Quality Control and Management
Critical thinking: 4 Principles of Management
Reference: MGT490-Book-Chapter No-16 (Control Systems & Quality Management)
Abstract
Companies can improve the quality of their products using varied techniques such as total quality management, the involvement of employees, benchmarking, reduced cycle time, statistical process control, and outsourcing. The paper examines the importance and applications of the control systems and total quality management in organizations. TQM is devoted to the continuous improvement of quality, staff training, and consumer satisfaction. The first section explained the positive linkage between the TQM practices and an organizational culture that embraces teamwork, respect, pride in workmanship, participative management, leadership, as well as long-term orientation among members with no fear. Employees are influential in the successful application of TQM since a positive culture, and higher motivation enhances the ability to thrive in quality management. Thus, the successful execution of the TQM program is mostly dependent on the predominant corporate culture. However, the quality management processes tend to inhibit innovation as they are restricted to only incremental innovations as well as issues that arise to resistance to change. Next, there are a number of factors that are important in the maintenance of quality and higher productivity, namely, strategic and results-oriented factors, objectivity, accuracy, self-control, and flexibility. Lastly, the paper highlighted the strategies which can be implemented together lean production to enhance quality and boost productivity.
Part-1
Baird and colleagues report on a study of 364 business units from the manufacturing and service sectors in Australia. Their study examined four core TQM practices: process management, the quality and reporting of data, supplier quality management and product and/or service design. Their findings suggest that respect for colleagues and teamwork are critical components for enhancing total quality management implementation.
1. Can you explain the link between quality management practices and organisational culture?
In 2011, an empirical study examined the correlation between the culture profile dimensions and four primary TQM practices: process management, data quality, and reporting, quality management of suppliers, and product and design. Additionally, the research examined the correlation of TQM practices with the performance of operations in terms of both quality and management of inventory based on data collected from 364 businesses in the Australian manufacturing and service industries. The study’s core findings revealed that the cultural element of teamwork and respect for individuals is ranked as the most crucial element in augmenting the usage of TQM practices. This implies that there is a positive linkage between TQM practices and the organizational culture (Baird et at., 2011). A TQM culture is a corporate culture that embraces teams, endorses pride in workmanship, eliminates fear, sanctions participative management, stimulates leadership as opposed to supervision, and long term orientation amongst the organizational members. Therefore, the successful TQM implementation is mostly dependent on the predominant corporate culture since teams focus more on quality if they are empowered, and TQM necessitates staff training, teamwork, as well as cross-functional efforts.
The organizational culture plays a pivotal role in supporting the execution of TQM practices, which contributes toward favorable operational performance indirectly. Accordingly, the management should provide a conducive environment to the execution of TQM practices by attempting to alter the organizational culture to one that supports TQM practices. This can be achieved by concentrating on enhancing teamwork and respect to promote collaborations across all work units, departments, and divisions. Similarly, the management should value all employees’ rights in a bid to enhance their willingness to apply TQM practices to a larger extent. Thus, TQM is readily applied in a working environment, fostering collaborative and supportive behavior among teams. Also, the organizational culture should embrace outcome orientation, teamwork, respect, and innovation that have a positive relationship with the degree of usage of TQM practices. The employees are influential in the successful implementation of TQM and organizational performance; hence, the managers should wholly acknowledge them for their remarkable effect as the most valuable assets in quality management. Lastly, the organizational environment culture should facilitate the extensive usage of TQM practices through employee motivation that allows them to partake in the active contribution of skills, expertise, and knowledge jointly in the business processes. As a result, the organization can enhance its ability to thrive in quality management and improve performance.
2. From your readings in this chapter, what other factors do you think are important for maintaining quality and increase productivity?
3. Some researchers argue that quality management processes can inhibit innovation. Why might this be so? What do you think?
Further information can be found in K. Baird, J. H. Kristal and R. Reeve, The relationships between organisational culture, total quality management practices and operational performance, International Journal of Operations and Production Management, 2011;31(7): 789–814.
Use at least 3 scientific references to support your answers. Follow APA-style when referencing.
Part-2
A study by Agus and Hajinoor into the adoption of lean management among 200 (non-food) manufacturing companies in the Malay Peninsula identified that reducing setup times, shortening lead times and focusing on pull factors (such as maintaining production at levels commensurate to consumption) helped reduce costs and improve profitability.
4. What other strategies could be implemented along with lean production to improve quality and productivity?
Further information can be found in A. Agus and S. H. Hajinoor, Lean production supply chain management as driver towards enhancing product quality and business performance, The International Journal of Quality and Reliability Management, 2012;29(1): 92–121.
References
Agus, A., & Hajinoor, M. S. (January 06, 2012). Lean production supply chain management as driver towards enhancing product quality and business performance: Case study of manufacturing companies in Malaysia. International Journal of Quality & Reliability Management, 29, 1, 92-121.
Baird, K., Kristal, J. H. & Reeve, R. (2011). The relationships between organizational culture, total quality management practices, and operational performance, International Journal of Operations and Production Management, 31, 7, 789–814.
Kinicki, A., & Williams, B. K. (2020). Management: A practical introduction. New York, NY: McGraw-Hill Education.
López-Mielgo, N., Montes-Peón, J. M., & Vázquez-Ordás, C. J. (August 01, 2009). Are quality and innovation management conflicting activities?. Technovation, 29, 8, 537-545.
Martínez-Costa, M., & Martínez-Lorente, A. (January 01, 2008). Does quality management foster or hinder innovation? An empirical study of Spanish companies. Total Quality Management &; Business Excellence, 19, 3, 209-221.
Nicholas, J. M. (2018). Lean production for competitive advantage: A comprehensive guide to lean methods and management practices. Boca Raton: Taylor & Francis, CRC Press.
Prajogo, D. I., & Sohal, A. S. (September 01, 2001). TQM and innovation: a literature review and research framework. Technovation, 21, 9, 539-558.