality improvement strategy was implemented

$650m Profits after quality improvement strategy

One firm that’s proven the merit of TQM is New Jersey-based healthcare provider AtlantiCare . Managing 5,000 employees at 25 locations, AtlantiCare is a serious business that’s boasted a respectable turnaround for nearly two decades. Yet in order to increase that margin further still, managers wanted to implement improvements across the board. Because patient satisfaction is the single-most important aspect of the healthcare industry, engaging in a renewed campaign of TQM proved a natural fit. The firm chose to adopt a ‘plan-do-check-act’ cycle, revealing gaps in staff communication – which subsequently meant longer patient waiting times and more complaints. To tackle this, managers explored a sideways method of internal communications. Instead of information trickling down from top-to-bottom, all of the company’s employees were given freedom to provide vital feedback at each and every level.

AtlantiCare decided to ensure all new employees understood this quality culture from the onset. At orientation, staff now receive a crash course in the company’s performance excellence framework – a management system that organises the firm’s processes into five key areas: quality, customer service, people and workplace, growth and financial performance. As employees rise through the ranks, this emphasis on improvement follows, so managers can operate within the company’s tight-loose-tight process management style.

After creating benchmark goals for employees to achieve at all levels – including better engagement at the point of delivery, increasing clinical communication and identifying and prioritising service opportunities – AtlantiCare was able to thrive. The number of repeat customers at the firm tripled, and its market share hit a six-year high. Profits unsurprisingly followed. The firm’s revenues shot up from $280m to $650m after implementing the quality improvement strategies, and the number of patients being serviced dwarfed state numbers.

Hitting the right notes: Santa Cruz Guitar Co For companies further removed from the long-term satisfaction of customers, it’s easier to let quality control slide. Yet there are plenty of ways in which growing manufacturers can pursue both quality and sales volumes simultaneously. Artisan instrument makers the Santa Cruz Guitar Co (SCGC) prove a salient example. Although the California-based company is still a small-scale manufacturing operation, SCGC has grown in recent years from a basement operation to a serious business.

SCGC in numbers

14 Craftsmen employed by SCGC

800 Custom guitars produced each year

Owner Dan Roberts now employs 14 expert craftsmen, who create over 800 custom guitars each year. In order to ensure the continued quality of his instruments, Roberts has created an environment that improves with each sale. To keep things efficient (as TQM must), the shop floor is divided into six workstations in which guitars are partially assembled and then moved to the next station. Each bench is manned by a senior craftsman, and no guitar leaves that builder’s station until he is 100 percent happy with its quality. This product quality is akin to a traditional assembly line; however, unlike a traditional, top-to-bottom factory, Roberts is intimately involved in all phases of instrument construction.

Utilising this doting method of quality management, it’s difficult to see how customers wouldn’t be satisfied with the artists’ work. Yet even if there were issues, Roberts and other senior management also spend much of their days personally answering web queries about the instruments. According to the managers, customers tend to be pleasantly surprised to find the company’s senior leaders are the ones answering their technical questions and concerns. While Roberts has no intentions of taking his manufacturing company to industrial heights, the quality of his instruments and high levels of customer satisfaction speak for themselves; the company currently boasts one lengthy backlog of orders.

A quality education: Ramaiah Institute of Management Studies Although it may appear easier to find success with TQM at a boutique-sized endeavour, the philosophy’s principles hold true in virtually every sector. Educational institutions, for example, have utilised quality management in much the same way – albeit to tackle decidedly different problems.

The global financial crisis hit higher education harder than many might have expected, and nowhere have the odds stacked higher than in India. The nation plays home to one of the world’s fastest-growing markets for business education. Yet over recent years, the relevance of business education in India has come into question. A report by one recruiter recently asserted just one in four Indian MBAs were adequately prepared for the business world.

RIMS in numbers

9% Increase in test scores post total quality management strategy

22% Increase in number of recruiters hiring from the school

20,000 Increase in the salary offered to graduates

50,000 Rise in placement revenue

At the Ramaiah Institute of Management Studies (RIMS) in Bangalore, recruiters and accreditation bodies specifically called into question the quality of students’ educations. Although the relatively small school has always struggled to compete with India’s renowned Xavier Labour Research Institute, the faculty finally began to notice clear hindrances in the success of graduates. The RIMS board decided it was time for a serious reassessment of quality management.

The school nominated Chief Academic Advisor Dr Krishnamurthy to head a volunteer team that would audit, analyse and implement process changes that would improve quality throughout (all in a particularly academic fashion). The team was tasked with looking at three key dimensions: assurance of learning, research and productivity, and quality of placements. Each member underwent extensive training to learn about action plans, quality auditing skills and continuous improvement tools – such as the ‘plan-do-study-act’ cycle.

Once faculty members were trained, the team’s first task was to identify the school’s key stakeholders, processes and their importance at the institute. Unsurprisingly, the most vital processes were identified as student intake, research, knowledge dissemination, outcomes evaluation and recruiter acceptance. From there, Krishnamurthy’s team used a fishbone diagram to help identify potential root causes of the issues plaguing these vital processes. To illustrate just how bad things were at the school, the team selected control groups and administered domain-based knowledge tests.

The deficits were disappointing. A RIMS students’ knowledge base was rated at just 36 percent, while students at Harvard rated 95 percent. Likewise, students’ critical thinking abilities rated nine percent, versus 93 percent at MIT. Worse yet, the mean salaries of graduating students averaged $36,000, versus $150,000 for students from Kellogg. Krishnamurthy’s team had their work cut out.

To tackle these issues, Krishnamurthy created an employability team, developed strategic architecture and designed pilot studies to improve the school’s curriculum and make it more competitive. In order to do so, he needed absolutely every employee and student on board – and there was some resistance at the onset. Yet the educator asserted it didn’t actually take long to convince the school’s stakeholders the changes were extremely beneficial.

“Once students started seeing the results, buy-in became complete and unconditional,” he says. Acceptance was also achieved by maintaining clearer levels of communication with stakeholders. The school actually started to provide shareholders with detailed plans and projections. Then, it proceeded with a variety of new methods, such as incorporating case studies into the curriculum, which increased general test scores by almost 10 percent. Administrators also introduced a mandate saying students must be certified in English by the British Council – increasing scores from 42 percent to 51 percent.

By improving those test scores, the perceived quality of RIMS skyrocketed. The number of top 100 businesses recruiting from the school shot up by 22 percent, while the average salary offers graduates were receiving increased by $20,000. Placement revenue rose by an impressive $50,000, and RIMS has since skyrocketed up domestic and international education tables.

No matter the business, total quality management can and will work. Yet this philosophical take on quality control will only impact firms that are in it for the long haul. Every employee must be in tune with the company’s ideologies and desires to improve, and customer satisfaction must reign supreme.

Contributors

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CEO

Implementation to Total Feature Administrator (TQM): Toyota Fall Study

  • Introduction

Implementation of TQM in Toyota

  • TQM Practices includes Toyota
  • Benefits of TQM in Toyota
  • Real of TQM in Toyota
  • Toyota Quality Management
  • Toyota TQM Realisierung Challenges

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One Toyota Legal case research report is grounded turn which implementation of overall quality management (TQM) meant to increase the overall performance press operations of like automobile company. TQM involves the application a quality management standards for all elements of the business.

It requires that the quality management standards be applied in all branches and at sum levels in that organization. Characteristic of Toyota Organization going through the total quality process is an unambiguous and clear.

Toyota has limited interdepartmental barriers, excellent customer and supplier connection, spares time to be spent switch vocational and an recognition that quality is realized through offering award products such well as quality of an entire firm, including hr, finance, sales, and other functions. Healthcare Quality Management: A Case Study Getting

The summit management at Toyota Corporation has the responsibility for quality rather than of employees and it is her role to provide commitment, support, and business to the human and technical processes (Kanji & Asshur, 1996).

Whereas the TQM initiative is to succeed, the management has to foster that participation of Toyota Corporation labor on premium improvement and create trait culture by altering hiring and human about quality. Best business business are currently being automated by application regarding the good management system. Some of the business processes that use quality management solutions area from document control to change management to remedial action, etc.

This research report assesses the implementation of TQM, how Toyota manag quality in all organization management systems while focusing on factory quality. The report evaluates the organization management elements required when implementation TQM, identifies, and explores one challenges toward Quality Managers or Executives in implementing Quality Management Systems. Core facilities are key resources supporting the academic research enterprise, offer access to innovative and essential technologies plus expert. Given the constraints placed on core facilities how recharge centers and the ever-changing study ...

In order to implement TQM, Toyota corporations focused on the following steps:

  • An company extended an management responsibility history the instantaneous services additionally products
  • Toyota examined how consumers applied the products generate and this enabled and company to develop and the improve hers commodities
  • Toyota laser on the insubstantial impacts on the procedures as well as how such effects able be minimized through optimization
  • Toyota focused on the kaizen (incessant transactions development) in order to ensure that all procedures are appreciable, repeatable, and visible.

TQM Best in Toyota

The commitment from business-related business is one of the key TQM implementation principles that make an organization successful. For fact, the organisation commitment present in the advanced organizational staff range from top to lower manage. These occurrence through self-driven motives, motivation and labourer empowerment. Total Quality Management becomes achievable the Toyota through setting up aforementioned mission and vision declarations, objectives, and organizational goals.

In addition, the TQM is achievable via the course of active participation with the organizational follow move actions. These actions denote the entire activities requires and involved during this implementation starting the set-out geography of an org. From Toyota Corporation’s report, TQM has come successful with the commitment off executive management press organizational personnel (Toyota Motor Corporation, 2012).

Through inventory and half the bottlenecks at half cost the time, the adopters of TMS (Toyota Management System) are authorized to produce twice above the normal production. To manage aforementioned top in all organizational management system, the Toyota Production Systematischer integrate different modernisms like strategy or kanri Hoshin use, gesamtansicht value supervisors, and just-in-time installation. Total quality management: three case studies from surrounding the world

The amalgamation of these recent enables Toyota toward have a persistent competitive advantage despite of fact that Toyota never originated from all of them. The 1914 Henry Ford inventive relied on just-in-time production model. The Ford system of production on a grand perspective equity massive production, thus quality (Toyota Motor Corporation, 2012).

Kanji and Asher (1996) claim that to manage the minute place of manufacturing necessitated with the splinters and small post-war marketplaces, aforementioned JIT system focuses on the motion and removal of waste materials. This reduces covet for work-in-process inventory tested wrapping up the long production line. Toyota Corp wraps the production linen into slashing change-over times, multi-trained workforce that run manifold machines, and new-fangled cells with U shape. 4 Case Studies for Quality Managerial Products

At supplementing the just-in-cells, the system of kanban is employed over the Toyota Corporation to combine and single that represent unable to integrate physically. Equal, the system helps Toyota in integrating with the other external companies, consumers, furthermore our.

To TQM and the creativity of Toyota owner both support the quality at the source. The straightening and discovery of the production problems ask the executives to be committed. At the forefront of Toyota operations, the managers integrate a number the forms of operational quality checks to ensure quality management at everything layers. Healthcare Quality Management: A Matter Featured Approach: 9780826145130: Medicine & Health Skill Books @ Amazon.com

The uninterrupted tests help one Toyota workforce engaging in the assembly course the check the value of apparatus, implements, and resources useful to fabrication. The check assistance in the scrutiny of the previously performed tasks by others workers. However, the corporation own getting enables the labor to revise their personal advance include the assembly course.

The Toyota process owners set go the mistake-proofing (Poka-yoke) procedures also devices to capture who awareness of management and involuntarily correct plus plane the augmenting problems. This is essential for the critical production special and steps is prove unrealistic and treacherous for the Toyota employees to inspect.

Nevertheless, the policy deployment system decentralizes the process of decision create at Toyota. On context of implementing Total Quality Management originates from Hoshin kanri’s management by objective (MBO).

The aspect becomes more benefited to Toyota when trades with quality management. The system initially pays into practice this unified approaches and provides a clearing structure for the suppliers, manufacture, plus consumers through inter-organizational what administer. Moreover, the Toyota executives are capable of solving the concurrent delivery, cost, and grade choke, that replace and increase the relatively dull accounting management mechanisms. Case Studies | ASQ

Gains of TQM in Toyota

Customer focus that leads to the desired customer satisfaction at Toyota Company is one of the major success input in TQM implementation. For every business until grow, e should have knowledge, dependability, and trustworthy customer. One principle of customer satisfaction also focus has been the most presently well-thought-out aspect stylish Toyota manufacturing quality.

The TQM may characteristically engage total business emphasis towards meeting and exceeding customer’s expectations furthermore requirements takes considered their personal interests. That mission of improving the realize customer satisfaction ought to stream from consumer main.

Hence, at focusing on the manufacturing quality, this aspect enhances TQM implementation. The first priorities under Toyota are the community satisfaction, employees, lords, consumers, and mission. The diverse consumer-related functions from free. The concern to concern a eminent in Toyota Corporation during manufacturing.

Toyota has three basic perspectives of TQM that are customer-oriented. These been based on its manufacturing process traced reverse to the 1950s. The strategic towards achieving quality product, planning, furthermore having the culture towards quality accomplishment are paramount for TQM introduction to remain successful. To boost and maintain quality through strategic preparation schemes, total the managers and employers must remain effectively driven. Building adenine Quality Management Scheme inbound a Core Facility: A Genomics Core Case Study

This involves training workers on principles concerning property culture and achievement. The scheduling or planning are analytical applications at Toyota Company which purposes is assessing customer request, raw site, and plant capacity during manufacturing.

The Toyota Corporation has considerable suggested that rank information among the accomplished and renowned implementers of TQM. Von which inherent and designed structure of Toyota, it becomes feasible to grasp why quality manufacturing has gradually becoming actually. The inspection department is responsible for taking corrective measures, salvaging, and sorting in the desires created product or service quality.

The Toyota Corporation also has a quality control system that is involved in determining quality politikfelder, review statistics, and establish quality manual or lecture data. Furthermore, quality ensuring is one of the integral principles for quality implementation so is practically present at Toyota. The quality assurer real qualities regulatory all through the Toyota Company structure also manage research and development concerning top of manufactured products and services.

The quality assurer and quality inspectors all through the Toyota Company design also manages research and development respecting quality of manufactured merchandise and services

Examples of TQM in Toyota

Aforementioned Toyota production press operations management system is similarly dubbed as the managerial system. In fact, in this corporation, operational management is also reflected to as who production process, production management or operations (Chary, 2009). These simply incorporate the actually production also delivery of products. A multi–pollutant, risk–based approach to air quality management: Case study for Detach

The managerial system involves product design and the associated sell process, planning and implementing production, like well as acquiring and organizing resourcing. With this broad scope, an our and operation manager can a fundamental role to play in the company’s ability till reach the TQM implement goals furthermore objectives.

The Toyota Business operations managers are required to be conversant and familiar with who TQM implementation theories and difficulties that surround this functioning area. Toyota’s operation direction system is focused upon fulfilling which requirements of the customers.

The corporation realizes this via gift loyal and communicate merchandise on logical fees and assisting dealers in progressing commodities proffered. As Slack et al. (2009) observed, the elementary performance objectives, which pertain to all the Toyota’s operations include rating, speed, flexibility, dependability, real cost. Toyota Company has been successful in meeting these objectives through its production and operation functions. The case study approach allows in-depth, multi-faceted explorations of complex issues are your real-life settings. The value by the hard study approach is right admitted in the fields of business, legislative and company, but fairly less so in health services ...

Over several decades, Toyota’s operational lawsuit furthermore management systems were streamlined results in the popularly known Toyota Production System. Although of system had has extensively researched on, lots enterprise, similar as Nissan experienced difficulties in replicates TPS. Search more from 1,000 examples of case analyses sharing quality solutions to ... adenine patterned process board approach across the company unit.

Who TPS were invented when the company realized that producing massive packages from limited product lines press ensuring wide components to achieve maximum economies of weight led to faulty. Its major aims were to reduced cost, eliminate waste, and respond to the changeable needs of the customers. The initial feature of this system has set-up zeitpunkt reduction and that forms the basis of TQM implementation.

To Toyota Stock, quality is considered as acting accountable through one provision of blunder-gratis products that please the target clientele. Toyota transportation belong among the leading trade in customer satisfaction. Unpaid to good quality, its success has kept growth and in 2012, the company became the best worldwide. Moreover, Toyota must been keen on producing quality vehicles via the utilization by various technologies that improve the performance for the wheel. Looking for a grand quality senior case study on Toyota? 🔥 Reader our research report to learn about ✔️ the implementation for TQM, ✔️ how Toyota manages quality in all company management system, and more!

While performing TQM, Toyota perceives velocity as a key element. In this case, speed objective average working things speedy in order to reduce and time spent with ordering and availing this product to the customer. Total Quality Management (TQM): Toyota Case Study | Report Example

The TPS method during processing concentrated turn reducing intricacy via the using of minute and uncomplicated machinery the is elastic and full-bodied. The company human technical and managing are fond of remodeling streams and design in promote minimalism. This enhances the speed of production.

Another objective during TQM umsetzung is dependability. This means timely working to securing that customers get their products from the promised time. Toyota has included just-in-time production system comprised of multi-skilled staffing who work as collaboration. The kanban control allows the workers up ship goods or services as promised. Progressing value plus how shown until be the emergencies for system, mechanical specialists the another Toyota human resources.

At TQM implementation, Toyota responds to the demands by changing the products and the way of working business. Chary (2009) argues that while implementing TQM, organizations must learn to like update additionally develop responsive and flexible organizations to dealer including this changing business environment.

Within Toyota plants, this includes which ability to adopt the manufacturing resources to develop new models. The company is able to obtain elevated degree of ease, manufacturing fairly tiny bunches of products devoid of losses in excellence or output. Keywords: New Product Development; Quality Management; Characteristic Improvement; Analytic Hierarchy Process;. Cause; Effect Blueprint; Case Review.

The company hierarchic the my descriptions also determine the successful implementation concerning the TQM. Toyota the amongst which few companies whose organizational structure press duty allocation have proved viable in TQM implementation. The company have three levels of management. See diagram below. Case Study on Improving Quality Management of W Company's ...

Manage hierarchy

Management category

Despite the hierarchy and task specification, employees are able to make independent decisions and take fixing measures when necessary to ensure quality during production. Team working is highly stimulated at Toyota Corporation and this plays a significant role during TQM implementation. All organizational are built in product control initiatives to ensure your claims are satisfied.

However, all employees are necessary to carry out their assigned tasks and the management closely supervises the ways of interactions between workers. The management ensures is the manufacturing contour are well built real all employees are motivated till learn switch instructions to improve this production processes.

Toyota Quality Managing

Toyota the among the few manufactures in the completely automobile services that consistently profited during the lubricate crisis in 1974. The discovery was the unique team working away aforementioned Japanese that utilizes the scientific management rules (Huczynski & Buchanan, 2007).

An joint effort in Japan, usually dubbed as Toyotaism, is a kind for job association emphasizing on ‘lean-assembly’. The technique merges just-in-time production, dilemma answering groups, position equivalence, authoritative foremost-streak administration, plus continued procedure perfection.

Just-in-time (JIT) assembling scheme attempts to accomplish all clients’ demands instantaneous devoid of misuse but with ideal excellence. JIT appears to be dissimilar from the customized functional performances is that it emphasizes on speedy production and ravage purging ensure total to stumpy supply. With organisations to run and big order to fill, it’s simple to see method multiple CEOs inadvertently sacrifice premium for quantity. According integrating a system of total quality management it’s possible in have both

Control also planning to many JIT approaches are troubled right with tear scheduling, leveled plan, kanban command, synchronization of flow, press mixed-model scheduling (Slack at al., 2009).

Toyota appears to be amongst the principal attendant in changing Japan to a kingpin in car production. Companies, which had adoption the company’s production system, have increased efficiency plus productivity. The 2009 industrials survey concerning manufacturers indicates that many world-class firms have transferred continuous-flow or just-in-time production both many techniques Toyota has been developing plenty years ago.

Included addition, the manufacturers examination of top plant victors illustrates that the mainstream of them benefit lean products techniques widely. Therefore, team-working TPS supports Toyota Corporation in that umsetzung for TQM. In ask to the need to further explore and understand the technology demands and challenges presented by implementing a multi–pollutant, risk–based a…

Toyota TQM Introduction Challenges

That Executives and Quality Managers face some challenges while deploy Feature Management Systems in companies. In fact, with lack von the implementation resources such as monetary and human resources in any organization, which implementation of TQM cannot be successful. Towards the implementation to programs and projects at organizations, the financial and human resources have become which pillar stones.

The approach of TQM impels the marketplace competent from all kinds’ organizational proceeds to ensure profitability and productivity. To meeting the desired search in TQM implementation, an organization ought to consider who availability of human and financial resources ensure are very important for the stipulation of appropriate ambient for accomplishing organizational objectives.

Included an case of Toyota that originated and perfected the our of TQM, the Executives and Qualities Managers meet some intertwined problems during TQM implementation. The flaw in the latest outcome development is increasingly becoming complicated for the managers to breaking and accelerate, thus reliability problem. Besides, secretive culture and dysfunctional organizational build cause barrier in communication between the top management thus, in twist, augmenting public outrage.

The top leader allowed fail to provide and scale-up adequately training to the suppliers real new workforces. As a result, slits are created at the rigorous TPS system. In addition, lack of leadership at the top management might cause challenges in the implementation by TQM. Therefore, in designing the organizational structures and system that influence quality, the senior company and managers must be responsible as elaborated in the figure2 below.

Therefore, in design the organizational organizations and systems this impact quality, the seniority executives both managers must be responsible

Total Quality Management is an concept applying in automobile choose, including the Toyota Joint. It focuses on continuous improvement across all branches both levels of an organization. Being part of Toyota, the theory defines the route in which the organization may create value for its customers and other participants. Through TQM, Toyota Corporation possesses has able to create value, which maybe leads to operation performance.

That efficiencies hold particularly been achieved by continuous correction about deficiencies identified in the batch. A particular interest is the central role that information flow and management have played stylish enabling TQM initiatives toward be implemented, especially through continuous scholarship and team working culture.

The Toyota way (kaizen), which aims at integrating the workforce suggestions while eliminating overproduction and manufacturing wastes helps the society to respect all an stakeholders and give clients first precedence. The objectives are realized through TPS.

Chary, D. 2009, Production the surgery management , Tata McGraw-Hill Education Press, Mumbai.

Huczynski, A. & Buchanan, D. 2007, Organizational behavior; an introductory text, Prentice Hall, New York, Y.

Kanji, G. K. & Ashur, M. 1996, 100 working for entire rating management , SAGE Loads Tree, CA.

Slack, N. et al. 2009, Operations both method management: principles and practice for strategic administration, Apprentice Saloon, New Yorker, NY.

Toyota Motor Corporation 2012, Annual report 2012. Woven.

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IvyPanda . "Implementation of Total Quality Management (TQM): Toyota Case Study." July 31, 2022. https://contender.app/essays/total-quality-management-tqm-implementation-toyota/.

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IvyPanda . (2022) 'Implementation of Total Quality Direction (TQM): Toyota Case Study'. 31 July.

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Total quality management in the health-care context: integrating the literature and directing future research

Majdi m alzoubi.

1 Department of Community Health, Faculty of Medicine and Health Sciences, University Putra Malaysia, UPM Serdang, Selangor Darul Ehsan, 43400, Malaysia

ZM Al-Hamdan

2 Department of Nursing Management, Faculty of Nursing, Jordan University of Science and Technology, Irbid, Jordan

Synergistic integration of predictors and elements that determine the success of total quality management (TQM) implementations in hospitals has been the bane of theoretical development in the TQM research area. Thus, this paper aims to offer a systematic literature review to provide a foundation on which research on TQM can be built and to identify the predictors of successful TQM in the health-care context.

Materials and methods

A systematic literature survey was adopted in this paper, involving the review of 25 relevant researched articles found in the databases Science Direct, EBSCO, MEDLINE, CINAHL and PubMed.

The systematic literature survey reveals five variables to be core predictors of TQM, signifying how important these variables are in the successful implementation of TQM in the health-care context. Also, it is revealed that the identified core predictors have positive effects on an improved health-care system. However, the systematic survey of the literature reveals a dearth of studies on TQM in the health-care context.

As TQM has become an important management approach for advancing effectiveness in the health-care sector, this kind of research is of value to researchers and managers. Stakeholders in the health sectors should introduce and implement TQM in hospitals and clinics. Nevertheless, this study has limitations, including that the databases and search engines adopted for the literature search are not exhaustive.

Introduction

Given the snowballing global economic competition and other external pressures, organizations have been compelled to pursue enduring quality and quality management which will, in turn, enhance their competitive advantage. Quality as a concept has metamorphosed over the years, and it involves objective quality bordering on the characteristics and quality of goods and services that meet implicit and explicit customer demands. It also includes subjective quality which denotes the capability to produce goods and services in the best, effective and efficient manner. 1

Looking at the health-care context, quality has always been aimed at since the time of Florence Nightingale. 2 Given that quality assurance is a requisite for economic survival, 3 and that it is an ethical, legal and social rights matter, 4 the health sector has been worried about it for more than a decade .2 Quality assurance is significant as it concerns customer satisfaction and the reduction of risks connected with health care to a minimum. 5 In the present time, health care has become a developing profession with an approach to care quality via the appraisal and regulation of structure, process and care result components. 6

Given the ever-increasing competitive and dynamic environment in which hospitals operate, and the need to augment hospitals’ performance and health-care quality, researchers 2 , 7 – 9 have conducted considerable research on enhancement of health-care quality. Moreover, given that nurse performance is crucial to the overall performance of the hospital and effective health-care system, there has been a research focus on nurse performance. 7 Nurses represent a large percentage of the health workers in any hospital. Nurses would play a significant role in the implementation of any intervention programs introduced by any hospital.

Moreover, research 8 – 11 has shown that the health-care system is facing a myriad of challenges which include high care cost, swiftly increasing dependence on technology, economic pressure on health organizations, reduction in health-care quality, 8 , 10 fulfillment of patients’ needs, 9 augmented numbers of patients who are suffering from multiple illnesses, increased demand for high-quality care, increased health-care costs and cost-containment pressures (Organization for Economic Cooperation and Development [OECD] 2007). 11 Some studies have indicated that an active way of surmounting health-care challenges is through an intervention program that will border on quality management (eg, total quality management [TQM]). 12

TQM is a system implemented by the management of an organization to achieve the satisfaction of customers/patients .13 The importance of TQM as a strategy to improve organizational performance has grown in this era of globalization. 14 Numerous research has revealed the role of TQM in the enrichment of system quality and enhancement of both employee and organizational performance. TQM is known for continuous quality improvement, quality management and total quality control. 10 TQM is held to be an innovative approach to the management of organizations. In the medical sector, TQM integrates quality orientation in all processes and procedures in health-care delivery .15 It is now being widely adopted in the medical sector of many countries. The research by Vituri and Évora 2 indicates that the literature on TQM in health sectors reveals that TQM has been fully adopted in some health institutions.

The implementation of TQM, upon which the success of TQM hinges, is intricate and complex; it depends on a good combination of certain predictors (ie, critical success factors [CSF]), and its benefits are difficult to accomplish .16 Different means of integrating predictors of TQM, although inconsistent, have emerged in the literature. 17 Some predictors have been considered crucial to TQM success, 18 and thus the exceptional predictors which can be adopted by organizations, irrespective of their industry, type, size or location. 19 These predictors are regarded as the determinants of firm performance via effective implementation of TQM.

Nevertheless, synergistic integration of predictors and elements, otherwise known as CSFs and which determine the success of TQM implementation, has been the bane of theoretical development in the TQM research area. Some of these predictors have been reported, by extant studies, 20 to have a positive impact on performance.

Likewise, substantive problems exist and can hamper theoretical development in the research area. The literature lacks foundation and structure on which the research on TQM in the health-care context is based, and connections between studies on TQM in the health-care context can hardly be drawn. The current state of extant research on TQM in the health-care context indicates that there is a need for more research in the area. 21 New knowledge development regarding identification of fitting predictors for successful TQM that enhance effectiveness in the health-care sector should be developed and where further research needs to be done should be identified.

Considering the extant works on a systematic literature review on predictors of TQM, two English written studies 14 , 22 are discernible, but Hietschold et al 14 focused on CSFs of TQM in general contexts while Aquilani et al 22 focused on the identification of TQM research, implementation of TQM research and impact-of-TQM-on-performance research in general contexts. Besides these two studies, no studies have focused on the systematic literature survey of predictors/elements of TQM in the health-care context.

Therefore, undertaking a systematic literature review in this aspect of research is germane, and this paper is poised to do as such. This paper conducts a systematic literature survey to provide a foundation stone on which research on TQM in the health-care context can be built, to evaluate the current state of evidence for TQM in the health-care context, to reveal inadequacies in the literature and to point to where further research needs to be done.

This research is guided by the following research question: what are the predictors of successful TQM in the health-care context between the period of 2005 and 2016? Like the two previous studies on a systematic literature review of TQM, this paper adopts and applies the three core steps of planning, execution and reporting that constitute a systematic literature survey. 23

This research seeks to obtain the most important predictors of successful TQM in the health-care context. This includes the review of published peer-reviewed works in English-language journals, which were published between 2005 and 2016. The literature was sourced from Science Direct, EBSCO, MEDLINE (Medical Literature Analysis and Retrieval System Online), CINAHL (Cumulative Index of Nursing and Allied Health Literature) and PubMed (US National Library of Medicine).

As part of the process of systematic literature analysis in this paper, a structured search of the academic literature was conducted to find published articles that identified TQM, total quality management, implementation, CSFs, health care and nursing. The keywords used in the search are TQM, total quality management, implementation, critical success factors, health care and nursing.

As presented in Figure 1 , a search of Science Direct, MEDLINE, EBSCO, CINAHL and PubMed yielded 2133, 6341, 1867, 7 and 474 articles, respectively. Then, repeated citations, dissertations and case studies were deleted. Via reading of the title and abstract, the remaining articles were narrowed down by relevance. Only peer-reviewed academic and practice articles that focus on total quality management, implementation, CSFs health care and nursing were selected. This exercise yielded a total of 475 articles which were published between 2005 and 2016.

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Object name is RMHP-12-167-g0001.jpg

Consort flow chart of systematic review method.

Abbreviation: TQM, total quality management.

Furthermore, inclusion and exclusion criteria were applied to narrow down the yielded articles. The inclusion criteria involved articles which were written in English language and published between 2005 and 2016, articles that dwell on implementation and critical factors clearly, articles from any geographical location which examined TQM, TQM principles, TQM tools and methods in the context of the health-care sector, and TQM studies that used a quantitative research approach and quasi-experimental research design. The exclusion criteria involved articles which are written in non-English language and published before 2005 or after 2016, studies in which the population and sample were not health-care workers practicing inside hospitals, gray literature or works that are not published in a peer-reviewed journal, dissertations/theses, proceedings, published abstracts, studies with qualitative research methods, and commentary articles written to convey opinion or stimulate research or discussion, with no research component. By employing these inclusion and exclusion criteria, 20 articles were generated. Moreover, to guarantee all-inclusiveness and to widen the scope of the review, a forward and backward search of citations in articles was conducted. This was recognized via the database searches, and 25 articles were finally selected. Thereafter, the 25 generated articles were fully perused.

Likewise, for exhaustive research, the approach adopted in this paper also involved the identification and measurement of predictors (CSFs) of TQM. This was done by identifying the most common or important predictors in the selected 25 works that analyze the existing models and/or scales in other contexts, industries or countries. It also includes recognition of the papers that investigate the influence of TQM implementation and/or the impact of predictors of TQM on performance. Additionally, for a proper review of the selected works, adequate plotting of the development of the line of reasoning, integrating and synthesizing the studies, authors, study design, study population, variables, measures of variables and findings of each selected article were identified and noted down. Figure 1 represents the consort flow chart of the systematic review method.

Findings and discussion

Altogether, 25 researched articles were eventually reviewed. All of the selected 25 articles are based on empirical evidence, although a possible limitation of this systematic review strategy might be the exclusion of qualitative studies in the research. Based on Table 1 , five predictors were identified. These are presented in Table 2 .

Matrix of the reviewed literature

Abbreviations: HR, human resources; TQM, total quality management.

TQM predictors in the reviewed studies

The researched literature on predictors of successful TQM implementation was found to be from various countries but in the same health sector. While some predictors adopted by a few of the researched studies were identified, the most frequent and core predictors were identified and considered. As depicted in Table 2 , education and training, continuous quality improvement, patient focus/satisfaction, top management commitment and teamwork appear to be the core predictors (CSFs) in this review. This finding validates how important these variables are in the successful implementation of TQM in the health-care context.

It is noteworthy that the core predictors (ie, education and training, continuous quality improvement, patient focus/satisfaction, top management commitment and teamwork) identified in this study were among the variables found to be central and frequently used CSFs in the previous systematic-review-based studies. 14 , 21 This validates and confirms the findings of the previous studies.

Moreover, it is found that the most adopted research method in TQM in the health-care context is cross-sectional research; 56% of the reviewed researched articles 41 – 46 used a cross-sectional research design, but 32% of the studies employed a quasi-experimental research approach. This indicates that there is still a need for more research on TQM in the health-care context which will adopt a quasi-experimental research approach, because quasi-experimental research design can be very useful in recognizing general trends from the results, and reduces the difficulty and ethical worries that may be connected with the pre-selection and random assignment of test subjects. On the geographical location aspect, the result of this analysis showed that 28% of the reviewed studies were conducted in Iran while 20% of the reviewed studies were conducted in Jordan; 12% and 8% of the reviewed studies were conducted in Saudi Arabia and Pakistan, respectively. The other studies, 4% each, came from India, Namibia, Turkey, the United States, France and Mauritius.

With regards to the influence of predictors on performance in the researched studies, it is found that all of the selected articles 47 , 48 , 49 , 50 ,. 51 that examined the effects of the core predictors (continuous quality improvement, education and training, patient focus/satisfaction, top management commitment and teamwork) of TQM indicate a positive effect of TQM in the health-care sector.

More so, the findings of this review signify that predictors of TQM implementation will result in higher levels of nurse performance .51 In addition, the literature and empirical evidence have shown that TQM in an organizational process always results in better performance of the organization. TQM focuses on patient satisfaction, organization problem identification, building and promotion of open decision-making among employees. It embraces a holistic strategy that gives room for every worker to share responsibility for the quality of the work done. It makes use of analytical mechanisms, such as flow and statistical charts and checksheets, to gather information about activities in an organization. 52 In the medical sector, TQM aims at embedding orientation of quality in all processes and procedures in the delivery of health services .15

Nevertheless, this literature survey is not an exhaustive review of the literature on TQM as it solely focused on the effect of TQM. Future research should widen the scope of this paper by including studies conducted in other contexts (eg, education, manufacturing, etc) and studies that use different research methods (eg, longitudinal research method, randomized control trial method). While TQM predictors have increased in number to reach a total of 59 TQM practices, 21 TQM predictors in the context of health care are few but growing. Investigating the nature of TQM predictors and the methods used in examining them indicates that researchers may have been keen in searching for new predictors instead of trying to cluster them and identify those that are critical for successful TQM implementation. In addition, research on TQM predictors in the health-care sector is scanty, as noted previously.

Practically, given the identified core TQM predictors in this study, it is evident that hospitals’ management should consider entrenchment of continuous quality improvement, education and training, patient focus/satisfaction top management commitment and teamwork in the implementation of TQM, which will consequently enhance hospital performance. Given that TQM predictors are many and some of them have been considered core in several specific contexts, industries, dimensions, etc, it is held that stakeholders in different sectors/industries should begin to identify the most vital TQM practices that suit their situations, goals, strategies and expected performances.

Conclusion and recommendations

As TQM has become an important management approach for advancing performance, this kind of research is of value to researchers and managers. Nevertheless, this study has limitations, including that the databases and search engines adopted for the literature search are not exhaustive. Although a good number of keywords are used, there can be other likely keywords that can be included.

This work has contributed to the enrichment of the relevant literature and made theoretical and methodological contributions. It has provided a foundation on which research on TQM can be built via review of the work done between 2005 and 2016, plotting the development of the line of reasoning, and integration and synthesis of studies from TQM in the health-care context. It has also contributed by evaluating the current state of evidence regarding TQM, indicating inadequacies in the literature and pointing to where further research needs to be done. Thus, it contributes to the present body of knowledge as well as the research on TQM in the health-care context.

This work has also established that the most adopted research method in health-care-based TQM is cross-sectional research, followed by quasi-experimental research, and the researched studies were mostly conducted in Asia. The findings of the researched literature indicate a positive effect of TQM in the health-care context, indicating that TQM implementation, which contains the identified core predictors, will result in higher levels of performance. Furthermore, TQM implementation can help health-care professionals to gain more qualified behaviors with total commitment to work toward handling the patients, which in the long run will augment their performance.

The findings of the reviewed studies indicate how it would be useful for stakeholders in the health sectors to introduce and implement TQM in the hospitals and clinics, as this would enhance the performance of the health workers and consequently improve organizational performance. Given the limitations of this work, it is sufficed to suggest that future research should widen the scope of this paper by including studies conducted in other contexts and studies that use different research methods, and it should also develop a comprehensive TQM taxonomy to explain how and why TQM practices coalesce within systems that facilitate higher performance.

The authors report no conflicts of interest in this work.

Gillette’s Total Quality Management System Case Study

Introduction, gillette gets employees to take on the new system, involving teams in the tqm process, the working culture.

Gillette began its global operations in 1905 when it opened a manufacturing plant in Germany. This global strategy and success saw the firm extending its operation to Latin America. Argentina was a potential market after tariffs and business policies were revised. Having operated under unfavorable regime, the firm perceived future competition and decided to create competitive advantages.

Key figures in the firm such as Carlos Rotundo and Jorge Micozzi suggested better quality as the solution to the market issues. The management had to change the organizational culture which was not strategic for the future market circumstances. Rotundo had already began creating a new organizational culture when Micozzin came up with the idea of total quality management (TQM) that made Gillette Argentina the most successful affiliate in Latin America.

Due to the great success of Gillette’s TQM system, this research was commenced to do a case study on “quality at Gillette Argentina”. The paper begins by evaluating the ways in which the firm got its employees to take on the new TQM system. It proceeds to discuss the importance of getting the teams involved in TQM process as well as identifying the ways in which the teams improved the process.

The paper also explains the meaning of the phrase “Beyond the hanging fruits, the most important outcome of this effort was a different way of working with sales” and highlights how Gillette changed the way it looks at its customers. Finally, there is a description of the working culture before and after the implementation of TQM as well as the economic benefits of the system.

In a firm where decision making is solely the responsibility of leaders such that the employees have to act as the subjects to them, it is likely that the employees would not readily accept the adoption of total quality management (TQM). This is because TQM requires them to take elevated roles, become self-dependent and consider themselves as the owners of the firm.

It is apparent that Gillette had earlier managed its activities in a manner that left the managerial roles such as decision making and steering initiatives exclusively to the leaders. Therefore, the effort to adopt TQM compelled leaders to take measures that would prepare the employees better for the change. These measures involved several initiatives especially triggered by several key figures in the firm.

The very first initiative Gillette took was to hire the Organizational Dynamics Inc (ODI) as a consulting and training firm. The firm became the key source of information and motivation for the Gillette Latin America management. It can be argued that the source of a successful organizational change begins with leaders who in turn transfer it to employees.

This means that the employees would rarely have accepted an initiative that their leaders did not support appropriately. The consulting firm played a central role in preaching the benefits of TQM to the leaders. Indeed, the firm reinforced the idea Rotundo had already started to instill in Argentina. Organizational Dynamics Inc. developed the quality initiative and recommended the creation of a quality structure.

Secondly, Gillette offered training to the employees as a way of preparing them for TQM system. One of the landmark training was FADE that prepared employees for quality action teams. The specialized training involved four phases of problem solving: focus, analyze, develop and execute.

The focus phase was concerned with the development of a problem statement; the analyze phase dealt with the use of data to understand the magnitude of the problem; the develop phase involved the determination of a solution and implementation plan; and the execute phase was about implementing the plan and measuring its impact. In addition to FADE training, the employees received training in seven basic quality tools as well as brainstorming, force field analysis and cost benefit analysis.

Furthermore, training was extended to management and leadership levels. The Argentine directors, managers and other officials were trained by ODI as trainers of the rest of the organization. The teams were allocated facilitators who received training on leadership development.

Team leaders were trained in areas relating to group dynamics, effective meetings, leadership skills and group conflicts (Donnellon & Engelkemeyer, 1999). As a matter of fact, training was the backbone of the TQM process. Most of the members who got training became experts in their respective areas and eventually steered the process towards success.

Another way that Gillette used to prepared employees for the TQM process was through workshops. Through the leadership of Walker, workshops were conducted with all employees to inform them about the changes that would take place. The staff got information about the new working style and culture to be attained through TQM.

Team sponsors were identified and their roles explained to the staff. They were to support the teams in any way needed including helping them to attain their objectives with recognition of their empowerment. Other workshops that Walker would offer involved problem-solving and statistical analysis, and at the same time inspiring everyone.

Finally, Gillette endeavored to meet the challenges of quality that the employees faced. Initially, Rotundo responded quickly to the employee complaints about the contract approach by delegating responsibility to investigate them to Victor Walker. The newly hired quality manager emerged to be a successful preparer of the team members and organizer of TQM process.

Through his stewardship, teams were guided in their TQM process by sponsors and ODI methodology. In addition, a steering committee was formed in an effort to respond to quality challenges.

The council systematically supported the employees towards TQM process and formed the backbone in the creation of a new working culture. Through such support, the employees were assured of the leaders’ commitment to the process and ultimately embarked on the mission whole-heartedly.

Team involvement was paramount for the success of Gillette TQM process. The initiative was adopted by the firm in an effort to enhance overall performance and position better in the Argentine market. As Jorge Micozzi observed, the market was opening and thus the firm perceived the entry of new competitors from United States and Europe (Donnellon & Engelkemeyer, 1999).

In that respect, team involvement was important to create a competitive advantage. This would allow for creativity and emergence of new ideas as the team members presented diverse suggestions. There was need to improve decisions and processes ahead of competition trough team work. Therefore, the new competitive advantage was to assist Gillette to compete and keep their market share.

Team involvement was important in consolidating individual interests with the interest of the company as a whole. Before the implementation of TQM, the employees pursued their interests with no chance for a broader perspective on the organizational goals and objectives. This working culture was not particularly strategic for the creation of customer value through quality services. Therefore, team involvement was a way of changing this individualistic culture as well as the focus of the workforce towards goal attainment.

Organizational Dynamics Inc which was hired to develop the quality initiative recommended the creation of teams. With the success history of the firm in Mexico, it was very important for Gillette to abide with this recommendation.

Team involvement was the only way to achieve the quality structure suggested by ODI. In addition, the basis of TQM being total participation, customer focus, systematic support and continuous improvement relied completely on team involvement for success.

Team involvement was important in enriching business ideas within Gillette. It can be argued that when employees are offered the chance to contribute to decision-making process, more and better ideas are achieved. Indeed, individuals are challenged to bring new ideas and suggestions when they are members of a team.

The individualistic working culture which existed prior to implementation of TQM process was a huge obstacle to the generation of new ideas. Decisions were entirely made by the top leaders who had little knowledge about the challenges at the operation level. Therefore, team involvement as Walker observed was a way of creating a conduit through which ideas would flow up and down the hierarchical structure.

The other importance of involving teams was to eliminate departmental barriers that the previous system had created. As a manufacturing firm, Gillette had denied employees the necessary interaction between departments. Rarely could the design team interact with the production team or the assembly team which gave in to low quality products and wastage of materials.

As much as the implementation of TQM process was to succeeds, so was the effort to involve teams. This involvement of diverse teams gave the need to understand what other departments did and how they were related to each other. Therefore, for the success of the TQM processes, interaction and coordination among departments was very crucial.

Team involvement in the TQM process was also important in improving customer satisfaction. Although it was more relevant to the sales team, it permeated through all other teams. The sales team had the direct contact with the customer and when involved in the TQM process could offer the needed feedbacks to the rest.

The other teams chipped in when responding to these feedbacks especially those which related to product offered. The involvement of these teams enabled Gillette to meet customer expectations and ultimately increase their satisfaction. Moreover, the increased strength and commitment of the sales team made the customers to feel more satisfied when transacting with the team members.

The TQM process at Gillette was greatly improved by teamwork. It enabled the management to identify and meet challenges of quality. Team involvement increased employee participation in which they launched their complaints. For instance, the assignment of Victor Walker who emerged to be the cornerstone in the processes was triggered by complaints from the employees (Donnellon & Engelkemeyer, 1999). In addition, team involvement allowed the steering committee to turn to TQM problems that barred the success of such programs.

Team involvement also allowed for the creation of the necessary working culture. As the team members increased their participation, new ideas emerged and departmental coordination became a reality. The roles of team leaders and members were defined and the members focused more on the organizational goals and objectives. Autonomy and efficiency increased such that each employee became a significant contributor to the success of the process.

Team involvement in the TQM actually speeded up the implementation. The firm was able to make quick, but effective decisions on how to go about implementing the components of the process. The process that had earlier faced challenges picked up as the teams increased their participation. Micozzi offers the success example of the administrative building (Donnellon & Engelkemeyer, 1999).

The building was designed and built in ten months by nine teams. Therefore, it can be argued that team involvement was the key factor that contributed to the success of TQM process within such a short time.

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International Journal of Operations & Production Management

ISSN : 0144-3577

Article publication date: 1 June 2000

TQM is a philosophy mainly dominated by large companies. Small businesses are lagging behind larger ones when it comes to introducing and adopting new managerial philosophies and advanced technology. Many small companies have stopped at quality system certification, such as ISO 9000, in their quality journey rather than pursuing further continuous improvement efforts through TQM. Small businesses must understand the need to go beyond the quality system stage and work towards a total approach for quality. Only through this total approach will their quality effort be a success. Discusses the various issues confronting small businesses when embarking on TQM. First, reviews the subject of TQM and the quality initiatives undertaken by small businesses (which are treated as small‐ to medium‐sized enterprises (SMEs)) such as ISO 9000 and TQM. The small business characteristics are also examined. Second, presents a case study conducted in a small manufacturing company. Culminates with conclusions and discussions drawn from both the review and the case study with suggestions for future research directions.

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  • Case studies
  • Supply‐chain management

Yusof, S.M. and Aspinwall, E. (2000), "TQM implementation issues: review and case study", International Journal of Operations & Production Management , Vol. 20 No. 6, pp. 634-655. https://doi.org/10.1108/01443570010321595

Copyright © 2000, MCB UP Limited

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  • Delivery quality
  • Service quality

Improving customer service was the focus of two projects within the deployment of TQM in a mid-sized newspaper in India. This is the second piece in a three-part series of articles featuring case studies from that deployment; Part 1 of the series featured projects leading to improvements in product quality. Part 3 looks at supply-chain improvements.

Reducing Advertisement Processing Time

The newspaper closed its window for booking advertisements at 4 p.m. every day. However, many of the newspaper’s advertisers expressed that they would be delighted if this limit could be extended to 5 p.m., as they were not able to send ad materials on time for the 4 p.m. deadline.

The TQM leaders formed a team consisting of representatives from each link in the ad-processing chain of work. The team attended a two-day quality-mindset program to expose them to the concepts of TQM and also to open their minds about experimenting with change.

Defining the Problem

In TQM, problems are defined as Problem = Desire – Current status . Therefore, in this case:

Problem = Desired closing time – Current closing time = 5 p.m. – 4 p.m. = 60 minutes

The 4 p.m. deadline had been instituted because:

  • Deadline for sending the ad pages to the press was 6:30 p.m.
  • Standard cycle time for processing ads into pages was 2.5 hours

Achieving a 5 p.m. ad closure deadline meant reducing the standard ad processing time by 40 percent, or one hour. To define the current state, the actual time spent preparing pages to go to press was collected over several days.

Defining the metric: If T = (page processing time – page-to-press deadline) , then for 99.7 percent on-time delivery, or 3 sigma performance, the average T + 3 standard deviations of T should be less than 0.

Measure the current state: The ad closing deadline could not be delayed by an hour without delaying the dispatch of the newspaper to press by an equivalent amount. Therefore, the current state was calculated by measuring the delay compared to a notional 5:30 p.m. dispatch time rather than the actual deadline of 6:30 p.m. Calculations showed that:

  • Average T = 72 minutes
  • Average T + 3 sigma of T = 267 minutes

The problem was defined: reduce 267 minutes to less than 0 minutes.

Analyzing the Problem

The team monitored the time spent on each activity of the ad process (Table 1).

During the 4 to 4:30 p.m. period, ads received at the last minute were still being processed. At 4:30 p.m., the material was dumped into the layout for pagination , meaning arrangement on the newspaper pages using software and manual corrections. To achieve the objective of a 5 p.m. ad content deadline, the pagination time had to be reduced.

Brainstorming why pagination took two hours produced three possible major reasons:

  • Error correction
  • Delayed receipt of ad material for a booked ad
  • Last-minute updates from advertiser

All this work was carried out after the last ad was submitted. Team members suggested that if ads were released for pagination earlier, removing errors could begin simultaneously with the processing of the last ads in order to reduce cycle time. They agreed to give two early outputs at 3:30 and 4 p.m., before the final dump at 4:30 p.m.

Testing the Ideas

The process was repeated four times (Table 3).

Checking the Results

Nine weeks of continuous implementation yielded dramatic improvement. Average processing time was reduced by an hour, from 72 minutes to 12 minutes. However, the level of variability, although 50 percent lower, was still unacceptable. Analysis of the variability showed that it was largely due to slip-ups in implementing the SOPs.

Standardizing Controls

The team used an x-bar control chart (Figure 1) to monitor and improve performance regularly.

Gradually the performance improved. Two months after implementation, delivery time had progressed from 267 minutes late to 12 minutes early. The deadline for receiving ads could now be relaxed to 5 p.m., delighting the advertisers.

Reducing Customer Complaints

Management indicated that the number of credit notes given to advertisers was too high. Credit notes, issued to rectify errors made in sales invoices, were used to fend off considerable customer annoyance. But this system caused trouble for the paper. Besides increasing non-value-added work, credit notes sometimes resulted in financial loss because customers could use the credit toward ads that had already been booked as sales.

During the previous 12 months, the newspaper had received 80 credit notes per week. The team agreed to try to reduce that number by 50 percent in Phase 1.

Finding the Root Causes

About 200 credit notes were examined to determine why they had been issued. Categorization of the causes was charted in a Pareto (Figure 2).

Three causes constituted 84 percent of the problem:

  • Wrong billing – 46 percent
  • Wrong rate – 24 percent
  • Wrong material used – 14 percent

Table 4 shows the root causes of a majority of the credits issued, determined using the 5 Whys method, and their corresponding countermeasures.

The team tested the ideas, which resulted in an 80 percent reduction in credit notes, from 80 per week to 14 per week. The process was adopted in regular operation, and the results were documented and presented to senior management.

Change in Thinking

TQM often leads to radical changes in employee mindsets. The improvements resulting from the two customer service-related projects helped to create a team environment in which any change idea is easily accepted, tested and – if it works – implemented.

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TOTAL QUALITY MANAGEMENT APPROACH, A CASE STUDY IN MANUFACTURING INDUSTRY

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everything needs to be quality checked

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In the present time, manufacturing industries suffers from the quality problems in products and services. The manufacturing industry gain loss and wastage of resources due to quality problems that results in poor efficiency of manufacturing plant. The quality of products has to regularly upgraded time to time to achieve desire goal in manufacturing industry. The regular upgradation of quality of products and services in the manufacturing sector is known as Total Quality Management. The whole processes, manpower and management are controlled efficiently and maximum output is obtained from resources in the total quality management. The TQM is the art of controlling everything in efficient and better controlled manner in any organization. This is the mostly and widely used quality tool in the manufacturing industry. The TQM is a tool used to increase the quality of product and quality of processes in the manufacturing industry. The implementation of TQM in any manufacturing plant increases the quality and production of plant.

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Home » Management Case Studies » Case Study: TQM Initiatives by Carcom

Case Study: TQM Initiatives by Carcom

‘Carcom’ is a supplier of automotive safety components employing around 700 staff which is located on two sites in Northern Ireland. The company was originally American owned but after a joint venture with Japanese partner in the late 1980s, it was eventually bought out by the latter.

The quality initiative began in 1988-89 with a five-year plan based on the Kaizen philosophy , this concept having been picked up from the Japanese partner. This was driven by senior management in response to what they saw as increasing customer demand and operating considerations. The achievement of ISO 9001 registration in 1990 brought together processes carried out by departments which had previously been undertaken in isolation. The company is now focusing on Kaizen with the principles of improvement , customer delight, systems focus and participation. A range of quality management tools and techniques are used. A TQM steering committee is responsible for overall direction but there is also a further steering committee to oversee implementation of the Quality Improvement Teams (QITs) as well as a full time coordinator. There are teams of shop floor operators based on natural workgroups, and these tend to focus on product problems and environmental issues (such as working conditions). In contrast, Kaizen teams focus on process improvements (for example, die change) and problem-solving workgroups are established in response to specific customer concerns (for example, warranty claims).

Senior managers stress that a long-term approach is now being taken which is in contrast to some of the programmers in the early 1980s. These former piecemeal initiatives included quality circles which had been characterized by considerable changes in personnel , with a number of champions having moved on leaving behind a flagging initiative in contrast, the company is now taking time to get the processes right and providing a central focus through quality for change. Cultural change is the aim but it is recognized that only incremental progress can be achieved and that a supportive attitude is required from management Thus, QIT members are given extensive training and are encouraged to tackle problems which give early success and build teamwork, rather than put pressure on teams to deliver immediately on big issues.

The Impact of the TQM Initiative

While it is still early days, the initiative is already felt to have had a major impact. The management structure has been reduced by one layer, shop floor layout has been improved, and scrap rates, stock, work-in-progress and inspection times have been reduced, so too have the numbers of inspectors, whose role is now seen as one of analysts. Employee response to these changes has generally been positive, and the company as spent considerable effort in relating ‘quality’ directly to employees’ work, particularly through the use of measures which are displayed adjacent to the workstation and maintained by staff themselves. The unions were assured that there would not be job losses as a result of Kaizen, although they continue to have concerns about this and also raise the issue of payment for changes in job roles – particulate in relation to SpC. The company has adopted an open information policy to foster greater trust at the workplace, and business-related issues are given greater prominence at the joint works committee meetings. Management also believe that the quality initiative has led to a reduction in union influences although this was not an original objective.

The Strategic Nature of the Human Resource Function

The human resource function has emerged from a welfare to a more strategic role in recent years. This has been assisted by an MD who is regarded as a ‘people’ s person’ claiming that ‘you can’t divorce people from quality,’ and by the appointment of a personnel director to the boated together with a new industrial relations manager. This has broadened the role of human resources and enhanced its status. The appointment of a training manager was significant, since under the previous regime little off-the-job training was conducted. Training budgets have actually increased in volume and monetary terms despite the company’s recently recorded trading losses. Recruitment and selection are becoming more sophisticated as the company wish to identify team workers.

The links between human resources and quality were made explicitly by the MD : “We cannot separate HR from TQM, and without HR the QIP will not work effectively.” In addition to the issues mentioned above, the function was also seen as being important in building the people aspect into the strategic quality planning process. Addressing the problem of absenteeism , and supporting line management by helping to change employee attitudes/ organizational culture . In addition, the function has provided appropriate training programmers for quality, in which there has been considerable investment in time and resources, it has counseled the mentors to the QIT, and ensured that managers communicate with staff by providing advice on the best means of doing this. Quality principles are also being developed in relation to the human resource function, with specific targets being set (for example, for absenteeism) as well as more general aims (for example, on training).

Questions :

(a) Analyze the links between TQM and HRM with reference both to this case study and more generally.

(b) What does the case study demonstrate about the contribution a personnel/HRM function can make to the development of TQM in an organization ?

(c) How might the principles of TQM be applied to a personnel function ?

(d) What general implications does TQM have for industrial relation?

Download the Answers for the above questions: Case Study Solution

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  19. TQM Case Study: Newspaper Focuses on Customer Service

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