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Example research essay topic: Benefits Of Tqm And Iso Quality Standards - 1,335 words

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Since the establishment of ISO 9000 international quality management standards in 1987, many companies in the world have implemented the system. The number of ISO 9000 certificates awarded grew by nearly 27 % in 1999 compare to 1998, demonstrating the impact of ISOs quality management standards on business activities worldwide. These are among the findings revealed by the ninth cycle of The ISO Survey, which updates the ISO 9000 certification picture to the end of 1999. The survey shows that twelve years after the ISO 9000 quality management standards were first published, their use is still increasing. Up to the end of 1999, 343, 643 ISO 9000 certificates have been awarded worldwide. More than twenty years ago, people working in industries and commerce talked about the concept of TQM and did something for TQM in their companies.

Today the competition in business world is extremely fierce. In order to increase market share and maintain business growth, companies are very concerned about the improvement of the quality of their products, services and customer satisfaction. More and more companies are introducing the ISO 9000 quality system all over the world. A company that has been awarded the ISO 9002 quality management standard is the law firm Andreas Neocleous & Co. Andreas Neocleous & Co is among a few law firms in the world to be awarded with the ISO 9002 for all the legal services that it offers. By obtaining the certification of ISO 9002 quality management standard, the firm is merely laying the foundation for the implementation of the Total Quality Management within its operations.

Some companies and individuals think that ISO 9000 is just another name for TQM. The aim of this article is to investigate the relationship between ISO 9000 quality management standard and TQM and to provide a clearer picture for companies which are considering implementing these two quality improvement processes. What is Quality Quality can be interpret as Customers expressed and implied requirements are met fully. This is a core statement from which some eminent definitions of quality have derived. Some of the definitions are: the totality of features and characteristics of a product or service that bears on its ability to meet a stated or implied need (ISO standards of 1994), fitness for use (Jan and Grand, 1998), and conformance to requirement (Crosby, 1979). It is important to note that satisfying the customers needs and expectations is the main idea behind these definitions.

Therefore it is imperative for a company to identify such needs early in the product / service development cycle. The ability to define accurately the needs related to design, performance, price, safety, delivery, and other business activities and processes will place a firm ahead of its competitors in the market. In 1992 Crosby broadened his definition for quality by adding an integrated notion to it: Quality meaning getting everyone to do what they have agreed to do and to do it right the first time is the skeletal structure of an organisation, finance is the nourishment, and relationships are the soul. Some Japanese companies find that conformance to a standard reflects too narrowly to the actual meaning of quality and consequently have started to use a newer definition of quality as providing extraordinary customer satisfaction. Total Quality Management To understand the relationship between the ISO 9000 quality management standards and the TQM, we need to look at them individually and then comparatively. In this way we can understand each one and then explore their relationships, commonalities and differences.

A good starting point is a definition of TQM: a well-planned, company wide process, integrated into the companys business plan, that achieves the goal of never ending continuous improvement of all business processes in order to satisfy customer requirements, both internal and external (M. Kirchner). The definition suggests that TQM is a process and a journey, not a destination. It is a philosophy, a culture and a way of doing business. Watches defines TQM as: Total: Every person in the firm is involved. Quality: Customers requirements are met exactly.

Management: senior executives are fully committed. Feigenbaum defines TQM as the total quality controls organisation-wide impact. The Basic principles of TQM Success The basic principles in implementing successfully a TQM process are the following: -Leadership. -Commitment and strong support from management at all levels. -Total customer satisfaction. -Training and education for all employees. -Total involvement-TQM must be promoted throughout the company. -Employee empowerment. -Decisions based on data (rather than intuition or guesswork). -Ownership. -Teamwork and co-operation at all levels in the organisation. -Very good communication throughout the organisation. -Continuous improvement. -Reward and recognition. Fortune magazine (October 18, 1993) did a survey of companies implementing TQM that identified the following successful implementation keys: -The CEO must be visibly involved and committed. -Customer focus is critical. -TQM must be linked to a very few clearly defined strategic goals. -Changes must be linked to a clear financial payback (dont wait forever) -Dont adopt an off the shelf quality process. Throughout the TQM process, problems may arise at any point. Many organisations have run into many problems while implementing the TQM process such as; the management not being fully committed to the overall mission, uncertainty within the organisation due to a lack of focus on quality and loss of excitement of the TQM process when it is not an immediate success.

Moreover, many companies fail in implementing TQM because they dont take into account the most critical cause-and-effect relationship. When considering strategic objectives CEOs refer to market share, profitability and return on investment, without realising that these metrics, eventhough valuable, are only effects which cannot be totally controlled. A widely accepted notion is that to control effects, total customer satisfaction must be controlled and identified. The above notion is justified as it is repeatedly proved that satisfied customers keep coming back with more business. Therefore, the primary focus of any TQM implementation must be total customer satisfaction.

In order to avoid the failure of TQM, the following things must be considered. Management must avoid overstating the benefits of TQM. They should emphasise that the TQM process is a long slow journey, and that results are not going to appear over night. Management should also prevent TQM from being implemented as a solution to a particular problem.

TQM is not a problem solver for one department, but rather a way of life for the entire organisation. Most organisations on the TQM journey pass through five distinct phases. Phase 0 is the usual starting point. Product and service quality is stable. Phase 1 is the awakening. At this stage, top management begins to vision.

They develop and document a vision of improved quality, along with a strategic quality plan. Total customer satisfaction becomes the new focus. Phase 2 is the progression towards quality improvement. Root-cause analysis, corrective action and process measurements and improvements begin during this phase. Phase 3 is the point at where business and manufacturing processes are under control. Procedures and work instructions have been developed and effectively implemented.

Training and education are continuing. Phase 4 is the designing of products / services and processes according to the requirements of customers. Phase 5 is the new corporate quality culture. All employees have a do it right the first time attitude. The culture is orientated towards defect and problem prevention rather than corrective action. The TQM Paradigm The TQM paradigm has the following elements: -Developing a corporate quality policy. -Designing and implementing a quality system. -Developing measures for capturing quality costs and benefits from improved quality. -Encouragement of teamwork and participation of the management and the workforce. -Continuous education and training to foster employee attitudes, management beliefs and value system. -Usage of problem solving tools and techniques. -Benchmarking of business results and processes. -Improvement of managerial and technical processes. -Integrating the customers and suppliers expectations. -Carrying out quality audits and reviews on a continuous basis.

To implement successfully TQM, most organisations must make a major paradigm shift. In many situations, the conventional wisdom is, solving a...


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Research essay sample on Benefits Of Tqm And Iso Quality Standards

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