Total Quality Management Practices

TOTAL QUALITY MANAGEMENT PRACTICES4

Table of content

Contents

Introduction to Total Quality Management 3

Introduction of business enterprise 3

Evaluation of the chosen business enterprise’s introduction and development of TQM Conclusions 5

Strategies used to manage quality within an event 6

The TQM approach to the management of human resources 8

Interpretation of quantitative and qualitative data to manage events 9

Conclusion 9

Appendices 10

References 11

Introductionto Total Quality Management

The aim of total quality management practices is to ensure that thequality of the products is improved so that the customer’s needsare achieved. The total quality management practices are concernedwith the performance of the organization. The leaders who areconcerned with total quality management view the event industry asthe system which will deliver goals in the organization. The leadersmust support the employee development and thus communication must beeffective between the employees, the top level management likemanagers and the customers. The employees must be given theopportunity to make logical decision in the organization so that theycan feel part and parcel of the organization. Whenever they are giventhe opportunity to make decisions implies they are going to becreative and innovative and thus offering quality product to thecustomers.

Edward Deming cameup with the strategy of teaching business leaders on how they canimprove their industry by in cooperating quality control. He was alsoconcerned with the philosophy of quality control that should beembraced by the management in Japan. He played a great role inindustry development during World War II. Deming believed that 94percent of problems that are concerned with quality are as a resultof management failure to carry its mandate. To ensure that quality isachieved Deming advised the management to create constancy so thatthey can be taught on how to improve their services. He urged thebusiness enterprise to cease dependence where they inspect theemployees rather should embrace statistical evidence which isconcerned with quality that has been built in. additionally, he urgedthe business leaders to train employees, find the problems in theindustry, ensure that they use modern method when need arise tosupervise, and make sure that fear is driven out of the business sothat the employees can work effectively.

Joseph Juan made thecontribution of quality management and ensured that Japanese adoptedthe philosophy that was concerned with quality management. Qualityplanning according to Juan is concerned with identification ofcustomers, their needs, and ensuring that the needs are translated tothe industry language. After that the industry should come up with aproduct that meets their need and ensure that the features of theproducts meet the customer needs. Quality improvement according toJuan was paramount and thus urged the business leaders to incorporatea process that would produce that product. Lastly he ensured that theindustry embraced quality control that was concerned with productionof the product without supervision.

Introduction of business enterprise

It is the role ofthe organization to ensure that the employees and their customer’sneeds are attained. The employee and the customer have expectationsregarding to their need and thus total quality management approachcan be used to ascertain that the customers and the employees aresatisfied. One of such event industry is trade shows that are used bythe management of enterprise to ascertain that customers are aware ofthe products produced. The exhibitions are used by companies topresent and ensure that they have demonstrated the latest products.The management of the enterprise must ensure that the product meetsthe customer needs by producing quality products. The event is heldby many companies since it is viewed as one of the most effectiveevents that increase customer awareness and customer satisfaction.

Evaluationof the chosen business enterprise’s introduction and development ofTQM Conclusions

The system of totalquality management has been introduced by the leaders of theenterprise specifically the managers to ascertain that the customer’sneeds are met (Bank, 2004, p51). The system have been developed andintroduced by the managers by making sure that the employees signperformance contract. The performance contract is based on thecustomer’s result on the type of services offered by the employees.To ensure that the customers are satisfied by the quality of theproducts offered by the company repeated purchases must be done sothat it can reflect how the customers are loyal to the company. It isthe role of the enterprise to ensure that social responsibility isintroduced to the community as a way of engaging customers to beaware of the products offered and giving back to the society. Thetrade shows though expensive to the enterprise they play asignificant role in ensuring that the latest products in the companyare displayed and thus the customers are given the opportunity tocomment whether it has meet their requirements. The exhibition ifused effectively is beneficial to the enterprise based on that itacts as an advertising strategy and a tool to introduce the latestproduct in the market.

The system beingintroduced under the performance contract implies that the employeeswho will not perform best in terms of creativity and innovation areprone to firing which is not the solution to offer quality product tothe customers. There is need to retain the employees in theorganization based on the fact that through teamwork they contributegreatly in decision making that helps others to excel with the helpof an idea that was shared in departmental meeting. Total qualitymanagement is quite challenging to the enterprise since for qualityproducts to be attained in the organization then it implies thattraining of employees must be conducted which is costly. Throughtraining the employees becomes loyal to the enterprise, they aremotivated and thus work to ensure that their performance can beimproved (Evans, 2010, p67). Customer focus is the next challengethat is likely to be associated with total quality management sincethe employees has to conduct surveys on how the customers aresatisfied by the latest products. This implies that cost must beassociated with those surveys that are conducted so that themanagement can be aware of the level of satisfaction.

To ensure that totalquality management is successful through the help of trade shows thensupplier quality management must be incorporated. It implies that theemployees and the management must interact so that the customerrequirement is obtained. For quality products suppliers mustfacilitate high quality inputs for quality output. Through the supplyof quality raw materials then the management and the employees canoffer reliable and quality products to their customers. To ensurethat total quality management is successful through trade showscustomer focus must be embraced. It can only be achieved if theenterprise is aware of the customer’s expectation and the needs. Itis acquired through focus efforts like surveys and trade shows thatare concerned the customer need and complaints. To reduce thecomplaints it is the role of the enterprise to ensure that they offerreliable products with the set duration and ensure that the efficientproductivity.

Strategiesused to manage quality within an event

The strategy used tomanage quality within an event is based can be based on the SixSigma. The strategy plays an important role in ensuring that qualityof the product is controlled. This is done by making sure that thequality of the product is improved by eliminating all the causes ofdefects and taking into consideration the variability while theproduct is being manufactured in the enterprise. To ensure that theSix Sigma is influential and can offer sustained quality then the topmanagement and the entire organization have to work to achieve acommon goal. The Six Sigma aim is 99.9 percent which they term it asnear perfection in the company (Hoyle, 2007, p23). The next strategyused to manage quality within an event is information and feedback. It simply implies that whenever the product is established in themarket there is need to wait for the feedback after the customershave used it. The information given by the customer must be takenserious based on the fact that it the enterprise can use the feedbackto improve the product quality. Failure to consider the informationgiven by the customers implies that competition is going to be stiffsince the product does not meet the expectations and the need of thecustomer’s. It is imperative that when the customer feedback isconsidered it implies that the customer’s are involved in theproduction and thus the output is a high-quality product.

The next strategythat can be used to manage quality within an event is employeeinvolvement in the trade shows. This implies that the employees workto attain the goals of the company by producing products that meetthe customers need. While involving the employees in the productionthey have to be trained so that they can be aware of what type of theproduct is needed and the technique that can be applied to ensurethat they are creative in the market. The next strategy that can beused to improve and attain high-quality product is Just-in Time (JIT)strategy. The strategy considers the return after the investment,quality and how the product reaches to the customer with ease orefficiency. Just-in-Time strategy focuses on the quality of theproduct. This is because when problems are experienced in the companythey will make sure that all activities have been suspended for ashort duration to ensure that the other section is performing as percustomer requirements. The strategy focuses of quality andefficiency.

TheTQM approach to the management of human resources

There is a linkbetween Human Resource and TQM since it is based on the empowermentof the employees (Yang, 2006, p162).When the employees are empowered it implies that they haveresponsibility to make decisions like the top level managements.Taking the responsibility on their own implies that the employeesconsider the quality initiatives since they participate in decisionmaking. The quality decision made improves the company significantly.The greater responsibility given to the employees implies that theyare empowered and thus they will take sufficient participation. Themanagement does not add any payment to the employees since they havebeen empowered but this is done to ensure that all the employeesparticipate in decision making so that quality products can beproduced.

The human resourcesfocus on teamwork for the attainment of the goals. Teamwork and TQMgo hand in hand since creativity and innovation is as a result ofteamwork. Teamwork does not focus only to the employees rather itinvolves the managers in collaboration with employees and customerstogether with the suppliers so that quality product can be produced.The human resource is given the mandate to encourage teamwork in theorganization since when hiring the employees he or she considers thecompetence of the individuals. The purpose of the teamwork is toembrace quality product is produced for the sake of the customers.

Staffing is the roleplayed by the human resources. When the human resources are hiringthe employees he or she has to consider the behavior, attitudes andthe values of the employees. For total quality management to beattained in the company then the values and attitudes of theemployees has to be in cooperated so that they can work towards theset goals. The human resources plans how the training programs amongthe employees is implemented so that the employees are going to befocused and ensure that they are taught on how to producehigh-quality products. Performance appraisal is a human resourcepractice that plays an integral part in the organizations.Performance appraisal does not improve the quality of the productsoffered by the employees rather it demoralizes them since errors mayoccur and the employees will be associated with the responsibility ofcausing that error. It makes the teamwork to lower the morale andthus unable to attain the goals set of producing high-qualityproducts.

Interpretationof quantitative and qualitative data to manage events

The Pareto Principlethat used as a tool or strategy that is used to manage quality in theevent (quantitative method) suggests that 80 percent of thechallenges experienced in the enterprise are as a result of 20percent of the causes. The causes can be machines not producing theintend quality, raw materials that does not meet the customer needsand operators who are not perfect in their routines. The 80 percentprofit or returns are owned by the 20 percent individuals and thusthe 20 percent have the capability to solve 80 percent problems thatare experienced in the events. This implies that when an organizationwants to offer quality products to their customers it is imperativethat the employees have the solution to that. The qualitative part ofthe interpretation was carried where 18 participants were involved inan interview. The manager was the interviewer where they gave theimportance and the concept used in total quality management. All the18 participants agreed that total quality management utilizing thestrategies set to improve the quality of product is effective andefficient (Tena and Puig, 2001, p55). It is a tool used by the humanresource and the top level management to ensure that they customerneeds are attained.

Conclusion

To ensure that quality is attained in the enterprise there is need toensure that total quality management is utilized. Since TQMencourages innovation, training and employees performance thepossibility of attaining high-quality product is high. The suppliersand the employees have to work together so that they can supply rawmaterials that are reliable and offer high-quality end products. Toensure that the customers are loyal to the enterprise there is needto introduce corporate social responsibilities.

Appendices

The chart shows quantitative method using the Pareto analysis where80 percent complains by the employees which 20 percent is the cause.Thus The 80 percent profit or returns are owned by the 20 percentindividuals and thus the 20 percent have the capability to solve 80percent problems that are experienced in the events.

References

Yang, C. 2006, “The impact of human resource management practiceson the implementation of total quality management: an empirical studyon high tech firms”, The TQM Magazine, Vol. 18 No. 2, pp. 162-73.

Bank, J. 2004. The Essence of Total Quality Management. New York:Prentice Hall.

Hoyle, D. 2007. Quality management essentials. Oxford:Butterworth-Heinemann.

Evans J. 2010. Quality and Performance Excellence. New York: CengageLearning.

Tena, J. and Puig, V. 2001. “Measuring the relationship betweentotal quality management and sustainable competitive advantage: aresource-based view,” Total Quality Management, vol. 12, no. 7, pp.932–938.

Total Quality Management Practices

TOTAL QUALITY MANAGEMENT PRACTICES4

Table of Contents

Introduction to Total Quality Management 3

Evaluation of TSEC’s introduction and development of TQM 5

Strategies used to manage quality within an event 7

The TQM approach to the management of human resources 8

Interpretation of quantitative and qualitative data to manage events 9

Conclusion 10

Appendices 11

References 12

Introduction

The aim of total quality management practices is to ensure that thequality of the products is improved so that the customer’s needsare achieved. The total quality management practices are concernedwith the performance of the organization. The leaders who areconcerned with total quality management view the event industry asthe system that will deliver goals in the organization. The leadersmust support the employee development, and thus communication must beeffective between the employees, the top level management likemanagers and the customers. The employees must be given theopportunity to make a logical decision in the organization so thatthey can feel part of the organization. Whenever they are given theopportunity to make decisions implies they are going to be creativeand innovative and thus offering the quality product to thecustomers.

TQM is a combinationof the theories and principles developed by quality gurus such asDeming, Juran, and Crosby. The principles of management of TQM focuson fulfillment of customer expectations by providing quality servicesand products. This is achieved through continuous improvement to theorganizational processes. Deming theory of TQM bases on the use ofstatistical process control to improve quality (Wood J. C. 2005,293). Deming came up with 14 points management philosophy foundedthat are founded on statistical theory and the scientific method.Deming’s principle of constancy begins and ends with the customerthe statistical theories are aimed at improving organizationalprocesses in order to provide satisfactory products and services tocustomers. He distinguishes two concepts: enumerative statistics thatfocus on a judgment of results and analytical statistics that focuson improvement of processes (Mukherjee, P. N. 2006). Additionally, heurged the business leaders to train employees, find the problems inthe industry, ensure that they use the modern method when the needarise to supervise, and make sure that fear is driven out of thebusiness so that the employees can work effectively.

Application of TQMprinciples in an organization requires planning for change to adopt anew philosophy. Juran’s theory focuses on management and planningas a strategy for improving organizational processes. Juran definedquality as “fitness for use” that he mentioned to be subject tochange. Quality planning according to Juan is concerned with theidentification of customers, their needs, and ensuring that the needsare translated into the industry language. Planning and managementtechniques are important in the improvement of processes aimed atcustomer satisfactory. Good quality management requires actions to beplanned out, improved and controlled (Wood J. C. 2005, 293). Thetheory emphasizes the necessity for ongoing quality improvementthrough the success of small improvement projects done throughout theorganization. Juran recommended the use of quality control tools andtechniques in planning and management of organizational processes. Hedeveloped 10 steps to quality management. Crosby’s theory of TQMdescribes quality as conforming to standards by the industry ororganization that addresses customer demands. Crosby developed 6 Cscomprehensions, commitments, competence, corrections, communicationsand continuance (Mukherjee, P. N. 2006, p61).

Introductionof business enterprise

The Special EventCompany (TSEC) operates mainly in North Carolina and London. Thecompany was established in 1987 and has experienced significantgrowth over the years. They offer strategic guidance and programmanagement from concept to delivery to ROI analysis. The customers ofTSEC include those with event or meeting such as corporateconference, grand opening, recognition event or product launch.Services offered by TSEC include planning and development, creativeservices, production and AV, onsite logistics, speakers andentertainment, and travel and transport. Since its establishment, thecompany has valued sustainability as the most appropriate strategyfor growth and improvement. Their high expertise is coupled withhigh-level customer service in order to make events successful andrelieve their customers’ stress. There is effective communicationbetween the customers and the company due to flexible and efficientcustomer service center. TSEC is process-driven, results-oriented andfocused on their customer satisfaction. The company employs planningand management principles of Juran’s theory of TQM. Planningprocess ensures that the challenges TSEC encounter regardingorganizational processes, and customers’ interests are addressedthrough analysis of past and current performance. Statisticalanalysis is employed in the planning process by the company to enablethem to identify improvements they need to apply.

Evaluationof TSEC’s introduction and development of TQM

The system of totalquality management has been introduced by the leaders of TSECspecifically the managers to ascertain that the customer’s needsare met (Bank, 2004, p51). The system has been developed andintroduced by the managers by making sure that the employees sign aperformance contract. The performance contract is based on thecustomer’s result on the type of services offered by the employees.The quality of goods offered by the company must satisfy thecustomer`s needs repeated purchases must be done so that it canreflect how the customers are loyal to the company. It is the role ofthe enterprise to ensure that social responsibility is introduced tothe community as a way of engaging customers to be aware of theproducts offered and giving back to the society. The trade showsthough expensive to the enterprise they play a significant role inensuring that the latest products in the company are displayed andthus the customers are given the opportunity to comment whether ithas met their requirements. The exhibition if used effectively isbeneficial to the enterprise based on that it acts as an advertisingstrategy and a tool to introduce the latest product in the market.

The system beingintroduced under the performance contract implies that the employeeswho will not perform best regarding creativity and innovation areprone to firing that is not the solution to offer a quality productto the customers. The employees must be retained in the organizationbased on the fact that through teamwork they contribute greatly todecision making that helps others to excel with the help of an ideathat was shared at the departmental meeting. Total quality managementis quite challenging to the enterprise since for quality products tobe attained in the organization then it implies that training ofemployees must be conducted which is costly. Through training theemployees becomes loyal to the enterprise, they are motivated andthus work to ensure that their performance can be improved (Evans,2010, p67). Customer focus is the next challenge that is likely to beassociated with total quality management since the employees have toconduct surveys on how the customers are satisfied by the latestproducts. This implies that cost must be associated with thosesurveys that are conducted so that the management can be aware of thelevel of satisfaction.

To ensure that totalquality management is successful through the help of trade shows thensupplier quality management must be incorporated. It implies that theemployees and the management must interact so that the customerrequirement is obtained. For quality products, suppliers mustfacilitate high-quality inputs for quality output. Through the supplyof quality raw materials then the management and the employees canoffer reliable and quality products to their customers. To ensurethat total quality management is successful through trade shows,customer focus must be embraced. It can only be achieved if theenterprise is aware of the customer’s expectation and the needs. Itis acquired through focus efforts like surveys and trade shows thatare concerned the customer need and complaints. To reduce thecomplaints, it is the role of the enterprise to ensure that theyoffer reliable products with the set duration and ensure that theefficient productivity.

Strategiesused to manage quality within an event

The strategy used tomanage quality within an event is based can be based on the qualitycontrol tools and techniques. The strategy plays an important role inensuring that quality of the product is controlled. This is done bymaking sure that the quality of the product is improved byeliminating all the causes of defects and taking into considerationthe variability while the product is being manufactured in theenterprise. To ensure that the Six Sigma is influential and can offersustained quality then the top management and the entire organizationhave to work to achieve a common goal. The Six Sigma aim is 99.9percent that they term it as near perfection in the company (Hoyle,2007, p23). The next strategy used to manage quality within an eventis information and feedback. It simply implies that whenever theproduct is established in the market there is need to wait for thefeedback after the customers have used it. Failure to consider theinformation given by the customers implies that competition is goingto be stiff since the product does not meet the expectations and theneed of the customer. It is imperative that when the customerfeedback is considered it implies that the customers are involved inthe production, and thus the output is a high-quality product.

Another strategythat can be used to manage quality within an event is employeeinvolvement in the trade shows. This implies that the employees workto attain the goals of the company by producing products that meetthe customers need. While involving the employees in the productionthey have to be trained so that they can be aware of what type of theproduct is needed and the technique that can be applied to ensurethat they are creative in the market. The next strategy that can beused to improve and attain high-quality product is Just-in-Time (JIT)strategy. The strategy considers the return on the investment,quality and how the product reaches to the customer with ease orefficiency. Just-in-Time strategy focuses on the quality of theproduct. This is because when problems are experienced in the companythey will make sure that all activities have been suspended for ashort duration to ensure that the other section is performing as percustomer requirements. The strategy focuses on quality andefficiency.

TheTQM approach to the management of human resources

There is a linkbetween Human Resource and TQM since it is based on the empowermentof the employees (Yang, 2006, p162). When the employees are empoweredit implies that they have a responsibility to make decisions like thetop level managements. Taking the responsibility on their own impliesthat the employees consider the quality initiatives since theyparticipate in decision making. The quality decision made improvesthe company significantly. The greater responsibility given to theemployees implies that they are empowered, and thus they will takesufficient participation. The management does not add any payment tothe employees since they have been empowered, but this is done tomake sure that employees participate in decision making so thatquality products can be produced.

The human resourcesfocus on teamwork for the attainment of the goals. Teamwork and TQMgo hand in hand since creativity and innovation is as a result ofteamwork. Teamwork does not focus only on the employees rather itinvolves the managers in collaboration with employees and customerstogether with the suppliers so that quality product can be produced.The human resource is given the mandate to encourage teamwork in theorganization since when hiring the employees he or she considers thecompetence of the individuals. The purpose of the teamwork is toembrace quality product is produced for the sake of the customers.

Staffing is the roleplayed by the human resources. When the human resources are hiringthe employees, he or she has to consider the behavior, attitudes andthe values of the employees. For total quality management to beattained in the company, then the values and attitudes of theemployees have to be in cooperated so that they can work towards theset goals. The human resources plan how the training programs amongthe employees is implemented so that the employees are going to befocused and ensure that they are taught on how to producehigh-quality products. Performance appraisal is defined as a humanresource practice that plays an integral part in the organizations.Performance appraisal does not improve the quality of the productsoffered by the employees rather it demoralizes them since errors mayoccur and the employees will be associated with the responsibility ofcausing that error.

Interpretationof quantitative and qualitative data to manage events

The Pareto Principlethat used as a tool or strategy that is used to manage quality in theevent (quantitative method) suggests that 80 percent of thechallenges experienced in the enterprise are as a result of 20percent of the causes. The causes can be machined not producing theintend quality, raw materials that do not meet the customer needs andoperators who are not perfect in their routines. The 80 percentprofit or returns are owned by the 20 percent individuals, and thusthe 20 percent have the capability to solve 80 percent problems thatare experienced in the events. This implies that when an organizationwants to offer quality products to their customers it is imperativethat the employees have the solution to that. The qualitative part ofthe interpretation was carried where 18 participants were involved inan interview. The manager was the interviewer where they gave theimportance and the concept used in total quality management. All the18 participants agreed that total quality management utilizing thestrategies set to improve the quality of a product is effective andefficient (Tena and Puig, 2001, p55). It is a tool used by the humanresource and the top level management to ensure that they customerneeds are attained.

Conclusion

To ensure thatquality is attained in the enterprise, there is need to ensure thattotal quality management is utilized. Since TQM encouragesinnovation, training and employees performance the possibility ofattaining high-quality product is high. The suppliers and theemployees have to work together so that they can supply raw materialsthat are reliable and offer high-quality end products. To ensure thatthe customers are loyal to the enterprise, there is the need tointroduce corporate social responsibilities.

Appendices

The chart shows quantitative method using the Pareto analysis where80 percent complains by the employees which 20 percent is the cause.Thus The 80 percent profit or returns are owned by the 20 percentindividuals and thus the 20 percent have the capability to solve 80percent problems that are experienced in the events.

References

Yang, C. 2006, “The impact of human resource management practiceson the implementation of total quality management: an empirical studyon high tech firms”, The TQM Magazine, Vol. 18 No. 2, pp. 162-73.

Bank, J. 2004. The Essence of Total Quality Management. New York:Prentice Hall.

Hoyle, D. 2007. Quality management essentials. Oxford:Butterworth-Heinemann.

Evans J. 2010. Quality and Performance Excellence. New York: CengageLearning.

Tena, J. and Puig, V. 2001. “Measuring the relationship betweentotal quality management and sustainable competitive advantage: aresource-based view,” Total Quality Management, vol. 12, no. 7, pp.932–938.

Wood J. C. (2005), JosephM. Juran: Critical Evaluations in Business and Management,Psychology Press

Suganthi, L., &amp Samuel, A. A. (2006).&nbspTotal qualitymanagement. New Delhi: Prentice-Hall of India.

Mukherjee, P. N. (2006).&nbspTotal quality management. NewDelhi: Prentice-Hall of India.