Discuss about the Project Management Reflection on Total Quality Management.
Mechanical engineering projects are usually complex, involving several steps, from planning, design, execution, testing, and review; for instance, the design and building of a car constitutes several stages aimed at ensuring the final output is functional and meets its performance objectives, while also taking into account other aspects of quality, durability, safety, aesthetics, and cost. Quality is a very important factor in mechanical engineering projects as it determines the safety of the finished product upon which important aspects could depend, including quality of use and human life, health, and safety. Total Quality Management (TQM) defines a an approach to management for attaining long term success by meeting and exceeding the needs of customers. All members of an organization, with regard to TQM, participate in activities that improve processes, services, products, and culture where they work. TQM has 8 guiding principles that include total customer focus, total involvement of employees, is process centered, is an integrated system, uses systematic and strategies approaches, is based on continual improvement, decisions are made based on facts, and there is effective communication. The processes in TQM provide paths that team members and upper management can understand. Undertaking projects require the application of such project management principles as TQM (Anand, Ward and Tatikonda, 2010); upon completion, an even important concept is personal self reflection, especially given that practical experience is an important aspect of learning in the modern context. In this paper, the author reflects upon the concept of tQM in mechanical engineering projects n the context of class lessons and theoretical content and their practical use in a mechanical engineering context. The reflections are discussed, before conclusions are drawn.
Previously, I had an academic understanding of total quality management, for example, as being a set of tools, practices, components, and factors that enhance the standards of a project and ensure objectives are met within a restricted budget. The concept itself is interesting, its practical application in a mechanical engineering project is novel: it enables one to further understand and internalize the concepts. The success of projects depends as much on quality as the ability to effectively manage project constraints; in fact, managing project constraints constitute the quality of a project, along with meeting the set project objectives and goals (Ika, 2009). Quality in mechanical engineering projects also pertain to both the tangible benefits, such as a well engineered product that meets its functional requirements, as well as intangible benefits such as being delivered on time, meeting set standards, and being within budget and scope. I had also imagined that TQM, like some quality standards such as ISO, is unique model; however, undertaking the project and practicing and implementing TQM principles (Karthi, Devadasan and Murugesh, 2011), I have come to learn that there is no fixed TQM model for a good TQM program; rather, TQM is a network of components that are interdependent and interrelated, including practices, critical factors, tools, and techniques.
I have always believed that being competitive requires cost cutting measures, being first to market, and enhancing efficiency. However, the concept of TQM especially in mechanical engineering has given me a new and refreshing perspective which is also of equal importance, that planning activities, strategy planning, and importantly, quality planning, are also of great significance in project success (Cao and Hoffman, 2011). In retrospect, I think these important aspects of a project, especially quality planning, is often overlooked especially in the highly competitive corporate world where competition is cut throat. Further, I have come to the understanding that TQM is more of a mindset first, before a set of tools, practices, and models used to attain TQM because changing the mindset is among the most challenging aspects. Attaining TQM in mechanical engineering entails a series of quality improvement systematic approaches that ultimately result in mechanical engineering products with zero defects that also meet the needs of customers (Nallusamy, 2017). I have come to learn that attaining TQM in mechanical engineering projects requires concepts of quality to be incorporated in the project right from the planning and inception phases, and that continuous improvements throughout the life cycle of the project and even beyond (when product is delivered) will result in quality products. Achieving TQM requires effective leadership and management principles; attaining TQM in engineering projects requires effective project management (Kumar, Garg and Garg, 2011).
Undertaking the evaluation of TQM in mechanical engineering has also brought to the fore the fact that TQM is a process that starts from the smallest teams within a project to the wider organization and top management in an organization. In this context, TQM has various components that include TQM in policy management, TQM in small action groups, TQM for cooperating enterprises, and the concept of TQM as being functional and cross functional at the same time. TQM involves various distinct phases as part of a large process of managing quality, including the inspection of quality, controlling quality, assurance of quality, and TQM (Ahuja and Kumar, 2009). As such, TQM should not be looked at as a distinct process but an interlinking of various steps, activities, tools, and processes that all sum up to TQM (Dudek-Burlikowska, 2015). Achieving TQM requires that various prescribed tools are used; including the use of the seven basic tools of quality namely; check sheets, cause and effect diagrams, Pareto charts, Stratification charts, Scatter diagrams, and Control charts (Neyestani, 2017). All the tools may not be applied at the same time; depending on the nature of the project, various tools can be used, along with processes of quality control and inspections to ensure quality in mechanical engineering projects involving manufacturing. In construction projects, a different set of tools can be used as the two entail mechanical engineering, but in different contexts, hence the earlier assertion that TQM is not a fixed model but depends on pother factors, including the nature of the project (Neyestani, 2017).
In mechanical engineering projects involving manufacturing (in the wider industrial engineering field), TQM, according to Raut and Raut (2014), improving quality practices is a continuous process of development. As such, a QMS (quality management system) needs to be put in place to achieve TQM, of which QMS is gradually developed. The continuous improvement of processes in management eventually leads to internal operations that are more efficient, resulting in grater benefits to organizations, including financial and competitive benefits (Dahlgaard, 2016). Evaluating various literature, I have come to the conjecture that TQM has been in existence for many years, what has changed is its meaning, which has always evolved. In the early 20th century, quality management entailed product inspections to ensure they met set specifications. During the Second World War, quality management took on a statistical approach when techniques in statistical sampling are used in evaluating quality, and some tools such as quality control charts were then utilized in monitoring mechanical engineering production processes. In the 60s, quality management was viewed as being an organization-wide concept and not just a practice in the production/ mechanical engineering process (Chiarini, 2012). And this I believe is the true concept of TQM; all functions within project teams or organizations are responsible for the attainment of quality and so should be an organization wide concept.
Competition form other lower cost, higher quality producers led to a new concept of quality in which quality took on a strategic meaning. My literature review has made it clear to me that TQM as a strategic concept entails identifying the root causes of problems with quality and then pro-actively correcting these at their source. As such, TQM must be implemented at the earliest opportunity in mechanical engineering projects (Raut and Raut, 2014). Apart from TQM being an organization wide concept, I have come to learn that TQM is customer driven; a mechanical engineering product is considered a quality product when it meets the intangible and tangible needs of the customer. To ensure quality in mechanical engineering projects, TQM must be embedded within every aspects of an organization to achieve its objectives. I have come to the understanding that TQM is concerned with both the technical aspects of quality, such as the seven principles, and also involving people in quality, for instance company employees, customers, and suppliers as well as contractors. For successful TQM implementation, focus must be placed on the processes of measurements and controls as the primary means by which continuous improvements in quality are achieved. To corroborate earlier assertions that TQM refers to interlinked disciples and approaches, the attainment of continuous improvement requires the implementation and use of lean principles such as Kanban and Kaizen (Goyal and Grover, 2012).
My reviews of past research and literature, as well as evaluation of class lessons have taught me that TQM entails various principles, chief of which include the commitment of management to achieve TQM. Management plays the role of quality planning and drives and directs the efforts aimed at attaining TQM. The management also is important in creatively deploying resources, providing the necessary support, and being themselves participants in the process of TQM. Management also plays a critical role of reviewing, based on the tools used to check whether TQM in mechanical engineering projects is being attained and then act to recognize areas where improvements are needed, communicate these areas, and revise plans, techniques, processes, and workmanship so as to attain the desired levels of quality (Raut and Raut, 2014). Further, TQM requires empowered employees and workers; this is attained through effective training on quality, providing a platform for which employees can make suggestions, measuring employee input and recognizing them for effort, and creating excellence teams. Achieving TQM in mechanical engineering projects requires project management approaches to decision making, which themselves must be based on facts. To make decisions based on facts, tools and practices such as statistical process controls (SPC) attained using the seven basic tools for quality, and team oriented problem solving as used by FORD are useful in enabling decisions based on facts to be made (Raut and Raut, 2014).
TQM will be achieved in an organization by implementing continuous improvement practices and activities; these include focus and systematic measurement of cost of non quality (CONQ), setting up excellence teams, attainment, maintenance, and improving of standards, and engaging on cross functional process management. Importantly, the attainment of TQM requires absolute customer focus; this entails focus on, and systematic measurement of CONQ with respect to customer needs, creation of excellence teams, attaining, managing, and improving TQM, and engaging in cross-functional process management to improve quality. For mechanical engineering projects to implement and achieve the benefits of TQM, there needs to be an environmental scan and evaluation where an internal analysis is done to identify strengths an weaknesses, as well as an external scan to identify threats and opportunities. Successful implementation of TQM has numerous benefits, as gleaned from the authors’ systematic review of literature; it helps reduce costs, achieve greater customer satisfaction, and therefore, customer loyalty, reduces defects and the costs associated with reworks, and ensures the set goals and objectives are attained (Raut and Raut, 2014). However, attaining TQM faces various challenges; the leadership and management of issues must be TQM aware and be competent enough; TQM requires inherent creativity and innovation and project driven decentralized quality workforce with specialized quality teams. Effective us of TQM will no doubt enhance the quality of mechanical engineering projects, enable continuous improvement, result in greater financial benefits, and keep customers happy and satisfied. TQM entails interlinked disciplines, including project planning, quality management, continuous improvements, and using quality approaches such as the Deming 14 points of TQM
Conclusion
Competitiveness and strategic requirements such as greater financial benefits, increased efficiency, and customer satisfaction have become ever more important in an increasingly competitive business world. Using TQM can ensure these objectives are met; TQM is a long term approach to management that is aimed at attaining long term success by meeting customer needs; this requires all members within an organization to participate in improving services, products, and culture within an organization. The attainment of TQM requires a strong emphasis to be placed on continuous improvement and this is achieved through management commitment, employee empowerment, fact based decision making, and continuous improvement.
References
Ahuja, I. and Kumar, P. (2009). A case study of total productive maintenance implementation at precision tube mills. Journal of Quality in Maintenance Engineering, 15(3), pp.241-258.
Anand, G., Ward, P. and Tatikonda, M. (2010). Role of explicit and tacit knowledge in Six Sigma projects: An empirical examination of differential project success. Journal of Operations Management, 28(4), pp.303-315.
Cao, Q. and Hoffman, J. (2011). A case study approach for developing a project performance evaluation system. International Journal of Project Management, 29(2), pp.155-164.
Chiarini, A. (2012). From Total Quality Control to Lean Six Sigma. Milano: Springer Milan.
Dahlgaard, J. (2016). Fundamentals of total quality management. [Place of publication not identified]: Routledge.
Dudek-Burlikowska, M. (2015). The concept of Total Quality Management and the contemporary entrepreneurship in practice. Journal of Achievements in Materials and Manufacturing Engineering, [online] 73(2), pp.229-236. Available at: https://www.researchgate.net/publication/297730736_The_concept_of_Total_Quality_Management_and_the_contemporary_entrepreneurship_in_practice [Accessed 15 May 2018].
Goyal, S. and Grover, S. (2012). Advanced manufacturing technology effectiveness: A review of literature and some issues. Frontiers of Mechanical Engineering, 7(3), pp.256-267.
Ika, L. (2009). Project success as a topic in project management journals. Project Management Journal, 40(4), pp.6-19.
Karthi, S., Devadasan, S. and Murugesh, R. (2011). Integration of Lean Six?Sigma with ISO 9001:2008 standard. International Journal of Lean Six Sigma, 2(4), pp.309-331.
Kumar, R., Garg, D. and Garg, T. (2011). TQM success factors in North Indian manufacturing and service industries. The TQM Journal, 23(1), pp.36-46.
Nallusamy, S. (2017). Enhancement of Overall Equipment Effectiveness using Total Productive Maintenance in a Manufacturing Industry. International Journal of Performability Engineering, 4(2).
Neyestani, B. (2017). Seven Basic Tools of Quality Control: The Appropriate Techniques for Solving Quality Problems in the Organizations. SSRN Electronic Journal, [online] 1. Available at: https://www.researchgate.net/publication/315656326_Seven_Basic_Tools_of_Quality_Control_The_Appropriate_Techniques_for_Solving_Quality_Problems_in_the_Organizations.
Raut, S. and Raut, l. (2014). Implementing Total Quality Management in the Classroom by Means of Student Satisfaction Guarantees. Total Quality Management & Business Excellence, [online] 15(2), pp.235-254. Available at: https://www.researchgate.net/publication/259756675_Implementing_Total_Quality_Management_to_Improve_Facilities_and_Resources_of_Departments_in_Engineering_Institute.
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