ANALYSIS OF TOTAL QUALITY MANAGEMENT Ã¢Â€Â“ A STUDY WITH ...

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Quality Control (SQC) in 1947-48 through factory visits, discussions, and lectures, only in 1982 the quality circle was born, slowly Indian companies are accepting and introducing Total Quality Management (TQM), this is done with the initiative of the Confederation of Indian Industries (CII), Government of India. “National Quality Council for India” was promoted and integrated towards national movement annual “Quality Summit” is being organized annually to bring awareness to the Indian industries. Improvements in quality can lead directly to increased productivity and other benefits. Recent evidence shows that more and more corporations are recognizing the importance and necessity of quality improvement if they are to survive domestic and world-wide competition. In today’s Globalized economy quality management and control is recognized as the foundation of business competitiveness and is proactively integrated into all business. Many companies are trying very hard not only to satisfy their customer’s needs, this can only be achieved through cost reduction, improvement in product performance, increased customer satisfaction and a constant effort towards world class organizations. In order for companies to survive and grow in the future, it is essential that they deliver high quality goods and services. Many companies understand that TQM is necessary for them to remain competitive, retaining their market share and to be able to respond to changing competitive demand in today business world. Small and medium sized enterprises (SMEs), have been slow in adopting TQM when compared to large companies, very few had advanced. Globalization is driving companies toward quality as a necessary tool to compete successfully in worldwide markets. A direct outcome of this new emphasis is the philosophy of total quality management (TQM). In essence, TQM is a company-wide perspective that strives for customer satisfaction by seeking zero defects in products and services. III IMPORTANCE OF TOTAL QUALITY MANAGEMENT Implementing a total quality management system has become the preferred approach for improving quality and productivity in organizations. TQM, which has been adopted by leading industrial companies, understood that it is a participative system empowering all employees to take responsibility for improving quality within the organization. Instead of using traditional bureaucratic rule enforcement, TQM calls for a change in the corporate culture. Quality management is important to companies for a variety of reasons. 1. Product quality IRACST- International Journal of Research in Management & Technology (IJRMT), ISSN: 2249-9563 Vol. 2, No. 4, August 2012 quality include: performance, reliability and durability. o Quality management ensures product quality. Some primary aspects of product 2. Customer Satisfaction o Quality management ensures customer satisfaction. 3. Increased Revenues o 4. Reduce Waste o 5. Teamwork o Quality products and services give the company a spotless reputation in the industry. This reputation allows the company to gain new customers and sell additional products and services to existing customers. A quality management program also removes inefficient processes within the system. A quality management program helps companies reduce waste. Companies that house inventory are paying for the storage, management and tracking of the inventory. The costs of having the inventory are built into the price of the product. Implementing a quality management program reduces the amount of inventory that costs the company money and occupies valuable space. Quality management means that there is a systematic approach to keeping inventories at acceptable levels without incurring waste. Work closely with suppliers to manage inventory using a Just-in-Time (JIT) philosophy. In short, a JIT inventory system helps the suppliers and manufacturer remain in close communication to become more responsive to the customer. Quality management systems force company departments to work as a team. Different areas of the company become reliant upon one another to produce a quality product that meets and exceeds the customers' expectations. A quality system incorporates measures that affect sales, finance, operations, customer service and marketing. IV IMPORTANCE OF SMALL AND MEDIUM ENTERPRISES IN THE ECONOMY Small and Medium-sized Enterprises (SMEs) are commonly recognized as one of the leading groups of economic activities globally, and pose enormous impacts on social issues. Most companies are currently categorized under SMEs and the goods and services that SMEs offer are diverse. Moreover, 432
SMEs are suppliers for large enterprises. It is said that SMEs’ performance, both positive and negative, in the Asia-Pacific region may be more influential than any other region in the world because of the rapid economic growth of the region today. SMEs’ share in total economic activity varies across countries and for a given country over time; they play a significant role in virtually every economy and represent a large segment of the private sector. Furthermore, firm size distribution within an economy is determined not only by prevailing consumption patterns, resource endowments and technology, but also by the degree of market competition, the legal and regulatory environment, the availability of credit, all of which are influenced NEED FOR QUALITY Globalization is driving companies toward total quality management (TQM) as a necessary tool to compete successfully in worldwide markets. The total quality management (TQM) approach involves more than simply meeting traditional rejection rate standards. The end result of total quality management (TQM) is the efficient and effective use of all organizational processes in providing consistent quality at a competitive price. The total quality management (TQM) philosophy is a long-term endeavor that links people and processes in a system that alters the corporate culture to become one where quality is the core aspect of business strategy. In cultivating the total quality management (TQM) philosophy, strategic implementation must involve a focused effort on the part of every employee within the organization. It cannot be applied successfully on a piecemeal basis. Total quality management (TQM) requires that management, and eventually every member of the organization, commit to the need for continual improvement in the way work is accomplished. Business plans, strategies, and management actions require continual rethinking in order to develop a culture that reinforces the total quality management (TQM) perspective. The challenge is to develop a robust culture where the idea of quality improvement is not only widely understood across departments, but becomes a fundamental, deep-seated value within each functional area’s as well. Small and Medium Enterprises (SMEs) has a direct impact on the economic development in both the developed and developing countries. Small and medium sized enterprises (SME's) are at the centre of interest since the quality debate for several reasons. One is that larger organisations will not be able to improve the quality of their products, services and processes, unless their suppliers or the second-tier suppliers also grow to a higher level of quality maturity. It is believed that the adoption of total quality management (TQM) in Small and Medium Enterprises (SMEs) is a must, a gradual progression and selection of appropriate "quality tools and initiatives" as and when necessary, with the ultimate aim of continuous improvement in the organisations. STATEMENT OF THE PROBLEM IRACST- International Journal of Research in Management & Technology (IJRMT), ISSN: 2249-9563 Vol. 2, No. 4, August 2012 Total Quality Management (TQM) has become a frequently used term in discussions concerning quality. The international and national competitive environment is in a process of constant change by the globalisation of markets and the increased interdependence of economic agents. The role and contribution, which small organisations contribute to the economy, has become widely recognised. As all organisations, regardless of size and financial status, are involved in the quality revolution, issues concerning the quality development of small organisations are of major focus. V OBJECTIVES • To evaluate role of management in TQM implementation. • To analyze system factors towards the implementation of TQM METHODOLOGY The research strategy that the study will utilize is the descriptive method. A descriptive research intends to present facts concerning the nature and status of a situation, as it exists at the time of the study. In this study, primary and secondary research both are incorporated. The reason for this is to understand more about the issue and the different variables that involve with it. The primary data for the study is represented by the survey acquired from the respondents through a structured questionnaire. HYPOTHESIS • There is no significant difference in the mean agreeability scores on the opinion statements on TQM among the respondents. • There is no significant difference in the overall mean opinion score among different groups of respondents. • There is no significant gap between perception and adoption of Management leadership toward implementation of TQM OPINION ON TQM TABLE – 1 OPINION ON TQM 433
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ANALYSIS OF TOTAL QUALITY MANAGEMENT Ã¢Â€Â“ A STUDY WITH ...

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