Total Quality Management
Total Quality Management
In today’s world of globalization the need for total quality management is an important aspect of any organization remaining competitive. This paper will define quality management as well as include a description of the impact of globalization on quality as well as compare and contrast traditional management styles with quality focused management styles. Lastly, this paper will explain how total quality management (TQM) applies of should apply to the Public Schools.
Ross J.E. (1999) defines total quality management as “the integration of all functions and processes within an organization in order achieve continuous improvement of the quality of goods and services the goal is customer satisfaction” (p. 1). The various functions within an organization that contribute to the continuous improvement of products and services include; marketing, finance, design, and customer service. These elements contribute to an organization standing out among the various competitors locally and globally.
Organizations want to retain and recruit customers and in order to do this the organization needs to create a strategy who is customer focused. According to Burrill and Ledolter (1999), “customers want quality, and to satisfy this want, organizations must provide customer-driven quality” (p. 8). Customers expect to receive a product that lives up to the advertising of this product or service. This has created a need for organizations to not only create a quality product or service but to also persuade consumers that their products are of the best quality.
How Globalization Impacts Total Quality Management In today’s age of increased competition due to globalization, organizations have to increase the quality of its products and services as well as its customer service. According to Godfrey (2000), “globalization affects quality in many ways. Some of the most noticeable are people’s rising expectations and their demand for products and services of equal quality to what they see others receiving” (p. 1). The use of the internet and media coverage has given consumers more knowledge than in the past and with this knowledge comes the desire to have a particular product or service.
Globalization has also created a need for ISO 9000, which helps to support superiority in manufacturing at all levels of production. The ISO 9000 has set principles that allow an organization to sustain quality as well as to find solutions to rectify problems that may occur. Managers can also collaborate with suppliers to ensure that the company is creating a quality product by ensuring that supplies that are ordered are of quality.
Another aspect that globalization has affected Total Quality Management is the need for the organization to respond to the rapidly changing demands of consumers. Organizations need to develop a strategy that allows them to be flexible by limiting stock that is on hand and maintain a steady stock level without having too much or too little on hand.
Management Styles Total quality management has changed the way organizations view management roles. The traditional management style was more concerned with the internal workings of the organization and focused on creating quality products and services for the consumer. Total quality management focuses on how to please the customer rather than how to produce a product or service.
According to Lean Manufacturing Concepts (2006), “one of the major differences between total quality management and traditional management styles is the assignment of the responsibility of the quality to the management. Especially responsibility of the quality goes into middle management in the operational level” (p. 1). The consumer and not necessarily the workers within the production plant determine the quality of a product.
While traditional management styles is based on management styles and not around team work, total quality management is based on team work and the unity of all individuals within an organization (Lean Manufacturing Concepts, 2006). This unity creates a team environment in which the input from employees and management helps to create a strategy that will allow for continuous improvements.
How TQM Applies to the mortgage industry as a whole has taken a worst for the turn in recent months. The author was recently laid off due to the ripple affects of the mortgage industry; however, the need for total quality management is essential to the way in lending practices is received within the community. According to Weaver (1992), “Customers can be either internal or external to an organization. Just as a customer is the person buying a product in a store, an employee is the customer of management. By removing barriers between departments will create a more unified organization.
While total quality management is not used throughout the industry, in order to continue the practice of lending money to purchase a home TQM needs to play a vital role in the coming years. TQM should be used to help the borrower find ways to purchase a home. TQM needs to set the standards of lending institutions in order to move forward in this very volatile market. TQM should also be used to establish ways in which an incentive is given to current borrowers in these times of hardship.
The main objective of TQM is to keep consumers content by providing high quality products and services. This requires an organization to use employees and customers in the decision-making process and giving employees the tools and knowledge to correct problems when they arise. While no two organizations are exactly alike, the need for TQM practices is not only vital but an important part of creating a quality product or service that will help the organization remain competitive in today’s global environment.
Burrill, C.W., & Ledolter, J. (1999). “Achieving Quality through Continual Improvement”. 1e, John Wiley & Sons, Inc.
Godfrey, A.B. (2000). “Global Quality” Quality trends affect businesses around the world. Electronic document, retrieved on September 13, 2007 from:http://www.qualitydigest.com/jan01/html/godfrey.htmlManufacturing Concepts (2006). “Total Quality Management vs. Traditional Management Styles”. Electronic document retrieved on September 13, 2007 from: http://www.leanmanufacturingconcepts.com/TQMVsTraditionalManagementStyle.htmRoss, J.E. (1999). “Total Quality Management: Text, Cases, and Readings”. Third Edition. CRC Press, 1999.
Weaver, T. (1992) “Total Quality Management” ERC Digest, Number 73. Electronic document, retrieved September 13, 2007 from:http://www.ericdigests.org/1992-2/total.htm