Introduction
Improvement in the quality of work, the original goal of the organizational assessment, is addressed starting in mid-1990 by establishing quality circles. The project detour, however, points to the importance of employee involvement and the improvement of the quality of working life as a precondition for achieving other organizational goals. Employee commitment to new organizational goals is unlikely unless their concerns and interests are seen as central to organizational change (Beckford 34). Counter to the expectations of top management, the organizational assessment had uncovered a lot of problems. While not a painless process, employee critique was interpreted as a challenge for reorientation and a resource for organizational development. The task forces were central in fostering a new appreciation between management and employees as both sides shared their perspectives and goals.
Discussion Section
The researchers explain quality control as a relatively new approach to quality management. The main objective of this process is the improvement of the company’s quality and performance (Chase and Aquilano 12). Traditionally, the process is aimed at meeting and exceeding customer expectations. The final objective can be met by integrating all quality-related functions and processes that have occurred throughout the organization. Usually, the company bases its work on the use of a holistic approach to managing quality design and development. The same thing can be told about quality control and maintenance of the general processes that are projected to improve the overall performance of the company.
In modern organizations, the traditional management style of “command and control” is often attributed to the choice of compatibility with total quality control methods. Many of the difficulties that are introduced by the process are concerned with the use of modern management methodologies. These are traditionally used to define the relative differences between styles. It is especially true when we are living in the age of customer-driven total quality management. The issue seems to be the key driver of change. “Command and control” can be described as the process that is traditionally used to improve the practices of quality control. The main specific of quality control is the existence of a structured system that is traditionally used for satisfying the internal and external needs of the customers and suppliers. The final objective is met by integrating the business environment, continuous improvement. The final objective can be by means of breakthroughs with development, improvement, and maintenance cycles. All these processes have a place in the organizational culture of the company. The use of quality control can be regarded as the major implication of change (Chase and Aquilano 23).
Quality control can be described as a collection of principles, techniques, processes and best practices. These are put into practice during the time of the company’s existence. In general, the whole process is based on several effective technologies. Traditionally, the technologies are based on the use of quality control elements (Beckford 32). The use of these elements is projected to improve the quality management method model that has been developed by the company. The main objective of the given model is to describe the primary quality management methods that are currently practiced by the company. The combination of these methods is used to assess an organization’s present strengths and weaknesses. Traditionally, the analysis is done with the regard to the use of quality management methods (Manno and Kehoe 44).
In modern organizations, quality control is measured with the help of statistical methods. A methodology based on the abovementioned strategy has been split into two parts: one aiming at improvement of already existing processes, the other one aiming at new processes. Each one consists of several processes. This process chart is very effective in quality control as it helps to meet customer requirements concerting products or services. Lean Six Sigma has over thirty original methods for used for the analysis of manufacturing and engineering with the aim of its perfection. Quality control is developed to measure products and processes, which is made in form of process evaluation to find defects and or inconsistencies (Beckford 87).
A great emphasis is put on training people in tools and techniques knowledge. So, knowledge of safety rules at working stations by workers would eliminate accidents at work, thus making the process more effective and productive. With the help of a quality control process chart, a safety officer is able to analyze his actions directed onto training people in safety issues. The introduction and usage of different safety signs in the plant can be analyzed for the effectiveness and practical value of such practice. Thus safety issues in a plant can be checked with the help of a fishbone diagram. For example, there is a cause worker do not know safety rules (Feigenbaum 54). The effect is frequent incidents in the plant. The cause can be steaming either from people, or processes, or equipment. If equipment is not working properly, the incidents at working station could be also an effect. The scheme is divided into cause and effect parts, where cause can contain such categories as people, methods, machines, materials, environment, measurements, etc. Usually there would be found a relation between causes and effects in the diagram (Beckford 22). Quality and clients satisfaction is driven by the prestige of the organization and its moral principles. Value delivered to clients is a top priority for the organization. While, in the long run, the quality-maximizing organization will emerge as the winning whether evaluated by market, financial, technological, human or other issues, organizations cannot and do not live on visions and long-range positions alone (Feigenbaum 33). At the organization employees are paid, so clients expect high quality of all services provided to them, administration regulations are to be complied with, and local communities have claims on the resources that may not brook disagreement or even delay. Similar to other organizations, Modern organizations see quality as its value mission the humdrum necessities of everyday existence call for a mixture of the long and short terms, of detail and plan, so to speak. Other issues that could be considered as principles of performance, besides profitability, include market share, degree of compliance with rules, rate of innovation and extent of social involvement. In addition to an overall appraisal of consumer value, the input process of value creation must also be tracked and changes made as needed. In the issue of value, minor errors could later cause problems and require the type of radical change that a plan of continuously improving value seeks to avoid. A suitable frame of indicators for the process of leadership is provided by the other issues themselves. The leadership, Integration, Involvement, and Ingraining achieved by the organization are reliable factors of how effectively the organization is pursuing its stated eventual end (Beckford 76).
In all companies, leadership is a core priority that helps these organizations to motive and inspire employees. Manufacturing and service quality improvements are an natural outcome of attaining the time reductions and balance shown above. To be sure, total quality is not simply a matter of putting things together right or serving consumers with speed, accuracy, and courtesy. Leadership in design, service, and atmosphere, rides and assistance are extremely important in the quality actually built into the product (Manno and Kehoe 87). The organization which cannot boast the terrifying attractions offered by its nearby competitors, the quality control requires complex procedures to be followed before a plan can be taped, are all struggling against imposing odds. Their services as conceived may be so harshly flawed that the best of efforts at constructing satisfaction (through quality awareness, thorough testing, and instant service) may fall far short of consumers’ expectations. A claim often made (and rarely contested since it is not easy to verify or refute) is that seventy percent of quality is determined at the design stage (Beckford 24).
The process of quality control is concerned with the technical aspect of TQM that are implemented in the form of the ISO 9000 Series. The International Standards Organization (ISO) 9000 can be described as one of the most popular quality improvement systems. The organization uses an international set of documents. These documents are widely known as standards. The traditional standards are written by a worldwide organization (Chase and Aquilano 65). The organization functions on the basis of the already present standards. These standards are traditionally used to ensure the quality of a company’s performance. The overall objective of the measure is to improve the specific quality of the issue. The improvement of the process can increase the overall competitiveness of the market. The major specific of quality improvement policy is a strong accent on increasing the overall competitiveness of the market. The aspect of competitiveness is one that makes ISO 9000 very popular among firms (Beckford 66).
The need for a customer-driven quality has explained a need to attract a target audience and retain potential buyers. The shifting sands of consumer needs do not invalidate a method of quality control; rather they make it all the more practical, provided the need for change and flexibility is understood and built into its accomplishment. Not only does quality control play a helpful role in the definition and translation of value and quality, but it can also help in adjusting to shifting value perceptions. It is important to note that quality should not become more important than the objective of consumer satisfaction (Manno and Kehoe 87). Problems arising from a too-narrow focus on quality and flexibility are easily overcome by using quality standards and customer surveys. In judging whether quality control or, for that matter, any consumer-to-organization communications are functioning effectively, ask the consumer. Consumers have divergent, changing, and conflicting quality expectations and needs. Feedback helps managers reduce performance gaps through redesign, improved response time, user data (Chase and Aquilano 41). Sales growth without meeting consumer value perception, on the other hand, shows that the market success might be short-lived and could be due to aberrations in the industry such as competitors’ errors. The opposite situation (low growth in sales and superior value received) shows an inability or lack of effort to communicate the product’s inherent value capabilities and deliver the best quality (Manno and Kehoe 71).
Conclusion
Total control is an issue that is rather difficult to be summarized in a short definition. The idea of quality management can be retrieved based on careful analysis of quality award models. These models are intended to bring the people several quality management results. Many of these results are associated with the proper representation of quality control. The presence of these elements helps to create a successful quality control model. The objections to thinking are obvious. Customer satisfaction lies not only in what is done at each organization and product development stage but equally in how the stages are linked to each other. Certainly, a poor understanding of customers’ requirements and needs limits the potential of later stages. A poorly-designed service harshly constrains how much quality can be built into it, just as there is only so much promotion one can do with a poorly-made service (Chase and Aquilano 11). Quality is essential to establishing a culture of quality and to focusing attention on customer satisfaction as a basic organizational value. The purpose underlying all quality efforts, of customer satisfaction enhancement efforts in general, is, at one level, to establish both methods and philosophies of working which lead to improved outputs (quality and value) as well as techniques for keeping track of progress toward these output aims. At another, more important and more permanent stage, quality assurance becomes internalized and does not continue as an introduced possibility. In three organizations, employee responsibility for quality and the realization that lapses in quality, in effect, break the ties that bind one activity to the other, are the final aims of a successful quality program. Though customer satisfaction is by no means a notion, grounded as it is in specific needs, resources and actions, there is a sense of order underlying it and a sense of responsibility in its achievement that changes physical assessment
Works Cited
Beckford, John. Quality. Routledge, 2002.
Chase, Richard. B. , Aquilano, Nicholas. J. Production and Operations Management: A Life Cycle Approach. Irwin, 5th edition, Homewood, IL, USA, 2003
Manno, Bern. G. , Kehoe, John. J. Managing Quality. Philip Allan, New York, USA, 2005
Feigenbaum, Armand. V. Total Quality Control. McGraw-Hill, 3rd edition, New York, USA, 2004.