TOTAL QUALITY MANAGEMENT
INSTITUTIONAL AFFILIATION
NAME
DATE
INTRODUCTION
Total Quality management pertains to the management approach used to influence long-term customer satisfaction levels.
With total quality management, the organization engages in improving processes, services, products and the organizational culture.
Total quality management is more people-focused; it influences the employees and the consumers and translates to the organization’s
brand reputation (Tari, 2005).
TQM can be summarized as the management and system approach employed to influence the customer satisfaction levels of the
consumers through continual improvement.
In this case, the organization identifies new strategies that can be leveraged to influence efficiency and effectiveness, and consequently,
success.
PROBLEM STATEMENT
Problem Identified:
One of the most significant problems in the implementation of total quality management processes is
insufficient and inadequate professional development opportunities for employees, especially for
small organizations or start-ups.
SEARCH HISTORY
Research into total quality management process has led to the identification of the necessity of employee training in influencing success.
According to research, training is a service function that is increasingly important for organizations that wish to enhance their performance.
One of the most important resources of the organization is its employees.
Employees play a crucial role in the survival of the organization; they are tasked with the manufacture, production, and distribution of the
organization’s products and services.
They directly interact with the customers, playing a crucial role in brand identification.
As a result, employee training and development have been increasingly emphasized when it comes to promoting high levels of customer satisfaction
and influencing the organization’s success.
REASON FOR STUDY
Since the launching of TQM in the early eighties in the Western World, a significant number of organizations of all types and
backgrounds have attempted to integrate and implement it to regain or maintain their competitive advantages.
It has been continuously implemented in enabling businesses survive the changing business environments and adapt to the new
business environment (Daalghard et al., 2008).
Some of these organizations have been largely successful, with some of them failing miserably, generating poor or no results at all.
This has led to research and analysis to identify methods or strategies that can be leveraged to promote the successful implementation
of the total quality management procedure in the institute.
According to the results generated, the successful implementation of TQM practices necessitates employee training and development.
QUALITY PHILOSOPHY USED
The total quality philosophy leveraged is employee empowerment; Employee empowerment can be achieved in a variety of ways.
For instance, the management can implement training and development within the organization.
This has been proven to be largely advantageous in influencing employee productivity and promoting the success levels of the
organization (Charantimath, 2011).
Additionally, the organization can provide career development for its employees.
This is directly associated with employee motivation and self-actualization, significantly advantageous for the long term goals and
objectives of the organization.
The problem statement identified above directly aligns with the philosophy of employee empowerment. It pertains to providing
training and developmental opportunities for employees, equipping the with the necessary skills and knowledge for optimal and good
performances.
QUALITY TOOL USED TO CREATE THE PROCESS
FLOW DIAGRAM
According to research, identifying and resolving quality-related issues is essential and increasingly important for organizations and
individuals concerned with quality assurance and performance improvement processes.
However, this is highly dependent on the quality management tool leveraged.
In this case, the quality management tool embraced should align with the organization's needs, wants, and objectives.
The stratification quality tool was leveraged to understand and solve the identified problem. In stratification analysis, quality assurance
tools are used to categorize people, data and objects into distinct groups.
Separating the data into distinct groups can help in comparison and contrasts, consequently influencing the identification of the
differences and the underlying patterns.
THE STATISTICAL PROCESS CONTROL USED
FOR TRACKING
Statistical process control refers to the use of arithmetic techniques to analyze and evaluate the organization’s performance and productivity levels.
Statistical process control tools and procedures contribute towards the monitoring of process behaviors, the discovery of the internal issues and
problems plaguing the organization, and the identification of possible solutions that can be implemented to influence the organization’s success in
the production phase.
A popular SPC tool that can be leveraged in this case is the control chart.
The control chart, Walter Shewhart’s original development in the early 1920s, helps the management record data and identify any unusual
employee performance events that may impact on the organizational goals negatively.
With control charts, the organization can differentiate between the different types of variations including the common cause variation and the special
cause variation.
CONCLUSION
In Colossians 3:23, Paul insists on the importance of quality in the tasks and responsibilities undertaken.
According to Paul, ‘In whatever you do, work at it with all your heart as if you were working for the Lord in heaven’.
Paul emphasizes the importance of quality in service; in this case, when an individual provides good and effective services to others, he
or she exalts the Lord.
With training and development, the quality and performance of the employees can be greatly enhanced to influence the effectiveness
and efficiency of the products and services provided.
To successfully implement the total quality management process, the organization can leverage training and development to enhance
employee knowledge and capabilities.
This, in turn, leads to quality production, which in consequence, influences the actualization of the organization’s goals and objectives
and aligns with Paul’s quality service instructions.
REFERENCES
Charantimath, P. M. (2011). Total quality management. Pearson Education India.
https://books.google.co.ke/books?hl=en&lr=&id=h7US1hlgV_IC&oi=fnd&pg=PR12&dq=total+quality+management&ots=o9xebpjwW1&s
ig=ZCTM_BJGmYg4WKEFpSwV26V5Mg4&redir_esc=y#v=onepage&q=total%20quality%20management&f=false
Dahlgaard, J. J., Khanji, G. K., & Kristensen, K. (2008). Fundamentals of total quality management. Routledge.
https://www.taylorfrancis.com/books/mono/10.4324/9780203930021/fundamentals-total-quality-management-jens-dahlgaard-ghopal-khanji-
kai-kristensen
Tarí, J. J. (2005). Components of successful total quality management. The TQM magazine.
https://www.emerald.com/insight/content/doi/10.1108/09544780510583245/full/html
