Quality Management Different Systems Essay

Pages: 12 (3874 words)  ·  Bibliography Sources: 3  ·  File: .docx  ·  Level: College Senior  ·  Topic: Business - Management


In understanding these facets of company production, quality assurance, and distribution, companies and mangers within these companies are better adept at understanding what it is that customers really need and want rather than basing a company's entire operational standards off a mere assumption of customer desires. .

BPR has proven effective for many companies in gauging what new directions could be taken in order to ensure customer satisfaction, which of course is the basic desire of any company, as this facet of company existence is essential to ensuring company success and longevity in the market.

Impact of Systems

As seen, the systems approaches mentioned in the previous section have all made proven relatively successful in the business world in terms of their implementation and desired effects. However, in viewing each of the noted approaches to better understand the impacts each respective approach had on innovation, change and competitiveness, distinct differences can be noted between the four approaches.

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In viewing the quality circle quality management approach in terms of the impact such an approach may have on innovation, change and competitiveness, it can be understood in assessing the basis of the approach itself, that any true impact felt by this approach will be within a company's internal workings rather than in the wider market itself. As the quality circle approach seeks to more fully involve employees within a company in the quality management of production and product distribution in addition to their own jobs within the company, such a model for quality management has the capacity to make significant changes within the companies who choose to utilize this tactic.

TOPIC: Essay on Quality Management Different Systems, Philosophies Assignment

The quality control circle is aimed at providing a space for interested, trained, and business-savvy employees working at the ground level of a company, into the upper-echelons of quality management. Such a motivating factor within the workforce allows for significant competitiveness and motivation within the employee ranks in a manner that allows individuals to vie for coveted positions in the organization within the quality control circle that has been set in place. Individuals chosen to train for inclusion in this circle do so with the understanding that a position within this quality management approach allows them the ability to be the eyes and ears of a company in terms of the general day-to-day production actions that occur within a business. In attaining this position, employees are given not only an escalated knowledge of their own work within a company, but knowledge of the overall strategies and goals of a company, and these individuals are additionally given a role of superiority within the company that matches their respective skill levels. In utilizing such a tactic of quality management within a company, a direct impact is often made in the internal dealings of a company, which then has the capacity to move outward into success in the market and amongst competitors.

In such a situation, employees are consistently motivated to achieve and maintain excellence within the company and within their own respective positions in a way that seeks for inclusion in the quality circle. As quality management is not necessarily focused on the quality of the product or service offered, but more so on the means to achieve it, the implementation of the quality circle within companies has the ability to impact the internal workings of a company significantly in a way that is exceedingly positive, and will likely produce equally positive results in terms of profit, notoriety, and status within the respective markets in which these companies exist.

In conjunction with the quality circle approach, the total quality management approach (TQM) deals less with innovation in the market, and deals more with the implementation of change, competitiveness, and philosophical adherence within the internal facets of a company, which similarly to the implementation of the quality control circle, allows for an inward to outward projection of quality standards and relative market and competitor success. As previously noted, TQM functions under the notion that the quality of products and processes within a business is the responsibility of every single person who is involved with the creation or consumption of that product or service which is offered. In understanding this facet of TQM, one can understand the impact that such an approach can have on the company within which it is employed. The implementation of TQM impacts the four constructs of overall business performance that are necessary for success in the market including: employee satisfaction, which is one of any firm's key performance measures; product quality, which allows a firm the ability to compete; customer satisfaction, which is a fundamental determinant for business health, growth, and economic viability; and strategic business performance, which can reveal the effects of doing business, show the competitive capability of the firm in the marketplace and its financial health, and predict its future success or failure (Zhang 2000, pp.43-44).

Unlike the previous two approaches to quality management, the business process reengineering approach (BPR) has the capacity to be not only a game-changer within the internal facets of a company, but in the market wholly, as well as a device to propagate competition in the market. Such a fact has been largely linked to the relationship between BPR and information technology (IT). As IT is widely considered a key factor in BPR for organizations that want to witness "radical change" in its operation and in the market, the impact that its use brings within company internalities is indeed significant (Ayanda and Sidikat 2008, pp. 118). However, such impacts can only be noted if the organizations that employ the use of BPR are fully committed to both innovation and organizational change, which are the driving forces behind BPR (Ayanda and Sidikat 2008, pp. 123).

Similarly is the impact that the theory of inventive problem solving (TIPS) can have on company change, innovation and competition within the market. As noted previously, TIPS has been utilized by some of the world's most noted and respected companies who have achieved significant success in their utilizations of this quality management tactic. TIPS has the capacity to employ world-class quality management within companies who choose to utilize it, specifically due to this tactic's ability to produce innovative product and process design, each of which is rooted in the demand for the highest quality standards available (Terninko, Zlotin and Zusman 1998, pp.1-2).


In understanding the Recommendations that can be made to companies who choose to employ the use of quality management approaches within their respective operations management departments, one must understand the impacts that such changes could bring to the areas of innovation, change and competitiveness. Even slight changes in certain areas of quality management have the capacity to bring about changes that are significantly beneficial within the internal facets of a company as well as in the market in which it exists. In order to better understand the improvements that can be made to an organization, one can look deeper into the specific organizations which have benefited from the use of such approaches. Additionally, as the use of quality control circles and total quality management practices are historical standards within many successful organizations, it is in viewing the more recently-successful business process reengineering approach as well as the theory of incentive problem solving in which the future successes of quality management seemingly lie.

In better understanding the recommendation for new or restructuring organizations to engage in BPR or TIPS, one can view the statuses of specific organizations which have chosen to utilize these approaches and have achieved relative success with their choices to do so. For instance, the approach and tactics utilized in BPR have been relevant in the business world for over centuries. When Henry Ford first implemented the assembly line in 1908, he was in fact reengineering the entirety of his organization, which in turn brought about new standards for quality assurance, quality management, and customer satisfaction that did not exist prior to this internal overhaul.

Over the years, many companies have benefited from the implementation of BPR in situations in which quality and customer satisfaction did not exist, ultimately calling for a complete change within the company, either of standards of production, quality management, employee management, financial management, or a combination of each of these factors. In such situations, companies and their respective operations management officers can feel that significant changes can only be made with the "cleaning of the slate." In a situation such as this, it is often recommended that businesses tread lightly, as such overhauls can make or break a business, causing them to begin from the ground up. While some companies have succeeded in this venture, such as Nokia, which utilized BPR tactics to completely overhaul the company from a company that produced paper, cardboard, and industrial rubber parts to… [END OF PREVIEW] . . . READ MORE

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