The paper ' Outcome and Effectiveness' is a great example of a Management Case Study. This report tries to explore the way through which ABC Motor world will effectively implement total quality management (TQM) so as to increase the quality of its products and services. In addition, the report identifies a number of indicators that will confirm whether TQM was successfully implemented in the firm. The paper begins by identifying improvements in customer focus, increased competitiveness, development of a culture of quality, and improved financial performance as indicators of successful TQM implementation.
The paper then goes ahead and recommends the adoption of Crosby 14 steps in order to effectively implement TQM in ABC Motor World. Finally, the paper recommends some changes in the firm so as to ensure the effective implementation of TQM. 1.0 Introduction Total quality management plays a very significant role in helping companies to gain a competitive advantage in the market (Scheuermann, Zhu and Scheuermann 1997, p. 264). An organization can improve the reliability of its products by lying down and implementing quality standards. Sunganthi and Samuel (2004, p. 365) state that a firm must come with an implementation strategy in order to provide guidance during the process.
The strategy should lay down the phases that the firm will go through in order to successfully implement quality. For successful implementation of the TQM strategy, the firm must set up a steering committee, develop the goals to be achieved in relation to quality management, implement the strategy, and continuously assess and review the progress of the strategy (Jackson 2001, p. 158). Therefore, it is evident that TQM implementation plays an important role in making a firm to be successful.
This has motivated ABC Motor World to come up with a strategy that will ensure the effective implementation of TQM in the firm's operations. This is due to the significant decline in the number of customers and increased customer complaints which has been attributed to the firm’ s poor quality of products and services. This report will identify the process to be used to implement TQM in the firm as well as the indicators that will prove TQM was successfully implemented. 2.0 Indicators of Successful TQM Implementation 2.1 Increased customer focus According to Jackson (2001, p. 157), successful implementation of TQM is characterized by an increased firm focus on both internal and external customers.
This means that the firm will be able to offer greater customer satisfaction by meeting the customers’ needs and expectations. This will be proven by new customer referrals, high customer retention levels, and a reduction in the number of complaints from the customers (Vallabhaneni 2008, p. 190). On the other hand, the successful implementation of TQM will lead to improved and better employee relations. This will be evidenced by a reduction in employees’ absenteeism, reduction in employees’ turnover, and increased employee satisfaction as well as improvement in teamwork and trust among the employees.
To further prove this, the firm can undertake customer research in order to determine whether customer needs are being met hence provide information on whether TQM was successfully implemented (Scheuermann, Zhu and Scheuermann 1997, p. 265). 2.2 Improved Operational Performance Vallabhaneni (2008, p. 190) states that operational performance is used to measure and indicate the cost and quality of a firm's products and services. Successful implementation of TQM will lead to improved performance in the firm's operations.
This will be verified by timely delivery of the motor vehicles and spare parts to ABC customers, improvement in the time taken to process customers’ orders, increased customer reliability with our products, and a reduction in operational costs.
Chin, K &Pun, K 2002, ‘A Proposed Framework for Implementing TQM in Chinese
Organizations, International Journal of Quality and Reliability Management, vol. 19, no.3, pp. 272-294.
Cieri, H, Samson, D & Sohal, A 1991, ‘Implementation of TQM in an Australian
Manufacturing’, International Journal of Quality and Reliability, vol. 8, no. 5, pp. 55-65.
Crosby, P 1979, Quality is Free: The Art of Making Quality Certain, McGraw Hill, New York.
Druckman, D, Singer, J & Cott, P 1997, Enhancing Organizational Performance, National
Academy Press, Washington.
Hill, D 2008, What Makes Total Quality Management Work, ProQuest Information and Learning
Jackson, S 2001, ‘Successfully Implementing Total Quality Management Tools Within
Healthcare: What are the Key Actions, International Journal of Health Care Quality
Assurance, Vol. 14, no. 4, pp. 157-16
Kathawala, Y 1989, ‘A Comparative Analysis of Selected Approaches to Quality, International
Journal of Quality & Reliability Management, vol. 6, no. 5, pp. 7-17.
Lam, V, Poom, G & Chin, K 2011, ‘The Link between Organizational Learning Capability and
Quality Culture for Total Quality Management, Asian Journal on Quality, vol.7, no. 1,
Pike, J & Barnes, R 1995, TQM in Action, Chapman & Hall, London.
Scheuermann, L, Zhu, Z & Scheuermann, S 1997, ‘TQM Success Efforts: Use More
Quantitative or Qualitative Tools? Industrial Management & Data systems, vol. 97, no. 7, pp. 264-270.
Suganthi, L & Samuel, A, Total Quality Management, Prentice-Hall, New Delhi.
Vallabhaneni, S 2008, Corporate Management, Governance, and Ethics Best Practices, John
Wiley & Sons, New Jersey.
Yasin, M, Alavi, J, Kunt, M & Zimmerer, T 2004, ‘TQM Practices in Service Organizations: An
Exploratory Study into the Implementation, Outcome and Effectiveness, Managing
Service Quality, vol. 14, no. 5, pp. 377-389.