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Example research essay topic: Strengths And Weaknesses Chain Reaction - 1,095 words

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In society today quality plays an important role in customer satisfaction. A classic example of customer's being discouraged due to poor quality would be the case of Skoda cars. In the 80 's and early 90 's Skoda was known for it poor quality and this in turn affected both the brand image and also sales of the company. Once the Volkswagen Group overtook it in 1994, strategies have been implemented to put quality back into the product and to put the customer first. However before understanding the concept of "total quality management" (TQM) one must define quality. Quality is said to be "the ability to satisfy, or even exceed, the needs and expectations of the customer" (Mullins 1998).

This quote is far more contemporary than some of the older definitions of quality below as there is the broader understanding that quality should exceed the expectations of the customer and also indicates quality is intangible and the level of quality often changes. Other define quality as: "Quality is fitness for use" (Juran 1974) (4) or "Quality is a conformance to requirements or specifications" (Crosby 1979) - (4); however these definition have no inherent aspect on the customer; currently all businesses should be market orientated and hence any notion of quality should be developed for the customers benefit. TQM is a management approach to long-term success, through achieving complete customer satisfaction. TQM is the complete approach to improve organizational performance and effectiveness. There are numerous definitions of TQM, but Mullins 5 th edition (1999) says TQM is: "A way of life for an organization as a whole, committed to total customer satisfaction through continuous process of improvement, and the contribution and involvement of people" (3) Laurie J Mullins Management and Organization al Behaviour 5 th Edition 1999 One should be aware that it is not a departmental project or quality saving campaign; but TQM is a philosophy that the organization adapts and implements throughout the company for a mutual benefit i. e.

the companies and customers. The participation of all members of an organization in improving processes, products, services, and the culture they work in is the basis of TQM. TQM can be viewed as a necessary means to achieve increased sales, reduce costs, and develop a competitive advantage through enhanced product quality (Fig 1 -Deming Chain Reaction) (9). Deming believed that profits are the result of attention to quality and customer satisfaction. In Some instances TQM could also be seen as a key strategy for the organization's survival.

This is particularly true in the case of the motoring industry, where competition is intense and the there is little to tell products apart. The quality some manufacturer's offer over others is the competitive advantage (Jaguar v Ford, where Jaguar will spend more on quality on the end product, Ford will try to give value for money and not exceed customer expectations too much) (6). Figure 1 Deming's Chain Reaction. This gradual move towards total quality and TQM has also seen a move towards lean manufacturing (Jaguar Cars) (6); again the key is to give the customer a product of the highest quality at the lowest possible cost, within the shortest possible time. Traditionally Jaguar has been producer's of high quality high cost products and invests much more in the quality of the product, whereas Ford traditionally have seen to be producers of average products with average costs (7).

TQM, which has been available for many years, was originally developed in the United States and the Japanese were the first to visualise its benefits and apply it successfully. The late Dr William Edward Deming was the creator of TQM (1900 - 1903) (3) who devised 14 points of management, which apply anywhere, from small organizations to large multi-national ones. Other management guru's also did a considerable amount of work on TQM (10); Feigenbaum (1950 's) Deming (1950 's) Crosby (1970 'S) Ishikawa (1970 's) Juran (1980 's) Taguchi (1990). This paper will concentrate on the work of Deming and Crosby giving both strengths and weaknesses of each approach. TQM is a participative management style that stresses total staff commitment to "customer satisfaction." TQM is the part management organised for the use of creating and implementing a continuous improvement process that constantly improves on the organization's effectiveness and also their efficiency. The main responsibility of quality lies not on the workers but on the management on all levels.

Statisticians, such as Walter A Stewart, Joseph M Juran, Philip B Crosby and most importantly Dr William E Deming (1900 - 1993) (3) were responsible for initiating the TQM and share a common role in participatory management and employee improvement. Much like his colleagues Dr Deming believed quality is not acquired by the workers abilities but rather by their system of work. Organizations both large and small have only recently started appreciating the effect quality has on them. Most companies feel like they produce products or services to make a profit, but Deming's philosophy says organizations produce products and services that help people live better. Hence, this develops loyal customers, which according to Dr Deming, is where the real profits are generated (Fig 1). Since 1985 TQM has become another quality management movement in the United States and throughout the world and has been an important driver of the global village.

TQM has been implemented in many organizations such as IBM, Xerox and Motorola. Subsequently, many non-profit organizations such as Universities, colleges and charities have also begun to implement TQM. Dr Deming has developed a number of guidelines for the transformation of management, which he calls the 14 points for quality improvement (9). These are as follows: (1) Create constancy of purpose (2) Adopt the new philosophy (3) Cease dependence on inspection (4) End awarding business on price (5) Improve constantly the system of production and service (6) Institute training on the job (7) Institute leadership (8) Drive out fear (9) Break down barriers between departments (10) Eliminate slogans and exhortations (11) Eliminate quotas or work standards (12) Give people pride in their job (13) Institute education and a self-improvement programme (14) Put everyone to work to accomplish it (9). Dr Deming's repeatedly talks about constancy and how the concept of constancy begins and ends with the customer. Since the work of Deming, numerous management writers have stated both strengths and weaknesses of the approach.

Nigel Slack 1998 (10) says; "The strengths of Deming's model are (1) It provides a systematic and functional logic, (2) Stresses management comes before technology, (3) Leadership and motivation are recognised as important (4) Emp...


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Research essay sample on Strengths And Weaknesses Chain Reaction

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