Quality Control - Assignment Example

Total Quality Processes necessary to provide an organization with a TQ paradigm There is no doubt that the business environment has from time to time continued to be extremely competitive and in order to survive most companies around the globe are left with no option but to adopt the concepts of Total Quality (TQ). TQ is one of the most effective ways of remaining competitive in the business arena considering that it lays great emphasis on quality rather than profits only. TQ is not a new concept in the business arena. This management approach has been in existence since 1950’s and it has continued to evolve overtime as more ideas and elements have been integrated into the concept thanks to the great works of prominent figures of the past who include but not limited to Armand Feigenbaum, Edward W. Deming, and Philip B. Crosby, Joseph M. Juran (Mandru, 2007). These persons popularly known as the “gurus” of quality have significantly contributed to the growth of TQ globally owing to their unsurpassed ideological input overtime. In order to synthesize the processes necessary to provide an organization with a TQ paradigm one has to understand the ideology of different contributors of the TQ philosophy. Each specialist in quality ranging from Feigenbaum , Juran, Crosby, to Deming poses a different view of quality though their ideologies are based on specific vital principles that eventually brings about continuous improvement which is the fundament goal of TQ (Mandru, 2007). In other words, how TQ paradigm is adopted may differ from one organization to another considering that the general framework of continuous improvement comes with different as well as unifying elements owing to different views of pioneer authors of TQM. Joseph M. Juran proposed the following steps roadmap for developing cross-functional quality improvement. The ten steps proposed by Juran could be used as a process necessary to provide an organization with a TQ paradigm. The first step involves creating awareness of the need to bring about quality improvement as well as opportunities associated with TQ. It is paramount that every individual in the organization ranging from the top executives to the low level subordinates are well informed about the need to TQ in the organization as this is important in gaining the full participation in the process (Rawlins, 2008) . The second step involves setting goals for continuous improvement. It is noteworthy that different organizations undertake TQ for different causes, which may include but not limited to exceeding customer needs, increase efficiency, cut cost of operation, and zero defects. The third stage proposed by Juran involves establishing the ways of attaining the set goals and this may involve tasks such as organizing the steering committee, indentifying the challenges, selecting and prioritizing the projects, and assigning responsibilities to the team. The fourth step involves providing training and development of the TQ stakeholders. Goetsch and Davis, (2010) assert that it is the responsibility of the organization to provide training to their TQM team and all the stakeholders involved in the process. The fifth step involves implementing the quality improvement process by undertaking the projects in order to solve the earlier identified problems. The sixth step proposed by Juran Involves reporting progress. During this stage, many TQM tools such as flowcharts, control charts, histograms, check sheets and scatter diagrams are often applied in order to gain better perspective of the present situation of the organization. The seventh stage involves demonstrating recognition of the result found regarding the problems the organization is facing. The eighth step involves communicating of results. After carryout the TQ process the management is often encouraged to communicate with the subordinates about the progress and the results attained. This feedback process is important in ensuring that the undertaking is in the right track to attain the continuous improvement goals. The ninth step involves maintaining data regarding the successes attained. The final step in continuous integrating the yearly successful improvements into the usual organization’s procedures, and systems in order to ensure that past successes are emulated on continuous basis. 2. Characteristics that contribute to a TQ organization Total quality being a process rather than an event calls for a number of unique characteristics that would enhance its effectiveness in order to promote competitive advantage (Rawlins, 2008). Key among the characteristics that would contribute to a TQ organization include but not limited to employee empowerment, customer satisfaction, effective leadership, team building and teamwork, effective communication, education and training and finally ability to overcome workplace politics, negativity and conflict. Communication is an important component in an organization considering it is the only way that the management can link with the internal as well as the external stakeholders of the organization. During the TQ process, communication can be used as tool to communicate TQ goals, projects, problems and results of the organization to the TQ team. Additionally the subordinates can also use communication tools to address their grievances and or satisfaction levels. This means that effective communication is one of the most important characteristics that can promote a TQ organization. Another important characteristic that promote TQ organization involves effective leadership. It is noteworthy that the success of any TQ process depends largely on effective leadership. The leaders of an organization must always demonstrate strong leadership skills, desire and commitment to the TQ initiative for guaranteed TQ success. TQ concept significantly strives on doing things better than last time and this kind of environment requires some leadership styles that would inspire, motivate and promote positive reinforcement on the team in order to get them on board with the organization desire to attain its best every time (Goetsch & Davis, 2010). Because of the tense environment of the TQ approach, a great leader with tenets of transformational leadership approach with ability to set goals for their followers and motivate them towards achieving such goals would be of great value to the organization. Employee empowerment is another important characteristic that would bring about TQ organization. According to Goetsch and Davis, (2010)Employee empowerment is term commonly used to refer to an employee state of being independent and autonomous in reasoning, accountability, decision making and control at the workplace. At a TQ environment, employee empowerment may require effective training in the knowledge and skill area that may be required to carry out additional/new responsibilities, continuous access to information required for decision-making and belief on the employees to make decision and take consequential responsibility. Employee empowerment is clearly a significant characteristic requirement for promoting a TQ organization considering it is the only way through which employees can make significant decisions, enjoy great autonomy and take responsibility for their actions. 3. How to integrate leadership initiative tools to provide your company with a TQ organization There is no doubt that several TQ tools are available to managers globally for effective integration of TQ in an organization (Goetsch & Davis, 2010). Key among these tools available at the disposal of managers include but not limited to flowchart, scatter diagrams, cause and effect diagram, histogram, check sheet, pareto diagram as well as control chart. Each of these tools serves different purpose and it is available that a good leader must be in a position to choice an effective tool that will not curtail integration of an effective TQ in the organization. As a manager, I would integrate flowchart, control charts and check sheet in order to provide the company with an effective TQ program. A flowchart would be effective in enhancing deep understanding of the process considering that it describes all the steps and key information involved in the process. The control charts would be effectively used for monitoring range of variation in the system and most importantly whether the operation is under statistical control. Finally, the check sheet would be used for analyzing collected information from the process. References Goetsch, D., & Davis, S. (2010). Quality management for organizational excellence: Introduction to total quality. Upper Saddle River, N.J: Prentice Hall. Mandru, L. (2007).Paradigms of Total Quality Management. Retrieved April 20 2014 from: http://www.wseas.us/e-library/conferences/2011/Brasov2/MEQAPS/MEQAPS-24.pdf Rawlins, R. A. (2008). Total quality management (TQM). Milton Keynes: AuthorHouse. Read More