The Gurus of Quality Framework for Comparison - Coursework Example

II. GENERAL INFORMATION Learner Azza Alkaabi ID Number: Total Quality Management Fundamentals Article Gurus of quality: a framework for comparison Date of Submission: Date of Received Feedback: ------------------------------------------------ III. SUMMARY The paper focuses on ‘quality’ and its twin role; as a competitive weapon and necessity in management and decision making. It delves into the methods advocated by 7 main gurus. The gurus have different approaches to the definition of quality, main emphasis, and the dominant factors. Deming and Juran view it as customer led, Crosby, Feigenbaum and Taguchi view it as supply led while Ishikawa and Taguchi view it as value led. The methods bear a resemblance in that they target to regulate the process and not the product, argue for; responsibility of top management in enhancing quality, importance of educating and training the employees to change their perspective, and that quality is a process not a programme. Further the salient features of each of method conspicuously described. This is achieved through mounting a matrix for each of the guru, in a clear manner that enables the reader and management to comprehend it easily, compare and contrast the methods and clearly bring out their similarities and differences. The methods do have shortcomings and limitations. Scholars have pinpointed their lack of sound instructional methodology. Therefore, it’s hard to incorporate the general concepts and ideas to the unique circumstances of each organization. IV. KEY LEARNING POINTS Product/service quality is dynamic in nature because customers’ expectations are subject to change. The article raises the following key points; Deming focus is on pegged on the principle that a product or service should not only meet a customer’s demand and needs, but surpass them. Common causes of discrepancies are systemic and are shared by many operators, machines or products while special causes relate to lack of knowledge or skill or poor performance. They are the responsibility of operators and management Juran definition is applicable to all organizations that are manufacturing, service, profit making or nonprofit making. His approach is external, customer led. He emphasizes on the need to plan. Quality control extends beyond the product and encompasses after-sales services, quality of management, quality of individual and the company itself. Quality management is the duty of management. Nevertheless, there is need for constant communication and the organization to work as team to achieve quality. There is an increased interest in applying quality ideas and concepts to public sector organizations for example in the u.k the government citizen’s services charter initiative. The methods however do have shortcomings and do not provide an outright solution. V. RELEVANT STATEMENTS TO THE SESSION (100-200 words) Feigenbaum stated that ‘quality is now the single most important force in organizational success and growth in national and international market’ (as cited in Bendell, 1995). This highlights the paramount importance of quality. The means to improve quality are in the ability to control and manage systems and processes properly and the management has responsibility in achieving this. Juran argued that quality control should be conducted as an integral part of management control. (Bendell, 1995). Likewise, Deming’s work is management based. His 14 points aid the management to implement quality control. Like Deming, Juran believes that quality problems are due to management not workers. (Ghobadian & speller, 1995). Consequently, the key to quality improvement is to get change the thinking of top managers- to get them not to accept mistakes and defects as this would in turn reduce work expectations and standards in their job. Ishakawa states that quality begins and ends with education. Therefore, top management needs training in quality as much as they get in finance (Ghobadian & speller, 1995). This is complemented by Groocock who argues that quality needs to be made an organization’s priority because product quality superiority enhances its competitiveness. Managers should develop pride and joy in work. (Zaramdini, 2011) VI. CRITICAL ANALYSIS . Total quality management (TQM) as a philosophy is geared towards improving the quality of processes and services. It entails an integrative function that stresses involvement of a wide range of stakeholders; from the management, employees and even customers. Indeed, it functions on the premise that quality is the duty of everyone involved with the production and consumption of products and services. TQM aims at producing goods and services that are defect free. The primary goal, therefore, is defect prevention rather that defect detection. I endorse Taguchi approach to TQM (Ghobadian & speller, 1995) To begin with, Taguchi starting point to quality is from the perspective of the loss that is imparted to the society once a product or service leaves the premises of the manufacturer. Such loss, he states, includes, a product’s failure to reach the ideal performance, meet the customer’s requirement, breakdowns and the harmful side effects that result from the product (Ghobadian & Speller, 1995). Therefore, Taguchi’s approach is customer oriented, and aims to achieve the standard whereby the customer is satisfied, by ensuring that the product/service that reaches the customer is defect free to avoid instances of such loss. The method helps to avoid waste occasioned by products with defects. This is because Taguchi’s philosophy is grounded on a proficient design stage. The philosophy requires that systems be designed in such a way that products are produced, not just within the specified limits, but also in conformance with a customer’s requirements. The emphasis is preventing defects rather that to detect them. Consequently, this helps to reduce wastage. This ploy varies for the traditional quality control whereby it is considered sufficient to manufacture products just given they fall within given specifications and later conduct a pre-shipment quality control so as to filter out products that do not fall within specifications. Taguchi’s loss function shows how the cost incurred for each non perfect product. Closely related to the above, the method also helps to eradicate unnecessary cost thus reducing the cost of production. This is achieved through elimination of products with possible defects, which leads to, a lot of wastage in terms of material, labor and time. This is enhanced through ensuring an efficient design stage that reduces the probability of the product having defects. For instance, in large-scale production of automobiles, every test is expensive so the Taguchi method proved extremely valuable. Quality cost encompasses the number of products out of specification multiplied with the cost of reworking or scrap. Taguchi (1986) insisted that the manufacturers do broaden their scope to include the cost incurred by the society. Therefore, the approach goes a little further to require that firms should not only recognize private cost but also social cost, yet such costs prevent markets from operating efficiently. Taguchi argues that such costs would find their way back to the mother organization. Therefore, by minimizing them, manufacturers would enhance brand and reputation. The method also helps to avoid instances of unsatisfied customers. A product with defect can be replaced for a customer, but it will usually leave a negative impact on the customer. The philosophy is grounded on the fact that any decline in the quality of a system leads to customer discontent. Therefore, Taguchi’s approach helps to maintain a reputation among the customers as quality control is inbuilt (Taguchi, 1986). The method is also vastly applicable where there is testing of more than one variable. He advanced a tactic for assessing compound variables in the manufacturing process using a subset of a number of tests required by traditional testing method. For example, the robust design pioneered by Taguchi improves to a large extent the engineering efficiency by deliberately exploring the noise factors, and the cost of failure to warrant customer satisfaction. The method has been applied rather successfully to augment automobile and product manufacturing. Apart from reducing the number of the sequential test, the Taguchi approach separates between signal and noise. Further, the method works so appropriately in engineering that it is now being employed to Internet PPC advertising, traditional advertising, and landing pages (Taguchi, 1986). Taguchi’s approach also promotes consistence in products. He pioneered a new perspective on quality based on the economic value of being on target and reducing variations and dispelling the traditional view of conformance to specifications. He believed that it is desirable to develop mechanisms for a product that is robust and insensitive to disparity at the design stage in the manufacturing process rather than attempt to control all the variations during actual manufacture (Taguchi, 1986). He took the already instituted expertise in experimental design and made it more functional and realistic for professionals dealing with quality. His message was aimed at the routine optimization of products and processes prior to manufacture rather than quality through inspection. In conclusion, Taguchi’s approach simplifies statistical methods that would be rather complex, making them comprehensible to non-specialists. His quality loss function can be used to measure and evaluate designs in financial basis. VII. PRACTICAL IMPLICATIONS (100-200 words) TQM has been perceived to be to other industries with the exemption of the service industry, particularly bankers. Banks compete according to the financial prowess, with disregard of the customers. However, banks seem to recognize the paramount impact that people and customers play in their business. One bank that has adopted to ensure this is the National bank of Abu Dhabi. First, the bank has established the office of a quality manager who is responsible to entertain complains by the customers. Most banks do have more than 3 vice presidents, yet lack a quality manager to ensure that customers are satisfied. The impact is that this has resulted not only to reduced customer complaints, but also profitability. The bank has ensured adequate participation of the employees at all levels and functions of the bank. It has inculcated a culture of friendliness of its employees towards the customers. Resources: Ghobbadian, A.,& Speller, S. Gurus Of Quality,(1990). Total Quality Management, vol. 5, no.3. Pg. 53-69. Taguchi, G. (1986). Introduction to Quality Engineering,. Tokyo. Asian Productivity Company. Textbooks on Taguchi Design of Experiments. (n.d.). Retrieved from http://nutek-us.com/wp-txt.html Top Ten Quality Gurus - Policies and Procedures Manuals. (n.d.). Retrieved from http://www.bizmanualz.com/blog/top-ten/top-ten-quality-gurus.html Quality Gurus - Geekswithblogs.net. (n.d.). Retrieved from http://geekswithblogs.net/srkprasad/archive/2003/10/27/276.aspx IX. e-TUTOR COMMENTS AND FEEDBACK Mark: Read More