Implementing Quality Systems - Assignment Example

Implementing Quality Systems Contents Contents 2 Q1. Present the similarity of the implementation of TQM in the multiple companies. 3 Q2. According to the Article what are the factors that led to the adoption and persistence of the new programs. 4 Q3. Comment on the statement: "Companies with a core philosophy that is consistent with TQM principles are also likely to make significant collateral change". 6 Q4. For the case of the Company C, using the Kotter (1995) model, evaluate the TQM implementation process. Verify whether the 8 change steps have been respected. 7 Reference 10 Q1. Present the similarity of the implementation of TQM in the multiple companies. Total quality management is a program that is implemented in most of the companies to improve upon the quality of the products, enhance the level of the customer satisfaction, and facilitates more of employee engagement and to establish higher quality standards in the operation model of the companies. The five companies of New Zealand that is included in this case study are organization C which is a hotel, organization E which is a manufacturing firm, organization L is a state owned enterprise, organization M which is an outdoor equipment and clothing manufacturing company, and organization T which is a state owned enterprise and a part of the electricity industry. The similarity that exists in the implementation of the TQM in most of the companies is it is regarded as a change management process. In organization C, a position of HR manager was founded with the aim to monitor the TQM program. The senior managers of the organization also formed a team with the above said aim. The quality initiatives are discussed on the meeting once a week. For organization E, a new plant with the motto of low cost form of TQM on the basis of the four principles namely fairness, teamwork respect for all as well as total participation was implemented. In case of organization L, TQM was implemented as a program which was to be managed by the quality management group. The program provided the policy and the focus of the steering committees which was entitled with the responsibility of evaluation and team solutions. It is an approach that is considered to improve upon the present conditions of the company and to obtain sustainability in a highly competitive environment. TQM is most of the companies is initiated by the leaders and then incorporated in the daily activities of the employees. It is often implemented through designing various quality training programs, enhancing employee empowerment, incorporating quality circles at the various stages of the business operations, setting up of quality teams to check on the various quality measures and to have periodic meetings to solve the various issues related to the adopted quality measures and further planning of strategies to facilitate quality improvements. The most common tool that is used for the implementation of TQM in companies is JIT approach, Pareto diagram, histograms and charts, and Kanban systems. In most of the companies it is observed that are separate quality control departments to have a continuous check on whether the company is being able to meet the quality standards and deliver high quality products or services in order to meet the expectations of the customers. TQM approach is generally implemented in all of the departments and even majority of the organization have reward system to encourage those employees who perform according to the quality set by the company. TQM implementation for the companies involves an additional cost for the company and requires ongoing training and evaluation to measure the performance of the employees and even the operation as per the quality standards. Q2. According to the Article what are the factors that led to the adoption and persistence of the new programs. According to the case there are several factors that led to adoption and persistence of the new approach of TQM in the five organizations. The first factor is the compulsion for change; this initiates the implementation of TQM in the system and is also responsible for the continuity. There are two factors that initiate a change one is the external factor or the pull factor and the other is the internal factor or the push factor. In organization E the performance level was going down, employee motivation was low and the profit level was low which were the external factors influencing the company to incorporate TQM approach. Organization C on the contrary did not undergo such crisis but wanted to improve on their reputation and image and hence adopted TQM. Organization L adopted the approach due to sustain in the competitive environment. Organization T incorporated the approach due to deregulation as there was lot uncertainty about the rules and they needed to improve upon their necessity. In organization M it was more of evolution than a change management approach unlike the other four organizations. The second factor is the core philosophy. This states that TQM approach can only be successful in an organization where the archetype of the organization that is the belief and values are aligned with the TQ principles. Organization E and M had the core values of the organization aligned with the practice of TQM, and even organization C had to some extent but the same was not observed in organization L and T which even was the reason behind the failure of the TQM approach in these two organizations. The third factor is commitment of senior management, it is the managers who implement the approach and take effective measures to control over the proper functioning of the new program through spending time with quality committee, customers, suppliers, quality checking etc. In organization C its GM initiated the program but after he left the leader who took his place was not so much enthusiastic about the approach which led to the failure of the program. Organization E the new plant manager was driving the new program and made significant changes in the system which enhanced further improvements. In organization T the program was supported by the management but it was driven by the quality champions which led to halt of the program. Similarly in organization L there were no such leadership role observed in the approach and it was more of just having overview of the approach as the entire work of quality handling was left on the consultants. The fourth factor is the capability, fit and experience of the TQM champion. The successful implementation and continuity of the program depends on the experience and background of the champions so as to fit into the transformation change. In organization C there was some familiarity of the champion with the approach. In organization E the quality champion had an experience with implementation of TQM and JIT approaches. In organization L and T there was no such experience of the TQM champions which eventually led to the closure of the TQM approach. In organization M the champions did not have such experience but they acquired knowledge through various experiments. The fifth factor is the collateral changes that reinforce and support the practices of TQM. Organization M and E had introduced some collateral changes in the form of training, structure, communication, performance measurement, compensation etc. Both these organization have a more flattened hierarchy system. The significant collateral changes in the organizations M and E made the TQM approach persist in the system, whereas such changes was not incorporated in organizations L, T and C which led to the failure of the TQM approaches in their systems (VENKATESWARLU, and NILAKANT, 2005, p. 807). The last factor is the continuity of leadership. If the individual’s continuity in the system lacks than that would eventually have an impact on the continuity of the TQM approach. It was only observed in organization M where there was no such changes in the senior management level and the CEO and the champions efficiently performs business operations from the last 30 years whereas the leaders and quality champions of the other organizations have left the system within few years of TQM implementation. Q3. Comment on the statement: "Companies with a core philosophy that is consistent with TQM principles are also likely to make significant collateral change". Companies opt for implementation of TQM approach only when there are certain factors such as internal or external factors that influence the company to adopt the approach for further improvements. TQM implementation means setting up high quality standards in the business operation to surpass the expectations of the customers. It is very much essential that the core philosophy of the company is aligned with the TQM principles so that the program can be effectively incorporated into the system. But on the contrary just being aligned with the values and principles of the business is not the only goal but the company needs to design on some changes so that the program can be not only incorporated but sustained for a longer period of time. The collateral changes encompasses the various training modules and paradigms, effective communication, structured quality committee meetings on reviewing and developing further strategies, and even encouraging the employees through rewards and incentives who effectively follow the quality programs. The factors such as collateral changes and core philosophy cannot alone guarantee a successful implementation of TQM. The other factors such as experience of the quality champions, continuity of leadership, compulsion for change and the management commitment plays a vital role towards the success of TQM. If the leaders do not have the necessary skills then they cannot take control over the quality management approach and it even requires a strong commitment from the management perspective as it is they who can initiate the change and motivate other employees for accepting the new program. Q4. For the case of the Company C, using the Kotter (1995) model, evaluate the TQM implementation process. Verify whether the 8 change steps have been respected. The Kotter’s model includes 8 steps that are creating urgency, forming a powerful coalition, correspond the vision, create a vision for change, remove barriers, generate short term wins, construct on the change, and incorporate the changes in the corporate culture. The diagram for the model is given below- According to the case, organization C had seen the need for the change and to improve on its quality because of the intense competition. The initial stages of the model was very respected by the organization in terms of creating an urgency and creating a common vision for incorporating the best of quality systems, and its TQM approach has been satisfied. From the above discussion it can also be said that the second stages has also been respected to some extent and same goes with the last stages. In terms of establishing the sense of urgency, it can be seen from the case study that the programs relating to TQM was headed by the GM under the support of HR manager which means they were not taking the implementation process lightly. Again it can also be stated that coordination among the steering committees and the HR manager was the bridge to make implementation of the TQM program free flow. The steering committee under the guidance of the top management had clear vision on their minds. Some of the processes have been improved under the recommendations of the steering committees which may be treated as the generation of short term wins. The changes were incorporated into the culture and so from the detailed explanation it can be said that the Kotter’s 8 step model has been respected by organization C. Reference VENKATESWARLU, P. and NILAKANT, V. 2005. Adoption and Persistence of TQM Programmes – Case Studies of Five New Zealand Organizations. London: Routledge. Vol 16(7). 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