The paper "Total Quality Management at Queens Department Store" is a perfect example of a case study on management. The Queens Department Store is at the busy district of Mackay, Queensland but seems less popular to customers compared to other equally large department stores in the area. The ‘ Queens’ has a large assortment of mass-market and specialty items and employing about 150 of mostly casual employees and for the last 2 years, the store is falling behind the competition and has made considerable financial loss despite the large assortment of affordable products.
It is clear that the store cannot attain its goals under the existing system and TQM could help address the store's weaknesses and build upon its strengths. The following report will explain the importance of TQM and how it will be implemented in the Queens Department Store. Implementing Total Quality Management There are a number of ways to describe TQM but it is more preferable to think of it as a process where the entire organization commits itself in improving all aspects of the quality of a product or service. According to Walker & Miller (2008, p. 222), a TQM would work best if top management, middle management, supervisors, and even hourly employees believe in the philosophy and concept of TQM.
This is because the adoption of TQM philosophy would enable a wide array of nonfinancial measures to monitor and improve the quality of products and processes (Kaplan & Cooper 1998, p. 50). It is therefore necessary to familiarise every member of the organization on the concept of total quality. Total Commitment to TQM Implementation of TQM at ‘ Queens’ requires the full commitment of company resources to the TQM processes.
Although TQM not necessarily require large funds to succeed, a crisis such as financial stresses might limit the resources that can be applied to the successful long-term implementation of TQM (Sims 1995, p. 19). For this reason, the organization may redistribute resources from areas of savings to other essentials and use available resources to best effect (Philips & McConnell p. 365). According to Halachmi & Bouckaert (1995, p. 105), if the organization’ s TQM implementation is to succeed, a steering committee should be created. The Preparation Phase -Creation of Total Quality Steering Committee The quality or business excellence may be established through disciplines and systematic approach and the formation of a steering committee or council is vital to TQM implementation (Oakland 2003, p. 280).
For this reason, members of SM should come from the top management such as members of the ‘ Queens’ Executive Group or head of various divisions (Gaudreau et al. 1994, p. 14), the marketing managers, personnel managers and the head of the union if required (Sypher 1997, p. 326). The members of the steering should complete at least a week of total quality training to be familiar with the quality processes, effective meeting skills, interactive and consensus-building skills, problem-solving skills required by TQM (Jurow & Barnard 1993, p. 35).
Immediately after the completion of this training, the store’ s steering committee should hold a weekly meeting to discuss the essential requirements of TQM and evaluate its progress (Ross & Swift 2004, p. 382). The role of the Steering Committee is to develop the following: Corporate Vision Statement The steering committee should meet and assess the processes to be improved and produce a vision statement. And since ‘ Queens’ Total Quality Management’ s success will be measured by customer satisfaction, the vision statement should reflect a shift of focus away from pure profitability and towards customer satisfaction (Smith p. 211).
It is also necessary to outline what needs to be done to make the new vision statement and associated company values to become a reality (Dale 2003, p. 82)
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