Do you believe that CEO’s and business managers should be skeptical about the quality movement, or should they embrace the quality movement and try to involve their firms in as many quality initiatives as possible? Please explain your answer.
Answer:
CEO’s and business managers should not be skeptical about the quality movement. Dean and Bowen in their book already characterize the quality movement along three principles: customer focus, continuous improvement and teamwork using the Baldrige Award criteria as a framework. In practice, the CEO’s and Managers could adopt this theory for their company’s quality movement. The result from adopting quality movement is not get in the short term. It is might be appeared in long term. For example, in long term the financial performance stronger, the customer relationship effectively managed and the sales stronger. Many theories and research have been done about the quality improvement. For example, Stephen B (2001) argued that continuous improvement not only applies to quality processes in a business but also applies to the quality movement itself and consequently, the quality movement is continuing to mature into more mainstream management discipline. Cole has been described the early years of the quality movement in the 1980s when entrenched organizational barriers prevented effective American responses to Japanese quality threats. So, the manager should not be skeptical about quality movement since it has been practicing by many companies.
ii. Compare and contrast Deming’s, Juran’s and Crosby’s perspectives of quality management. What are the major similarities and differences between their perspectives?
Answer:
Deming: The user’s perspective.
In Deming’s view, the consumer is by necessity the most important part of the production system, without a consumer, there is no reason to produce. To Deming, the only meaningful definition of quality is that which the consumer specifies. A product could meet every possible technical specification and be offered at an appropriate price, but if it is the wrong product, it is worthless to the consumer. However, Deming also argues that quality has a short-term and a long-term component. It is important to anticipate the consumer’s future needs as well as those of the present in order to continue to meet the consumer’s definition of quality and maintain a competitive advantage. The famous Deming Cycle (Plan, Do, Study/Check, Act):
1. Design the product.
2. Make it; test it in the production line and the laboratory.
3. Put it on the market
4. Test it in service; find out what the user thinks of it, and why the nonuser has not bought it.
Juran: the manufacturer’s perspective
Juran also sees quality as concept which can only be usefully defined by the consumer. Strictly put, Juran defines quality as "fitness for use." Juran goes on further to quantify "fitness for use" in two different categories:
1. Product features that meet customer needs
2. Freedom from deficiencies
The second objective is achieved through measuring the results of production and how well-received the product is in the marketplace. By comparing the actual results with the desired results, acting on deficiencies and providing feedback into the system, continuous improvement can be attained. These three activities - quality planning, quality control, and quality improvement - are known as the Juran Trilogy.
Crosby: the management perspective
Crosby mainly focus on management-centered view. In Crosby’s view, if requirements are clearly communicated to all levels of the organization, then an attitude of "no reason for not doing it right" can be built throughout the company.
iii. Deming believed poor quality was not the fault or workers but resulted from poor management of the system for quality improvement. Do you agree with Deming’s stand on this issue? Why and why not?
Answer:
Yes, I agree with Deming’s stand point in this issue. Poor management system could not maintain continues improvement. The worker is just follow what has been stated in the system. It is important to implement the good management system that could support worker doing their job well so that the worker happy in doing their job. As stated by Deming that management of the system for quality improvement has a significantly positive effect on operational and business performance, employee relations and customer satisfaction in short and long term. And Deming also stated that “employees are viewed not as point of control, but as willing collaborators in an ongoing effort to improve every aspect of the organization’s work.”
iv. Feigenbaum’s quality management philosophy is summarized by the following three points: quality leadership, modern quality technology, and organizational commitment. Discuss how failure to adopt these points will compromise quality.
Quality leadership is important for all organization because leadership is a way of managing the organization. By managing every aspect of the organization, management could give the top value to their customer. In all organization there are processes of production, sale and distribution, there are also processes to find out about customer needs and problems, there are processes about couple market information on new technologies. All process will well do by creating an environment which allows and encourages everyone to contribute to the organization. This is one of aspect of total quality leadership, to create an environment of total teamwork. The focus of total quality leadership is on quality, the quality of every product and service and the quality of the process. The environment of total teamwork cannot be developed under management by control.
Modern quality technology, quality technology is important for all organization because in continues improvement, it is the quality of an organization’s information’s system that determines the effectiveness for all process in the organization.
Organizational commitment is the relative strength of an employee’s attachment or involvement with the organization. Organizational commitment is important because committed employees are less likely to leave for another job and are more likely to perform at higher levels. Managers who want to increase organizational commitment among employees should ensure that employees receive feedback about their performance. This feedback may include frequent, informal performance, discussion with a supervisor, access to performance data and formal periodic performance reviews. Participation in work by offering suggestions and joining in decisions was very important to employees. The simply implementing HRM practices such as benefits, job descriptions or SOPs is not enough to earn employee commitment. In order to enjoy the benefits of a committed, therefore stable and high – performing workforce, managers must offer a workplace with effective performance feedback and opportunities participation.
References:
Quality Management System. (n.d). Retrieved from http://campus.fortunecity.com/newton/98/djc.htm.
Stup, R.E .(2006).Human Resource Management and Dairy Employee Organizational Commitment. Retrieved 9 February 2010 from http://nature.berkeley.edu/ucce50/ag-labor/7research/Stup06.pdf
Joiner,B.L and Scholtes,P.R (1988), Total Quality Leadership vs Management by Control. Retrieved 8 February 2010 from http://cqpi.engr.wisc.edu/system/files/r006.pdf.
Answer:
CEO’s and business managers should not be skeptical about the quality movement. Dean and Bowen in their book already characterize the quality movement along three principles: customer focus, continuous improvement and teamwork using the Baldrige Award criteria as a framework. In practice, the CEO’s and Managers could adopt this theory for their company’s quality movement. The result from adopting quality movement is not get in the short term. It is might be appeared in long term. For example, in long term the financial performance stronger, the customer relationship effectively managed and the sales stronger. Many theories and research have been done about the quality improvement. For example, Stephen B (2001) argued that continuous improvement not only applies to quality processes in a business but also applies to the quality movement itself and consequently, the quality movement is continuing to mature into more mainstream management discipline. Cole has been described the early years of the quality movement in the 1980s when entrenched organizational barriers prevented effective American responses to Japanese quality threats. So, the manager should not be skeptical about quality movement since it has been practicing by many companies.
ii. Compare and contrast Deming’s, Juran’s and Crosby’s perspectives of quality management. What are the major similarities and differences between their perspectives?
Answer:
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| The Quality Movement and Organization Theory |
In Deming’s view, the consumer is by necessity the most important part of the production system, without a consumer, there is no reason to produce. To Deming, the only meaningful definition of quality is that which the consumer specifies. A product could meet every possible technical specification and be offered at an appropriate price, but if it is the wrong product, it is worthless to the consumer. However, Deming also argues that quality has a short-term and a long-term component. It is important to anticipate the consumer’s future needs as well as those of the present in order to continue to meet the consumer’s definition of quality and maintain a competitive advantage. The famous Deming Cycle (Plan, Do, Study/Check, Act):
1. Design the product.
2. Make it; test it in the production line and the laboratory.
3. Put it on the market
4. Test it in service; find out what the user thinks of it, and why the nonuser has not bought it.
Juran: the manufacturer’s perspective
Juran also sees quality as concept which can only be usefully defined by the consumer. Strictly put, Juran defines quality as "fitness for use." Juran goes on further to quantify "fitness for use" in two different categories:
1. Product features that meet customer needs
2. Freedom from deficiencies
The second objective is achieved through measuring the results of production and how well-received the product is in the marketplace. By comparing the actual results with the desired results, acting on deficiencies and providing feedback into the system, continuous improvement can be attained. These three activities - quality planning, quality control, and quality improvement - are known as the Juran Trilogy.
Crosby: the management perspective
Crosby mainly focus on management-centered view. In Crosby’s view, if requirements are clearly communicated to all levels of the organization, then an attitude of "no reason for not doing it right" can be built throughout the company.
iii. Deming believed poor quality was not the fault or workers but resulted from poor management of the system for quality improvement. Do you agree with Deming’s stand on this issue? Why and why not?
Answer:
Yes, I agree with Deming’s stand point in this issue. Poor management system could not maintain continues improvement. The worker is just follow what has been stated in the system. It is important to implement the good management system that could support worker doing their job well so that the worker happy in doing their job. As stated by Deming that management of the system for quality improvement has a significantly positive effect on operational and business performance, employee relations and customer satisfaction in short and long term. And Deming also stated that “employees are viewed not as point of control, but as willing collaborators in an ongoing effort to improve every aspect of the organization’s work.”
iv. Feigenbaum’s quality management philosophy is summarized by the following three points: quality leadership, modern quality technology, and organizational commitment. Discuss how failure to adopt these points will compromise quality.
Quality leadership is important for all organization because leadership is a way of managing the organization. By managing every aspect of the organization, management could give the top value to their customer. In all organization there are processes of production, sale and distribution, there are also processes to find out about customer needs and problems, there are processes about couple market information on new technologies. All process will well do by creating an environment which allows and encourages everyone to contribute to the organization. This is one of aspect of total quality leadership, to create an environment of total teamwork. The focus of total quality leadership is on quality, the quality of every product and service and the quality of the process. The environment of total teamwork cannot be developed under management by control.
Modern quality technology, quality technology is important for all organization because in continues improvement, it is the quality of an organization’s information’s system that determines the effectiveness for all process in the organization.
Organizational commitment is the relative strength of an employee’s attachment or involvement with the organization. Organizational commitment is important because committed employees are less likely to leave for another job and are more likely to perform at higher levels. Managers who want to increase organizational commitment among employees should ensure that employees receive feedback about their performance. This feedback may include frequent, informal performance, discussion with a supervisor, access to performance data and formal periodic performance reviews. Participation in work by offering suggestions and joining in decisions was very important to employees. The simply implementing HRM practices such as benefits, job descriptions or SOPs is not enough to earn employee commitment. In order to enjoy the benefits of a committed, therefore stable and high – performing workforce, managers must offer a workplace with effective performance feedback and opportunities participation.
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| Syari Dress |
References:
Quality Management System. (n.d). Retrieved from http://campus.fortunecity.com/newton/98/djc.htm.
Stup, R.E .(2006).Human Resource Management and Dairy Employee Organizational Commitment. Retrieved 9 February 2010 from http://nature.berkeley.edu/ucce50/ag-labor/7research/Stup06.pdf
Joiner,B.L and Scholtes,P.R (1988), Total Quality Leadership vs Management by Control. Retrieved 8 February 2010 from http://cqpi.engr.wisc.edu/system/files/r006.pdf.
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