Pre-Thesis

RCJY’s Quality Control and Benchmarking department needs qualified personnel and proper employee training in order to meet competitor’s standards. It is more than a program, a commitment that organizations must take heed in the way they do business. For a business to be competitive, quality is an imperative need. TQM must revolve around not only with the Senior Management but should apply in the whole organization striving to meet the company’s mission and goals through the use of an effective strategy. It should be founded with trust and an exceptional communication to produce a satisfactory teamwork. The market is very competitive in today’s business thus; this research will explore findings from Total Quality Management, international Quality Standards and human resources to accomplish the research’s goal of improving RCJY’s quality department. Having this department in a company can greatly put the entire system to an advantage in the way they do business and can derive continual innovation. Most companies do not have a department that formally deals with the execution of quality within its infrastructure. The Human Resource Management’s take on improving quality control department, and its purpose and the adoption of international quality standard (Royal Commission for Jubail and Yanbu, 2015)

Quality

Quality involves multiple considerations when planning for a quality control department within an organization. It is the backbone of the company in ensuring that every activity requires planning, development, and application, associated with profitable account, professionalism, and regard to company’s structure (Crow. K,2015). Quality control department improves the competence of a company and empowers staff and enhance their creativity throughout the manufacturing process from the beginning up to the end to make sure that the product is the same (McIntosh. K,2015). Quality control personnel should be able to monitor products and outputs to perform according to their intended use, fix the sources of defects immediately after they are detected, reduce rates of defects, and reduce re-work and waste (Su, Zhang, &Zhu, 2009).

Quality control personnel should be able to accurately test how much products or projects meet the standards of design set by its engineers and creators. This is the team that is in charge of ensuring that our products meet quality and safety standards. Testing is performed to make sure that the production has met the specified condition that has been agreed between the client and our company. Regular testing and checking of products must be performed in order to warrant its quality and if there is a problem, quality control inspectors meet with the production staff to identify the root cause of the problem and make recommendations for improvement (thecqi.org, 2015).

High quality control standards entail the provision of topnotch support after the product has been delivered, checking with clients after the distribution and setting up a distinctive after sales. (Magad&Amos,1989).

Good products and excellent quality service goes along together to keep customers and make the best income. (Decenzo, Robbins, &Verhulst, 2010). After having the quality control department comes the quality function deployment (QFD). QFD aims to help communicate quality of goods and processes clearly from customers to different internal departments. The intent of this phase is to define the things that need to be performed and is often related with operations (Dilworth, 1993). QFD designed to help those in charge to be aware of what has to be done with their new or existing products and aids in reconstructing what customers require into product or service specification. Clear communication of problems lead to problem solving that is why QFD classified as a good communication tool and is oriented in involving a team of people representing the different functional departments engrossed in the developments of products, “Quality Function Deployment.” While TQM is listening to the voice of the customer, QFD is voicing out what the customer wants and needs and at the same time doing it with quality. Additionally, it helps improve gaps in process to help create a favorable product. As mentioned by (Jaswal, 2012).

A Case Study in Quality Functional Deployment, QFD applied in the early stages of the design phase of product development so they can incorporate on the final product what customer wants and requirements. To fill in those gaps, the team can obtain the voice of customers in the form of interviews and surveys. Through this, one can identify what the customer really want and ask them to rate product importance. Many benefits can be obtained over QFD. Fostering employee empowerment and encouraging them to be proactive in seeking out quality issues and solutions are some of the reasons of what QFD can do to them. The focus is not what the company wants but what does the consumer need. The “voice of the customers” drives the process of development. Considering that the products are acquired from a system that imposes quality, the product will therefore have an edge in the competition within the market. Additionally, the team can save time since the processes focus on improvement, careful attention to customer requirements reduces the risk of significant changes within the period of the project. Not only time, monetary expenditures can also be mitigated. Since identification of required changes occurs early in the project cycle, product supports cost and minimizing changes following production reduces warranty costs creating a culture of active problems seeking and solving that is deeply ingrained in the Human Resource (HR) yields to faster assimilation of TQM ideals to employees (Borysowich, 2006).

However, sometimes the program fails due to lack of management commitment. To counter act this kind of scenario, team and individual effort must be recognized for their desirable behavior. A reward and recognition system encourages TQM behavior, showing employees how important they are make it easier for HR management to instill commitment and dedication to the staff members (Richardson, 1997).

Key Performance Indicator

Key performance indicator (KPI), is a system that helps to motivate employees to acquire a problem-solving attitude. John R,2015, defined KPI as a measurement for progress towards organizational goals. Once an organization has analyzed its mission, it needs a way to measure progress towards those goals and that is the key performance indicator (Reh, n. d,2015).

KPI Complete Guidelines are as follows; before you begin the procedure of discovering KPIs, you must gain a decent comprehension of your business and its destinations, make an interpretation of your business targets into quantifiable objectives, once you have decided your objectives, and select a KPI for every objective. With those guidelines, quality control department can effortlessly narrow down what they need to do to achieve quality service and products.

Customer focus in a quality control department encourages the development processes that minimize quality issues that rise from the customer end. In a service sector such as RCJY, employee – client interaction influences client’s satisfaction more than the service or product obtained. Poor quality service results customer desertion, which in turn have a remarkable loss of revenue. Consequently, employee satisfaction should also be taken care of, pleasant workplace and treatment of employees. Excellent customer focus in quality control stems from identifying and meeting customers’ needs from production to after sales. Long-term buyer – supplier relationship improve profits and is necessary for best economy (Dr. Deming, 2008).

Adoption of International Quality Standards

Adoption of international quality standards such as, ISO provide a good analysis to which Quality Control goals could be based upon, because it addresses various aspects of quality management with the best standards that act like a guidance for companies who want to ensure that their products and services consistently meet client’s requirements and quality is regularly improved (ISO – 9000 Quality management, 2015).

ISO 900-1-4:2000 lays out the intricacies that govern quality standards. The International Standard core generic, requires all organization to demonstrate its capacity to regularly meet customer requirements, and thereby aims to enhance client’s satisfaction by applying the system effectively (ISO 9001:2000, 2000).

Summary

No matter how small ones position is in a company, one is still significant. One quality effort to perform a job will directly affect the organization as a whole. Total quality management characterizes the quality of the company in its totality; implementation does not just come from the Human Resources Management but also from the higher ups of the company. If they are able to render its system together with the Standard Quality Control, they have a high chance of conquering not just the local market but also internationally.

TQM aligns and focuses the individual efforts of employees and a vehicle for correcting the performance of the company. When setting up a quality standard, one should consider customers as references. Finding out what they want and require as a guideline because in the first place, their satisfaction is one thing that we need to meet to stay long in the business industry.