The paper 'Total Quality Management in Car Dealership " is a good example of a management case study. The past decade has been characterized by more intense competition. Consequently, products and services offered by companies need to be distinguished in a manner that attracts more customers. Organizations that offer total service and product quality will have greater success. This means that other than that services and products just meeting the needs of the customers, they will also be provided in a manner that is continuously improving, more productive, more cost-effective and timelier (The Times 100, 2012).
This is of vital significance if the dealership is to deal with the future competition with a greater chance of coming out at the top. The success of TQM is undisputed especially when the strength and success of companies that implement it are taken into consideration. Among the most important issues that need to be taken note of is that it is not the merit of TQM that holds the success factor but how it was implemented with specific reference to timeliness and effectiveness. When in the process of implementing TQM, it is not enough that the company understand it and decide on trying the program out.
Substantial changes in management and organization come from the implementation of TQM thus plans are needed in the implementation of TQM. Having insight that TQM is the next step forward is not enough on its own. This insight should be accompanied by a very significant level of organizational focus (Wagoner, 2004). The magnitude, scope and scale of changes that needed to be implemented as well as those that would result from the TQM necessitated a plan of implementation that received support, direction and development from the highest levels of the organization (Zhang, 2000).
The planning mentioned here was not limited to the services and products offered by the dealership but also extended to the processes through which the services and products are assembled and delivered to customers. Certain general guidelines were given precedence in the implementation of the process. There are five major activities that organizations should be skilled if they are to achieve success in implementing TQM programs (Van der Wiele, Dale & Williams, 2000).
These activities include being able to experiment with newer approaches in business, having the ability to efficiently transfer knowledge rapidly all through the organization, learning from their past experiences, solving problems systematically and learning from other businesses by adopting their best practices (The Times 100, 2012). These activities contribute to the overall performance of the organization in TQM. One cannot manage anything unless there is a way that the issue can be measured. As such, the implementation process included measurement strategies, which also functioned as proof that the TQM has been implemented successfully. Assumptions One of the most vital assumptions made in the process of implementing the TQM was that support from higher management would be provided without question.
To reiterate what had been mentioned before, the TQM needed the cooperation and participation of everyone involved in the dealership including the managers and other staff (Besterfield et al, 2003). As such, the support of management is vital to mobilizing the participation of individuals within the organization. In addition, changes made in the processes of the dealership needed approval from top management.
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