Methods And Techniques For Business Processes

* Total quality management (TQM): This model is concerned with the performance of all processes in an organisation, and the products and services that are the outcomes of those processes. It seeks continuous improvement and will involve everyone in the quest for quality.

Total Quality Management (TQM) is an organizational approach that seeks to identify and eliminate the root causes of issues that undermine quality whether in a manufacturing or service organization. As stated previously USPS as a product is in a state of decline and must find ways to eliminate barriers to attaining its service commitments.

Quality management practices developed in Japanese Plants in 1950’s.Due to its cheaper, higher quality products compared to the Western counterparts, total quality management (TQM) became strategy is to provide customers satisfaction at lower cost and higher quality.TQM consists of planning , organizing, directing, control and assurance.

“While Total Quality Management has proven to be an effective process for improving organizational functioning, its value can only be assured through a comprehensive and well thought out implementation process” (Packard, 1995). Implementing TQM requires large scale change. Change can be difficult in a culture where patterns have been ingrained. However, the survival of the company is dependent upon the change. Change is not just focused on the customer but also on the entire culture of the organization, its belief systems and decision making processes. Changes done according to a plan are usually successful.

The fundamental quality PDCA cycle (Plan-Do-Check-Act) concerned, it may comprise the driver for an effective and operational organisational structure since quality principles as discussed above may apply to every organisational activity. More particularly:

TQM was met by some resistance especially from line managers and supervisors. This was because the importance and aim of TQM was not clearly communicated to the supervisors and also, they were not involved in the TQM approach.

Introduction - Total quality management (TQM) has been defined as ‘continuous improvement of every production output whether it be a product or a service, by removing inefficient variations and by improving the backbone of the work process’. International managers like their domestic counterparts have found that incorporating the notion of total quality management into their management process and style can give the competitive advantage.

Total Quality Management (TQM) is a strategic level objective for Riordan Manufacturing. Riordan Manufacturing has practiced employee excellence and customer satisfaction daily, and has inscribed this process in the company’s mission statement. As defined by SEMATECH, “Total Quality Management is a holistic business management methodology that aligns the activities of all employees, in an organization with the common focus of customer satisfaction through the continuous improvement in the quality of all activities, goods and customer service” (Burrill & Ledolter, 1999). Riordan Manufacturing has strived to be the best in the industry for their efficient customer focused processes. Riordan’s high-level service and quality control will build long-term customer relationships by maintaining rigorous quality controls, innovative solutions, responsive business attitude, and reasonable pricing (Riordan Manufacturing).

Total Quality Management (TQM) is an improvement tool that is widely used in many companies. It consists of many aspects including Managing people as well as business processes in order to maintain customer satisfaction. With TQM, Businesses starts to do the right thing from the start and to ensure zero error. Therefore, it is important to learn the principle of TQM and how it acts in organizations with its advantages and disadvantages.

* Is a philosophy of managing a set of business practices that emphasizes continuous improvement in all phases of operations, 100 percent accuracy in performing tasks, involvement and empowerment of employees at all levels, team-based work design, benchmarking, and total customer satisfaction.

Total quality management (TQM) is ‘an effective system for integrating the quality development, quality maintenance and quality improvement efforts of the various groups in an organisation so as to enable production and service at the most economical levels, which allows for full customer satisfaction’. TQM was one of the earliest management ‘fashions’ that peaked in the late 1980s and early 1990s. TQM now seems a little dated. Yet this does not mean that the ideas behind TQM are no longer worth studying or that TQM is no longer influential. In fact some of its principles have been ‘absorbed’ into many organisations’ improvement philosophies. Partly this is because TQM was never just about ‘quality management as such’, but it was always about more than simply assuring product or service quality. It would be more

Numerous definitions have been given on Total Quality Management (TQM) by quality gurus, practitioners and academician. Besterfield defined TQM as both a philosophy and a set of guiding principles that represents the foundation of a continuously improving organization. It integrates fundamental management techniques, existing improvement efforts and technical tools under a disciplined approach (D.H. Besterfield, 1995). Using a three-word definition, Wilkinson and Wither defines TQM as below

TQM is continuously evolving management system consisting of values, methodologies and tools; the objective of which is to increase customer (internal and external) satisfaction with reduced amount of resources (Helisten & Klefsjo, 2000).

Total Quality Management – Programs designed to constantly improve the quality of products, services and marketing processes.

In terms of organizational change, business process changes is a part of the overall process. It also includes reviewing and modifying management structures. Therefore, it is understandable why the term “organizational change” is often synonymous with the term organizational structure. Moreover, organizations have both a formal or informal structure. In today’s evolving business environment, globalization, technological advances, changing consumer demand, economic conditions and competition are significant drivers that change how businesses operate. Characteristic organizational change can include three main stages: establishing the need for the change, implementation of said change and monitoring the change. Regardless of the scope and impact of the organizational change, the need for formal process changes are key to effective organizational change.