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Running Head: TOTAL QUALITY MANAGEMENT     1
TOTAL QUALITY MANAGEMENT         15
ASSESSMENT 3
TOTAL QUALITY MANAGEMENT
Executive Summary
This report is based on the development of the concept of Total Quality Management. The use of the Total Quality Management (TQM) and its associated theories have been analysed in this report. The factors including the development of improved quality of products and services are the areas that require quality improvements. Additional areas include the diversity in culture of the workplace of the company. The third area to implement the TQM has been the development of the strategies of improved customer retention and attraction. Additionally, the use of the models including the Demming’s Model, ISO 9000 Certification, Juan’s Model, Crosby’s Model and the Awarding Program Model is used to ensure the changes required and strategies that needs to be adopted to establish a stable mode of TQM within the company.
Table of Contents
Introduction    4
Principles of Total Quality Management    4
Total Quality Management Rationale    4
Outcomes of the Total Quality Management    6
Total Quality Management Implementation Plan    7
ISO 9000 Certification for Total Quality Management    7
Crosby’s Total Quality Management Principles    8
Demming's Total Quality Management Principles    9
Juran’s Ten Steps of Total Quality Management    10
Preparation for a Quality Award    12
Conclusion    12
References    14
Introduction
The Total Quality Management (TQM) is defined as a long-term management procedures that are needed to be implemented by a company or an organisation in order to ensure that its current mode of operations are improved and that the quality of the products or services offered by them are also eventually improved. The Total Quality Management also imparts light on the development of culture and environment where the employees are suited to work for the company or organisation (Wang, Chen & Chen, 2012). Total Quality Management comprises of different primary elements that are implemented by a company in order to ensure that their business is oriented towards two dimensions. One of the dimensions is to be more customer-specific and the other dimension is to be employee-specific.
Principles of Total Quality Management
Eight different principles are implemented within the overall context of the Total Quality Management. These principles include the customer focus of the company and the total employee involvement within the company. Other principles include the process-centric approach implemented by the company and the integrated systems through which the processes are accomplished within the company (Asif, Awan, Khan & Ahmad, 2013). Continual improvement within the working process and having a strategic and systematic approach in accomplishing the objectives are regarded as the other forms of principles that are integrated within the Total Quality Management. Decision-making on the basis of facts and improved communications are the final two principles that are amalgamated within the context of the Total Quality Management approaches.
Total Quality Management Rationale
Current working parameters within the context of the company have been complicated. These formal modes of complications have led to the development of unfavourable circumstances in the recent times. Primarily, the unfavourable circumstances have been noted in terms of differential levels of customer attraction and customer retention. The secondary unfavourable circumstances have been laid in terms of lack of employee cultural diversity (Akgün, Ince, Imamoglu, Keskin & Kocoglu, 2014). The tertiary form of unfavourable circumstances for the company has been laid in terms of lack of the maintenance of the quality of products and services offered by the company.
These insufficiencies may be significantly met, if desired and strategic strategies of Total Quality Management are significantly incorporated within the management protocols of the subjected company. The primary unfavourable circumstances in terms of customer attraction and customer retention may be improved as a result of the implementation of the Total Quality Management plan. As a result of the implementation of this plan, the strategies of the company may be revived and reinstated that may be aimed at the development of the customer attraction and customer retention (Wang, Chen & Chen, 2012). The secondary forms of insufficiencies in terms of the culture of the work environment and the customer services may be significantly improved if the Total Quality Management principles are incorporated. This may be made in the form of diversity in the culture that is exhibited in the workplace in the form of working in different teams and hiring personnel belonging to different culture and religion. The tertiary insufficiencies in terms of product and service qualities may be significantly addressed if the principles of Total Quality Management and theories underlying those are implemented (Al-Swidi & Mahmood, 2012). Implementing all the practices of Total Quality Management may provide the ability to the company to ensure that the insufficiencies are significantly met and the competitive advantage and sustainability within a given business market is strictly established and maintained.
Outcomes of the Total Quality Management
Goals
The goals of the Total Quality Management are
· Improve the levels of customer attraction and customer retention by the company
· Improve the work environment and impart cultural diversity within the workplace of the company
· Improve the quality of the products and services offered by the company to the customers
Targets
Three major targets are based on implementing Total Quality Management procedures. These include the following groups.
· Customer groups
· Employee groups
· Products and services groups
Visible Changes
The visible changes that are needed to be established include the following:
· Improved product lines and service strategies are evident according to the desires of the customer.
· The workplace of the company consists of a large number of employees belonging to different religion and cultural background.
· The organisation favouring working in groups...