Quality Management

Topics: Management, Process management, Quality management Pages: 13 (3287 words) Published: April 18, 2014
1. Introduction

Quality management has come forth as a management theory for heightening organizational efficiency and competitiveness (Dow et al., 1999; Grandzol and Greshon, 1997; Sila, 2007; Sanchez-Rodriguez and Martinez-Lorente, 2004). Several experimental surveys and studies propose that organizations attain higher levels of productivity and organizational functioning via successful execution of quality management (Easton and Jarrell, 1998; Powell, 1995; Das et al., 2000; Yeung et al., 2006; Santos-Vijande and Álvarez-González, 2009; Kaynak, 2003).

Quality management (QM) is delineated and calculated in experimental studies as the practices of firms that put into practice the doctrine such as focusing on customer, constant progression and improvement, and the teamwork to enhance the service and product quality (Prajogo and McDermott, 2005; Sousa and Voss, 2002; Dean and Bowen, 1994). Some studies, however, put forward demonstrate that Quality Management practices, particularly, infrastructure Quality Management practices and its core practices, affect performance (Sousa and Voss, 2002). (Dow et al., 1999; Powell, 1995; Samson and Terziovski, 1999 argue that just the Quality Management’s infrastructure practices, for example the dedication of executive, empowerment of employee, and focus of customer, impart to improvement of the quality, but the core Quality Management practices, for example the analysis and information, improvement of process, setting of benchmark, apparently do not. Contrariwise, Forza and Flippini, 1998; Rahman and Bullock, 2005; Sanchez-Rodriguez and Martínez-Lorente, 2004; Motwani et al. 1994; Adam et al., 1997 argue that they have discovered positive relationships among the core Quality Management performance and practices, and some analyses determined that the Quality Management practices, for example the job of superior management, the relations of employees, involvement of employee, and the selection and development of employee are not much related to performance.

2. Proposed Process: Total Quality Management (TQM)

The core values for Total Quality Management are that of “continuous improvement”, “focus on processes”, “participation of all”, “customer focus”, “commitment of leadership”, and “focus on facts”. (Dale, 1999; Dahlgaard et al., 1998; Bergman and Klefsjö, 2003). If the centre values in the business excellence models (BEM) are engaged as Total Quality Management examples, then a significant number of values, for example, “valuing partners and employees”, “focus on results and creating value” “social responsibility”, and “systems perspective”, could also be appended in TQM (EFQM, 2003). The word “methodology” is generally employed to define activities that are done in a firm order. Some methodologies employed to Total Quality Management include self-assessment, six sigma, benchmarking, and business process management. A significant methodology inside the Total Quality Management is the self-appraisal process based on criterion in Business Excellence Models (BEM). The European Foundation for Quality Management (EFQM) Excellence Model, the SIQ Model for Performance Excellence and the American Malcolm Baldrige National Quality Award (MBNQA) specify criteria based on TQM core values (MBNQA, 2004; EFQM, 2003; SIQ, 2003). The author believes that by successfully employing these criterions it has proven to improve economic performance (Hendricks and Singhal, 1997, 1999; Wrolstad and Krueger, 2001; Hansson and Eriksson, 2002). The tools used in TQM involve control charts, process maps, and cause and effect diagrams. Sila and Ebrahimpour (2003) state that the surveys conducted between the period of 1980 to 2000 it was discovered that the process management was characterised as a crucial factor in the three.

There is not a single or generically accepted description on the process (Armistead et al., 1999; Garvare, 2002; Lindsay et al., 2003). However, various definitions of...

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