The paper "Applicability of Total Quality Management to a Store in Mackay" is a perfect example of a case study on management. Total quality management (TQM) is a process through which management of a given company or firm improves the quality of its products or services based on the mode of production, organization, management, planning, and record-keeping (Ortmeier 2001). To implement TQM to the store, a steering committee should be established and trained. The committee should then come up with ways of implementing TQM. It should explain why it came up with these ways, expected outcomes, and who should be responsible.
It should then explain measures that should be used to determine the achievement of TQM. This is a report describing the applicability of TQM to a store in Mackay. It shows why TQM should be implemented in the chosen areas, who is responsible for implementing TQM in these areas, the duration of implementing, and expected results after implementation. It also describes ways in which the achievement of TQM in the store should be measured. It has a conclusion describing the benefits of implementing the program to the store.
A recommendation at the end of the report shows what should be done to implement TQM effectively to the store. Mackay General Suppliers and Stationers Ltd is a company in Australia. It has a large store in Mackay. Its main offices are in Melbourne. The store supplies stationery, office equipment, computer, and computer accessories. Its major customers are various offices, schools, and institutions of higher learning. The company also has a small industry that produces writing materials and stationery glues. The industry also brands logos and writings on various products as per customer requirements.
It is situated next to the store in Mackay. The company’ s staff is made of about 150 members most of whom are casuals. It has various sections each headed by a section head. These sections help in day to day running of the company. Section heads are under the company manager at Mackay. IMPLEMENTING TOTAL QUALITY MANAGEMENT. To implement TQM in the store the following should be required for a successful process; The commitment of resources – adequate funding should be availed by the store.
The fund should be used in training of the steering committee and development of the projects (Winchell 1993). Organization-wide steering committee – in the store, the steering committee should be chaired by the store manager. The members should be the section heads who would facilitate the implementation process. The store should also consider the training of the committee. Planning and publicizing – after the committee is selected it should be actively involved in developing vision statements, objectives plan, and how they should make it aware to the store employees (Oakland & Morris 1997).
The committee should then be involved in developing strategies of how training of its members would be created. A necessary component of an infrastructure that supports deployment and continuous improvement in the store include: Procedure- the store should operate according to procedures. If the procedures do not support TQM, they should be implemented again. Organization – the store should change the organization so that the organization fully supports the implementation process. Union considerations – the store should consider the union. It should explain the benefit so that the union members can see the benefits of TQM. Role of top management – top management in the store should do the following to fully facilitate the TQM implementation process; Have a direction They should be courageous and trustworthy Should set visions, set the course, and help the staff do their job as dictated. The role of middle management – middle management should be actively involved in the implementation process.
They should; Have good leadership qualities to help people do their jobs as assigned. Deal with all equipment and facilities as put by the top management for training. Help, encourage praise and listen to all staff. Be good team leaders willing to define, characterize, and determine ways to improve processes.
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