The history of quality management with its modern times branded interpretation like Six Sigma has been able to bring a major development of different essential processes and ideas. The change management and improvement in performance is desired for individuals, teams and organizations. The free resources, materials and the tools are effectively able to guide the quality management area for study and learning and for teaching and training. The Quality Management is about how the customer supplier interfaces includes different interfaces with organizational commitment with acknowledge to the right organizational culture.
There are wider range of tools and techniques that are for identifying, measuring, prioritizing and then improving the processes. They are considered important for process mapping, flow charting with cause and effects. The people are considered to be a fundamental component within any developing organization (Goetsch & Davis, 2014). The total Quality Management is about handling the coordination of activities to direct and control an organization for improving effectiveness and performance efficiency. There are different ways to measure organizational performance other than the financial output or profit, where the focus is on essential activities, resources and other factors. The quality is considered to be an efficient way which works without any resort to control the charts and other statistical methods for ensuring the process capability. The concepts of Six Sigma began in Motorola with response to the most pressing business need which is considered to hold a high disciplines and the statistically based approach for handling or removal of the defects that are mainly due to the products, processes and the transactions. The processes includes the designs, analysis, improvements and the control (DMAIC) (Amane, Chavan, Desai, Shete & Dhole, 2018). TQM is about working on the statistical technologies and problem-solving techniques that are understood and accepted with frameworks and methods of implementation. The framework comprises of leadership and innovation, strategy and planning processes, with data and information or knowledge. The customer and the market focus requires to handle the company performance which involves the acquiring, analysis, interpretation of statistical data effectively (Nicholas, 2016).
Considering the measurement-based quality management, there are different zones of management, which are completely separate and distinct. The focus is on the cycle time reduction across the board wherein Motorola is working on quality through the 3 leading guru schools of-Deming, Cosby and Juran. The versions for the key performance measurements are for evaluating the throughput, inventory and operating expenses which are for aligning closely with the other manufacturing setting (Baker, 2017). The stakeholder-based approaches include the owners, customers, people and community to work with strategic partners and long-term suppliers. We have chosen Juran philosophy of quality management, where he has been involved in defining quality as “fitness for use” and the meaning for this is that the users of the product or service need to count on it for what they need and want to do with it. Hence, the example for this is how a manufacturer will be able to process the purchasing of material or the component to meet the demands of customer with achieving a higher yield with minimized downtime in production (Chital, Bhat, Chavan & Bhat, 2016). According to him, the wholesaler should be able to receive a correct labelled product which is completely free from the damage at the time of shipment with easy handling and display. The consideration is about the consumers who need to receive the product that is performed when claimed and is not broken down, if it did receive any prompt or adjustments of the claim (Carithers et al., 2015). The fitness is based on the design quality, quality of conformance, availability, safety and the field use. There are designs of what is distinguishing Rolls Royce from Chevrolet with involving the designing concept and its relevant specifications. The quality of conformance reflects the match which is found to be mainly in between the actual product and the designing intent. This holds the ability of tolerances, workforce training and supervision that adhere to the test programs. The availability is referred to the freedom of the product from any problems and then the reflection is for the reliability and maintainability where the frequency and the speed needs to be considered effectively. The safety can easily be assessed through calculating the risks for injury which is mainly due to the product hazards, and the field use is for conformance to product with conditions after it reach out the customer’s hand. This is affected by the packaging, transport, storage and the field-service competence with promptness (Aquilani, Silvestri, Ruggieri & Gatti, 2017).
For achieving the fitness for use, Juran has been able to develop a better approach where the quality is spanned for the product life which is set from designing through vendor relations, development of processes and handling the control of manufacturing. The approaches are proposed to specify properly about quantifying the impacts on different elements which are relevant to fitness for use. The broader range of statistical techniques are important for the analysis. The approach of Juran is about providing a better reliability with a better representative example. Here, the reliability program tends to establish with better reliability goals. This is then apportioned with product components, identifying the critical components and the possible modes, or effects which are a major cause of failure. The developed solutions are considered to be critical to successful product operations and safety. The statistical methods are for discussing about settings of realistic tolerances, designing reviews and the selection of vendor. According to him, the analysis could be done through system reliability with components and setting of tolerance limits to interact among the dimensions (Oschman, 2017). The aim of the activities is then quantified with reliability goals, and there is a systematic guide to achieve them. The measurement and the monitoring of system is about knowing what they have been able to achieve.
Juran’s analytical methods could easily identify the areas to improve and help in making or tracking the changes. They are for language of shop floor, defect rates and handling failure modes as well. Juran recognizes about the measures which are not likely for attracting the top management but for advocacy of cost-of-quality accounting system. The system includes the management money, where the quality cost are associated with defective products like costs of making, finding, repairing and then avoiding defects (Kenyon, & Sen, 2015). The four types of the costs are internal failure which is coming from defects that are found to be before shipment, external failure costs that are discovered after the shipment and the appraisal costs which are for properly assessing the material condition, and the prevention costs are for handling and keeping the defects from occurrence. The companies with external and internal failure costs are accounted to 50% to 80% of COQ (Cost of Quality) where there are companies that are working on handling the percentage of sales or profits with top management.
This is not only to provide the management with the dollar cost for the defective products but also for establishing the goals of the quality programs. They are mainly to improve the quality till there is no longer positive return, economically. This is seen to be occurring when there are total costs of quality which is minimized (Teixeira, Lopes & Sousa, 2015). The assumptions are build based on the failure costs that approached zero as defects and the prevention or the appraisal costs are approaching infinity. These are when the defects are reduced to a lower and a lower level. The minimization occurs at a point where there are additional spending on the preventions and the appraisal is not found to be justified mainly because it produces smaller savings for the costs in failure.
The approach is considered to be important for the practical applications, which implies that there are zero defects which are not for the practical goal for reaching the prevention level. Hence, the appraisal costs is seen to be rising with the substantial level and so the total cost would not be minimized. According to this, there are preventions and appraisal costs which are found to be cheaper than the failure costs. Quality Management and its improvement is important so that it allows the firm’s operations to reach a higher level of quality. The quality improvement process does this through removing the chronic quality problems which were built into the products and processes of planning process.
Nokia quality program has been able to focus on the competency and the development, with improvement of aptitudes, finesse and the capacity organization. This is mainly to satisfy the requests of the client and pushing a profound quality society. The financial practices involve the transfer of devices and service business to Microsoft in all-cash transaction. The aim is to work on quality control with establishing measurement, standards of performance and measure actual performances as well. Nokia has a high-end cell phone set up with robust quality that is even in a lower cost of the phone. According to Juran’s quality control, Nokia is accomplished with handling the needs of customer and their strategic practices include the technology to create a better idea for customer into a tangible product. It is testified with the industrial and other governmental standards to work on hazardous free substances which are used by consumers.
Considering the financial practices, Microsoft and Nokia aims to work on preventing the wastes and they are also not affected by any opportunity which needs to invest into the future projects. Hence, they have been referred to accomplish Juran’s method for quality planning, if they do not have any proper planning. The products might be costly and not economically affordable by consumers as well (Sadikoglu, & Olcay, 2014).
Performance practices: This is for handling quality improvement where Nokia has been seen to lose out mainly because the product needs to maintain the durability feature along with facing strong competition. Sony has certain waterproof devices whereas Samsung has been seen as a better product for its mobile features.
Product Practices: They are related to quality improvement, where Nokia has been able to work on the manufacturing facility which is based on the different countries. The country is generally affected through the different natural disasters while Nokia is depending upon other country to handle the production. In this way, there is a need to continue with improvement processes which will help in maintaining the operations of Nokia and its business.
Strategic & Functional Practices: Considering the production of Nokia and Microsoft, it has been seen that Nokia has been able to work with its competitors for collaborating and working on operating system effectively. Nokia is the organization which is able to plan and handle the different departments with organizing business activities for assembling devices and producing software or sales effectively.
Conclusion
Hence, the focus is on how the practices of Juran’s standards are effectively able to handle Nokia procurement with Microsoft. There is a need to understand about the Quality Planning and improvement, where the company shall be able to produce products with durability and unique features (Ezugwu & Agu, 2016). This is mainly because one can easily compete with the other competitors like Apple, Samsung and HTC. Apple is famous for the market advancement products like iPhone and iPad which brings in a leverage to access different applications on the platform.
References
Amane, N. B., Chavan, R. V., Desai, P. S., Shete, S. D., & Dhole, A. R. (2018). Total Quality Management: A Review. Asian Journal of Research in Pharmaceutical Science, 8(3), 155-160.
Aquilani, B., Silvestri, C., Ruggieri, A., & Gatti, C. (2017). A systematic literature review on total quality management critical success factors and the identification of new avenues of research. The TQM Journal, 29(1), 184-213.
Baker, T. (2017). Management Myth# 2—Quality Systems and Processes Guarantee Good Outcomes. In Performance Management for Agile Organizations (pp. 73-87). Palgrave Macmillan, Cham.
Carithers, L. J., Ardlie, K., Barcus, M., Branton, P. A., Britton, A., Buia, S. A., … & Guan, P. (2015). A novel approach to high-quality postmortem tissue procurement: the GTEx project. Biopreservation and biobanking, 13(5), 311-319.
Chital, N. K., Bhat, V. G., Chavan, P. D., & Bhat, P. C. (2016). The road to laboratory accreditation: Experience of a tertiary care oncology center. Indian journal of cancer, 53(1), 204.
Ezugwu, B. C., & Agu, O. A. (2016). The effect of total quality management on performance in public enterprise. International Journal of Advanced Research in Management and Social Sciences, 5(8), 99-118.
Goetsch, D. L., & Davis, S. B. (2014). Quality management for organizational excellence. Upper Saddle River, NJ: pearson.
Kenyon, G. N., & Sen, K. C. (2015). The Philosophy of Quality. In The Perception of Quality (pp. 29-40). Springer, London.
Nicholas, J. (2016). Hoshin kanri and critical success factors in quality management and lean production. Total Quality Management & Business Excellence, 27(3-4), 250-264.
Oschman, J. J. (2017). The Role of Strategic Planning in Implementing a Total Quality Management Framework. The Journal for Quality and Participation, 40(3), 29-33.
Sadikoglu, E., & Olcay, H. (2014). The effects of total quality management practices on performance and the reasons of and the barriers to TQM practices in Turkey. Advances in Decision Sciences, 2014.
Teixeira, H. N., Lopes, I., & Sousa, S. (2015). Prioritizing quality problems in SMEs: a methodology. The TQM Journal, 27(1), 2-21.
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