Management Question

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Assignment (Group) Course: MGMT330 – Total Quality Management
Total Marks: 05 % Deadline: October 28, 2023 (23:59pm) Date published: October 12, 2023 Submission: Online on Blackboard or Mail
Choose any two global manufacturing companies in the same industry in which quality is practiced and prepare a comparative report that includes the following:
Overview of the companies
Analysis of the TQM issues/problems faced by each company
Evaluation of the application of any five of Deming’s points of quality
Explanation of the Four Effective Quality Practices
Discussion of the consequences of implementing TQM principles
Provide a recommendation to improve quality in the selected organizations
References
Maximum number of pages: 07 pages, including title and contents
Requirements: Question
Assignment (Group) Course: MGMT330 – Total Quality Management Total Marks: 05 % Deadline: October 28, 2023 (23:59pm) Date published: October 12, 2023 Submission: Online on Blackboard or Mail Choose any two global manufacturing companies in the same industry in which quality is practiced and prepare a comparative report that includes the following: 1. Overview of the companies 2. Analysis of the TQM issues/problems faced by each company 3. Evaluation of the application of any five of Deming’s points of quality 4. Explanation of the Four Effective Quality Practices 5. Discussion of the consequences of implementing TQM principles 6. Provide a recommendation to improve quality in the selected organizations 7. References Maximum number of pages: 07 pages, including title and contents
SAMPLE Assignment QM Course 1. Companies overview • Honda Honda is a publicly listed Japanese multinational firm best known for producing automobiles, aviation, motorcycles, and power equipment. Honda was the first Japanese automaker to launch an exclusive luxury brand, Acura, in 1986. Honda also makes garden equipment, marine engines, personal watercraft, and power generators, among other things. When Honda discovers a problem with a product that necessitates market action, the business promptly reports the problem to government authorities by specific country rules and contacts owners via direct mail from dealers or by phone to provide information about it. A Global Quality Committee is instantly assembled in compliance with Honda international laws. Its chairperson makes decisions regarding market activities in consultation with overseas members, such as specialists from relevant departments with quality problems who are competent in making objective judgments.
• Ford When an invasion of Japanese imports threatened the American automobile industry twenty years ago, Ford Motor Company pioneered a quality resurgence built on the philosophy of management of W. Edwards Deming, who’d been popular at the time. At Ford, the outcomes of the Total Quality Management movement were astounding. After losing $3 billion between 1979 and 1982, Ford hit a sequence of runs scored, such as the aerodynamic Taurus­Sable vehicles, and by 1986 had become the most successful American automaker. In the 1990s, General Electric’s John F. Welch Jr. promoted the Six Sigma methodology. Adopting it, on the other hand, indicates a management issue. Companies frequently have to recreate the wheel when it comes to management solutions for increasing efficiency and worker productivity. Ford could have eliminated many of the difficulties that have plagued it recently if it had kept to Total Quality Management. Instead, as the concept’s champions departed and were replaced by executives with other interests, the notion sank into the background at Ford. 1. TQM Issues/ problems faced by the companies Ford and Honda decided to employ TQM for reasons relating to the company’s goal of achieving the top levels of productivity and quality. Ford and Honda were a pioneer in the implementation of TQM. Ford and Honda’s decisions to embrace TQM were made to increase the quality of its operations and personnel in mind, rather than simply enhancing customer pleasure. Researchers highlight that both companies achieved their objectives, becoming the most effective adopters of TQM. Therefore, the problem that prompted Ford and Honda to begin a TQM program was to achieve the most excellent quality not just in customer support but also in processes and employee quality. There were various obstacles in the way of Ford’s and Honda’s TQM deployment. The main issue was persuading employees that changes to the company’s products were required and would not harm the company’s reputation. The next danger was that shareholders might not well receive the advances. Finally, the corporation acknowledged that changes might be met
with opposition from customers. On the other hand, the management team wisely surmounted all obstacles, and all stakeholders eventually saw the benefits of the new approach. 2. The application Deming 14 points of quality Using Training on the Job • Consistent training can help to eliminate variation. • Creating a common knowledge basis. • Allowing employees to see how they fit into the “grand picture.”. Implementation of Leadership • Providing supervisors and managers with the tools they need to understand their employees and the processes they use. • Providing resources and assistance so that each employee may do their best work. • The necessity of participatory management and transformational leadership is emphasized. Eliminating Fear • Ensuring that people are not scared to share their thoughts or concerns, allowing them to function at their best. • Encouraging employees to explore better ways to do things by making them feel valued. • Ensuring that executives are approachable and collaborate with teams to act in the firm’s best interests. • To eradicate fear from the company, open and honest communication would be used. Breaking down Interdepartmental barriers • Creating a shared vision. • Building understanding and reducing negative interactions through cross-functional teamwork. • Rather than compromising, focusing on collaboration and consensus. Implementation of Education and Self-Improvement • Workers’ present skills should be improved.
• Workers should be encouraged to gain new abilities to prepare for future changes and problems. • Building abilities to make employees more adaptable to change and more capable of identifying and implementing improvements. 3. Four effective quality practices 1. Commitment from management and continuous improvement The foundation of an exemplary manufacturing technique is good people. The vendor’s management team should have a low turnover rate. Furthermore, management should be dedicated to continuous improvement in the workplace, the management team, and the employees. 2. Risk management Sellers must have methods and procedures to assess and minimize the risks that come with different tasks and jobs. 3. Quality management systems Verifying that sellers have preproduction, production, and postproduction quality control systems and processes in place. 4. Site and facility management Workplaces and technology should be well-kept, well-managed, and safe for employees. One of CSR’s fundamental tenets is worker safety. Integration of a Robust ERP system With QA Capabilities Delivers the Highest Quality . 5. Implemention TQM principles The use of TQM principles has several consequences for businesses, such as: • Cost Reduction: TQM has the potential to cut expenses throughout an organization, particularly in the areas of waste, reworking, field service, and warranty costs. • Productivity Improvement: Employee productivity rises dramatically as they spend less time following down and rectifying errors.
• Customer Satisfaction: A better level of customer satisfaction could also result in a more significant market share if current clients act on the company’s behalf to bring in new consumers. • Defect Reduction: This not only shortens the time required to correct problems but also minimizes the requirement for a team of quality assurance personnel. • Morale: Employee morale improves, which reduces employee turnover and, as a result, the cost of acquiring and training new staff. 6. Recommendation to improve quality in a selected organization • Create a quality culture: Quality departments and executive management shall foster an environment in which all proposals for improvement are embraced and rewarded, no matter how minor. This would inspire workers to make suggestions, but it would also result in better manufacturing and quality due to the proposals. • Collaborate with suppliers: Working extensively with suppliers allows manufacturers to understand the supplier’s internal procedures better and suggest methods to enhance the parts’ quality to satisfy the manufacturer’s standards. • Connecting the supply chain with technology. The supply chain can be connected using cutting-edge technology like the cloud or mobile devices, allowing operators and inspectors at a manufacturer’s site or a relevant vendor to submit data anywhere. • More than an inspection report should be demanded: manufacturers need access to supplier activities to know what’s happening in the production process, ensure proper testing is being done, and verify the outcomes match the OEM’s high expectations. Summary missing: Reference Ford Motor Company: Total Quality Management | Business Paper Example. (2022, January 5). Business-Essay.Com. https://business-essay.com/ford-motor-company-total-quality-management/#:%7E:text=In%20the%201960s%2C%20Ford%20was,%26%20Sharma%2C%202017%2C%20p.
Goetsch, D. L., & Davis, S. (2014). Quality management for organizational excellence: introduction to total quality (7th ed.). London, England: Pearson. Kumar, M., & Sharma, R. R. K. (2017). Exploring critical success factors for TQM implementation using interpretive structural modeling approach: Extract from case studies. International Journal of Productivity and Quality Management, 21(2), 203-228. Yousafzai, E. A. (n.d.). Project Tqm Honda. Scribd. Retrieved February 22, 2022, from https://www.scribd.com/doc/192754060/Project-Tqm-Honda

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