Total quality management can be termed as the system of management which is based on the principle that every staff of the company must be committed in maintaining high standards of work in all aspects of company’s operations. This assignment will base on the paradigm of Total Quality Management and to its related activities. The study will outline the expectations of the customers and objectives of the organisation. After that it will demonstrate the procedures of TQM with the process of quality circles, Kaizen activities and the with Deming’s 14 points. At last, the study will highlight some recommendations for an event management company through which it can enhance its services towards their customers.
In terms of definition, a guru is a wise person who have clear concept and approach regarding the business activities and its everlasting impact. Since 1940, there have been three groups of gurus. These are:
The first set of gurus where the Americans who took the concept of quality management to Japan. W Edwards Deming places great importance and accountability on the management regarding the quality concept. He established 14 points that encourages the approach for solving a problem by a popular method known as Plan, Do, Check and Act (PDCA) cycle(Raj, Walters and Rashid, 2013).
The second set of gurus where the Japanese such as Dr. Kaori Ishikawa, who made their contributions towards the total quality approach. He developed a very famous method of cause and effect popularly known as the Fishbone diagram (Piasecka-G?uszak, 2016).
The third set of gurus where the Western gurus. They followed the Japanese industrial success.
It is the core method for establishing the total quality management approach. Deming’s 14 points are the managerial approach that helps companies to enhance their quality and productivity. Many Japanese companies like Sony and Toyota after following the Deming’s 14 points have received great success (Oakland, 2016).
Here is the Deming’s 14 points:
The 14 points of Deming simply states that the failure of the company is totally the fault of company’s top management. It emphasis on the long-term approach and do not focus on short-term solutions. It also helps in recognising the total cost and also help companies to ensure that the supplies delivered by the vendors are of utmost quality.
For total quality management, there are many approaches such as statistical process control, automation development, total quality control, new technology development, customer-aided design, customer managed corporation, middle-up-down management, just in time method, social democratic quality and cognitive quality of work life (Taiwo, 2001).
In the current business environment, the industry of event management is at its boom. Due to the vast opportunities in event management, many international companies are challenging each other and thus the rivalry has been increased. One of the leading event management companies in UK is the Story Events. It is currently the most searched event organiser in UK. The company’s executives are very professional in creating business, product or service event. In event management industry, it is the responsibility of the event organisers to provide quality services to its consumers.
Kaizen is basically a process which includes entire employees and staff members of the organization according to their positions. Each and every one of the company is prepared with single development and established offers regularly (Oakland, 2016). This approach is not at all done periodically as it is a constant process. This approach is founded in order to create small variations and modifications in a continuous basis. Story Events has created a stage where its entire workers and staffs according to their positions are enabled to form advices for the purpose of improve the services.
In the following there are some of the stages of executing Kaizen approach in Story Event;
Kaizen is basically rely on the values and principles which actually encourages and influence the opinions and views by operators who constantly try to modernize the positions of their respective jobs(Kokt, 2009). The Kaizen improvement is actually concentrate on the utilization of the value added as well as non-value added events works, even managing materials, quality executing processes and also in time value which is actually meant for the distribution of accurate standard with the accurate and correct resources or materials at the exact time period. Kaizen is basically based on the philosophy which almost each and everything cam be modified and improved. Event firms which follow the Kaizen approach also check the process that can be modified and improved(Kokt, 2009). As kaizen aims and targets in advancing and improving the producing processes, safety and effectiveness as well. The company can also use this process for the improvement of competitiveness and retention, for the increased commitment and less waste as well by the workers of entire positions, improved group relationships and customer satisfaction.
Brunet 2003 describes Kaizen as the enlistment of the employees in the company’s process improvement through making and giving new ideas and modes for the workers and staffs for contributing in the firm’s success and development. In accordance to the Slack 2007 verdict, Kaizen approach is almost fixed in the thought of an industrial person all over the world in order to improve the values of products and also in order to increase the safety and morale of the employees (Seo, Lee and Moon, 2015).
Some of the benefits of Kaizen are:
The implementation of Kaizen activity in the business operations assist in creating teamwork. It aids the business operations of the company by creating procedures of tight-running business. Another benefit that Kaizen delivers is by improving the satisfaction level of employees by inviting the workers in making the decisions of the company and also by improving the safety of the workplace.
There are also some limitations of Kaizen. One of the major limitations of Kaizen is that it becomes compulsory for the companies to have a complete modification of their business tactics and approaches(Piasecka-G?uszak, 2016). Other limitation is that many companies do not maintain its approaches.
Sorting: This refers to sorting of the needed items and eliminating the unnecessary ones.
Setting in order: This refers to keeping the needy items at its correct place for easy accessibility.
Shine: this refers to keeping the workplace clean, safe and hygienic.
Standardisation: this refers to creating a constant approach regarding the tasks(Piasecka-G?uszak, 2016).
Sustaining: this refers to maintaining the practice of 5S framework.
Quality circle means the contribution managing approaches which enroll the support and assistance of workers and staffs regarding the explanation of the problems that are related with their own works and expertise. The approach was originally associated with the Japanese business techniques and management. Joel E. Ross has described quality circle as minor team of labor force functioning to related tasks that satisfy constantly for recognizing, analysis and describe advantages of product and production issues and also for modernizing basic procedures(Prates, 2014). Under quality circle approach, work team is quite important in order to attain the standard and efficiency on the work place.
It is necessary for Story Events for getting comfy with the participative controlling approach by executing a proper quality circle. For the process of Quality circle it is necessary for Story Events to look out for outside professionals if the staffs of the company are not able to meeting the company’s objectives(Seo, Lee and Moon, 2015). For effective processes of quality circle, Story Events has to recognise whether its staffs are giving their full potential to the company’s operations.
It is evident that Quality circle are created from workers that are working together in the company and discussing problems of quality(Kokt, 2009). The procedures of quality circle improve the satisfaction level of employees by engaging them in company’s decision making process.
The points of Deming are highly effective as it serves as a practical tool and carries the continuous improvement of the company’s workplace. This technique or tool is called (Plan, Do, Check and Action) PDCA cycle.
The implementation of PDCA cycle helps in improving the quality approach on daily basis and keeping the business process under control (Haridas, 2010). It also encourages the innovative modifications in the company and also prevents the non-performance.
This diagram is helpful in the preparation of events planning and time management. It also assists in recognising the probable reasons of concerns in the business operations(Hansson, 2001). The Fishbone diagram is also helpful in exploring all the aspects related to a problem.
Conclusion
The study revealed that the tools of TQM assist a company in categorising, investigating, and assessing all forms of information to enhance their business operations. This assignment was based on the paradigm of Total Quality Management and to its related activities. The study also outlined the expectations of the customers and objectives of the organisation.
References
Bowdin, G. (2012). Events management. 1st ed. London: Routledge.
Hansson, J. (2001). Implementation of total quality management in small organizations: A case study in Sweden. Total Quality Management, 12(7), pp.988-994.
Haridas, M. (2010). Total quality management. 1st ed. New Delhi: Adhyayan Publishers & Distributors.
Henderson, E. and McIlwraith, M. (2013). Ethics and corporate social responsibility in the meetings and events industry. 1st ed. Hoboken, N.J: Wiley.
Kokt, D. (2009). A model for establishing a quality culture in a major private security company. Total Quality Management & Business Excellence, 20(8), pp.787-798.
Oakland, J. (2016). Total quality management. 1st ed. [Place of publication not identified]: Routledge.
Piasecka-G?uszak, A. (2016). Dzia?ania kaizen z perspektywy pracowników polskich przedsi?biorstw / Kaizen activities from the perspective of employees of Polish enterprises. Prace Naukowe Uniwersytetu Ekonomicznego we Wroc?awiu, (448).
Prakas Majumdar, J. and Murali Manohar, B. (2011). How to make Quality Circle a success in manufacturing industries. Asian Journal on Quality, 12(3), pp.244-253.
Prates, G. (2014). METHODS OF COSTING – TARGET (TARGET COSTING) AND KAIZEN (KAIZEN COSTING) SUPPORTED BY QFD (Quality Function Deployment) AS A TOOL FOR COST REDUCTION IN DEVELOPMENT PRODUCT AND PRODUCTION. Nucleus, 11(1), pp.7-20.
Raj, R., Walters, P. and Rashid, T. (2013). Events management. 1st ed. London: SAGE.
Robinson, P., Wale, D. and Dickson, G. (2010). Events management. 1st ed. Wallingford, Oxfordshire: CABI.
Seo, Y., Lee, C. and Moon, H. (2015). An organisational learning perspective of knowledge creation and the activities of the quality circle. Total Quality Management & Business Excellence, 27(3-4), pp.432-446.
Tahira Makda, (2012). Risk management within the events industry in Cape Town, South Africa. AFRICAN JOURNAL OF BUSINESS MANAGEMENT, 6(20).
Taiwo, J. (2001). Systems approaches to total quality management. Total Quality Management, 12(7), pp.967-973.
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