When it was introduced, the process improvement program was well-received by upper management. Quality improvement results were the first item on the agenda at quarterly senior management meetings. In , however, the company experienced some severe pressures. As senior management rushed to deal with these new challenges, quality improvement programs gained less and less management attention.
The second company, a leading manufacturer of electronic systems and software, serves component manufacturers. In , the division was suffering a significant market share loss. At the same time, major customers were complaining about poor quality. Under a directive from corporate headquarters, the divisional manager began a quality improvement program. Commitment to the program varied among the QIT members, however. Some never attended the college.
Phone calls and other meetings were given priority over weekly QIT meetings, and action items were accomplished sporadically. The team finally prepared a Total Quality awareness seminar for division employees. However, follow-up training was never provided, due in part to poor planning and a corporate-wide TQM program that was being launched at the same time. The effort eventually fizzed out and was replaced by the corporate-wide TQM program. Though both stories have their own unique focus, when they are analyzed using systems archetypes, the common underlying structures become evident.
At first their efforts are rewarded. Eventually, their returns diminish, prompting them to intensify their actions and leading to further erosion of the resource. In the electronics firm, software development and TQM activities were also adding to the total workload.
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In both cases, maintaining a careful balance between TQM activities and daily work would be critical in preventing overload, thereby reducing the commitment to the TQM program. A continued lack of improvements, however, also led to frustration on the part of the managers.
Implication of Total Quality Management (Tqm) in Motorola Industry Essay Example
Over time, this frustration grew enough that it overwhelmed the initial resistance to the TQM efforts, thereby removing the limit. Tables 13 and 14 present the results of the classification for companies A and B, respectively. This demonstrates the robustness of the model. Secondly, convergence was observed in the classification of all alternatives from the medium-sized company company B regarding pessimistic and optimistic procedures. However, for the small-sized company company A , the classification of all alternatives was also the same, with the exception of the alternative regarding ISO , for which the decision-maker chose the pessimistic approach, because it was more strict.
Thirdly, a similar alternative may be classified in a different way, depending on the type, size, particularities and maturity of the organization. However, for the medium-sized company company B , the alternative is with respect to an intermediate change C Thus, more effort, sensitivity and strategic planning will be required for the small company to cope with the implementation of the same alternative A5, as these are the requirements of type II changes.
For both companies, the alternative corresponding the support ISO standards was considered a type I change C This occurred because the utilization of these standards is extremely beneficial for organizational improvements and does not require massive involvement of the contributors only key people are required.
Limits to Success
For the medium-sized company, the alternative regarding Six Sigma was classified as a type II change, highlighting the need for preliminary training and detailed planning, since the six sigma methodology often requires a paradigm shift and the involvement of aligned work teams with different levels of experience. Finally, during their quality strategic planning, companies need to run the classification model in order to better understand the impact of the changes type of changes and what actions to take in order to improve the organization.
Based on the results of the present study, organizational change is commonplace in organizations, and extreme factors that make organizations desire to remain within the market place influence it. A preliminary understanding of the type of change in quality management provides the manager with the possibility of effectively allocating programs, techniques, and tools to ensure short-term benefits for the organization.
The main contributions of this paper are i to address a gap in the literature regarding the poor alignment between the areas of Change Management and Quality Management; ii to propose the adoption of an intermediate change for change classification; and iii the possibility of understanding the type of change that a company will implement through a quantitative and structured approach, using a classification model based on the multicriteria method ELECTRE TRI.
This model is relevant in the quality management field, and will help organizational managers to face the change process efficiently and effectively. How to cite this article: Aquino, A. Production, 27 , e Abraham, M. Quality culture and the management of organization change. Almeida, A. Almeida-Dias, J. Electre Tri-C: a multiple criteria sorting method based on characteristic reference actions. European Journal of Operational Research, 3 , Araz, C. An integrated multicriteria decision-making methodology for outsourcing management. Asif, M. Why quality management programs fail.
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The History of Quality
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