University Report: Total Quality Management Impact and Analysis

This report offers a comprehensive analysis of Total Quality Management (TQM), examining its core principles and impact on business operations. It explores TQM's role as an operational strategy, its relationship with company size, ownership structure, and the degree of innovation. The report delves into key aspects such as customer satisfaction, employee involvement, and continuous improvement, highlighting how these elements contribute to enhanced organizational performance. It also discusses contextual factors influencing TQM implementation and effectiveness, providing a well-rounded understanding of TQM's significance in contemporary management practices. The report draws upon various research studies to provide a detailed overview of the topic.

Running head: REPORT ON TOTAL QUALITY MANAGEMENT
Report on Total Quality Management
Name of the Student:
Name of the University:
Author’s Note:

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REPORT ON TOTAL QUALITY MANAGEMENT
Executive Summary
This report has been constructed in order to have an idea about Total Quality Management. The
paper has looked to provide a brief explanation of the process and what other researchers have
expressed on this topic. The report has even addressed total quality management and their
associations with the operational strategy, size of the company, degree of innovation and type of
ownership in order to have some idea about what impact it has on operations of a company. The
report has provided the relationship among total quality management and the overall
performance of a company thereby providing vivid results.

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Table of Contents
Introduction......................................................................................................................................3
Discussion........................................................................................................................................4
Description...................................................................................................................................4
Analysis.......................................................................................................................................5
Total Quality Management as an Operational Strategy...........................................................5
Total Quality Management and size of the company..............................................................6
Total Quality Management and Ownership.............................................................................8
Total Quality Management and the extent of innovation........................................................8
Contextual factors........................................................................................................................9
Conclusion.....................................................................................................................................10
Reference List................................................................................................................................11

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Introduction
The incorporation of total quality management (TQM) has an essential role to in the
growth of the contemporary management. Quality is regarded as a significant strategic factor in
attaining the success of a business and in the current global market; success is what makes a
business standout from all the other businesses that are functional. The key slogan for all the
companies is to look for a competitive edge in the market with the help of liberalisation,
knowledgeable customers and globalisation. Goh, (2015) has cited that in future, there will be
two kinds of company- companies that have incorporated total quality management and the
companies that are out of business and this is applicable for organizations globally irrespective of
whether they are big or small companies and are coming from the service or the manufacturing
sector. In the current time period, it is seen that most of the organizations have incorporated
quality strategies and have made total quality management a successfully granted part for most
of the tool kit of the managers.
This report would therefore look to provide an overview, description, assessment and the
possible contextual factors with regards to total quality management so that a precise idea about
total quality management and how it has an impact on the performance of a company can be
understood in an effective manner.

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REPORT ON TOTAL QUALITY MANAGEMENT
Discussion
Total Quality Management explains the approach of the management to their long term
success with the help of satisfying their customers (Govindan et al., 2015). In the process of total
quality management, all the employees and the management of a company needs to participate in
order to enhance the products, processes, culture and the services within which the company
operates.
Total quality management can be overviewed as a management process for a customer
oriented company that associates all the employees towards sustainable development. It
comprises of the data, effective level of communication and strategies in order to integrate the
discipline within the operations and culture of the company (Kwon et al., 2014).
Description
There are several aspects in accordance to which total quality management is associated
to and all these factors provide proper explanation and description of total quality management
process. Hazen et al., (2014) agreed to the fact that total quality management concentrates on six
significant components and they are reduction in cost, commitment and leadership of the top
management, customer satisfaction, teamwork, training and organizational culture. The
availability of these elements plays a key role in the development of an effective total quality
management process.
Total quality management can be explained as a set of mechanisms and process that are
exploited in order to mitigate or eliminate differences within the process of production and
service delivery process in order to enhance reliability, effectiveness and quality. Jiménez-
Jiménez et al., (2014) cited that total quality management is an integrated management

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philosophy for the sustainable development of the process and product quality in order to attain
satisfaction among the customers. Aquilani et al., (2017) explained that total quality management
is a process that is featured by the practices, principle and mechanism.
Analysis
Total Quality Management as an Operational Strategy
The researchers were able to point out three elements that most of the quality model has
in general and they are sustainable development; focus on the customers and teamwork. Each
one of the principles is incorporated with the help of a set of practices and these processes, on the
other hand are assisted by an extensive set of mechanisms. On the other hand, the weakness of
total quality management is the absence of a systematic scale development and validity of the
content. Benavides-Velasco et al., (2014) recognised ten total quality management factors like
the commitment of the company, human resource management, product design, training,
operational process, quality information system, utilisation of the technology, function of the
quality department, quality policy and integration among the suppliers. The researcher even
constructed a measurement that can be used in order to assess the extent to which these practices
associated to total quality management are incorporated by a company. According to Sadikoglu,
& Olcay (2014) the total quality management philosophy can be imagined as developing a house
with the commitment of the top level management which would act as a base. On the basis of a
solid foundation, four pillars are framed that are inclusive of the measurement of the quality,
process management, focus over the customers, training of the employees and control.
Akgün et al., (2014) constructed a total quality management framework in order to assess
the effect of the total quality management process on the quality performance of an organization.

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It indicated that the quality processes can be differentiated into nine segments that include
commitment of the workforce, individual training, usage of benchmarking, utilisation of the
principles of just in time, shared vision, innovative and modern manufacturing process, customer
focus, effective relations with the suppliers and utilisation of teams.
Calabrese & Corbò (2015) assessed the relationship among total quality management and
the performance of an organization by investigating six practices of total quality management.
These practices have been categorised into two sections: organic components and mechanistic
components. The organic components are people management and leadership and on the other
hand, the mechanistic components are process management, planning and strategies, customer
orientation, assessment and data. The segmentation is based on Goh’s (2015) suggestion that
total quality management needs to be a combination of the individuals which is regarded as the
soft component and the technical processes that is regarded as the hard component. Goh (2015)
concentrated on the human factor of total quality management as the human orientation of total
quality management towards the organizational evaluations will permit effective total quality
management in the real practice.
Total Quality Management and size of the company
There have been several studies and researches that have been undertaken in the past that
directly assesses the relationship among the organizational features and they are size of the
company, type of industry, ownership and the practices of total quality management. Mehta et
al., (2014) discovered that there are essential variations in the relationship among organizational
performance and total quality management when the company size was considered, especially
the impact on the development of the new products. The bigger organizations have been able to
take advantage of total quality management than the smaller companies. These results are

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dependable with respect to some other researches. On the other hand, Chuang et al., (2015)
explained that there were no significant operational variations in the incorporation of total
quality management in accordance to the size of the company and that the smaller and the larger
companies that manufacture improved quality products incorporated total quality management
efficiently and equivalently. In a recent study, Mohammad Mosadeghrad, (2014) assessed the
implementation rate of total quality management in the companies in New Zealand and the
function the size of the organizations play in the ascertaining the rate of incorporation. In order
to project the implementation of total quality management, autonomy of the workplace,
utilisation of teams, size of the organization, standards of the performance and group solving of
issues were the factors that was exploited and out of which the size of the organization was
regarded as a variable that was moderating. The outcome of the research explained that the
companies with higher degree of autonomy in the workplace, use of the performance standards,
utilisation of group problem solving and teamwork were more dependent on incorporating total
quality management and this aspect was seen mostly for the larger organizations than the smaller
companies (Talib, & Rahman 2015). These outcomes have explained that although most of the
smaller companies have certain weak points like the limitations in their market, insufficient
resources and the absence of expertise in the management, they still had the benefits with regards
to innovation and flexibility that could permit them to incorporate total quality management as
efficiently as the bigger companies.
Total Quality Management and Ownership
The organizational behaviour or culture is persuaded by the kind of corporate ownership.
Hence, the management needs to have knowledge about how the strategy with regards to the
total quality management can be incorporated in an effective manner. Fu et al., (2015)

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discovered no evidence that behaviour and the culture in the organizations that was owned by the
Chinese had an influence on the employee involvement which is a kind of total quality
management practice. The outcome of the Structural Equation Modelling assessment in order to
assess the cultural values of the incorporation of the total quality management revealed that
addictiveness, peace among the people and the universe and respect for the management had an
influence on the total quality management dimensions. It is even essential to link the total quality
management practices with the cultural values in order to attain the results of the business.
Total Quality Management and the extent of innovation
There are two different kinds of relationship between total quality management and the
innovation. One of the relationships explain that total quality management assists in the
development of innovating addressing that companies that incorporate total quality management
will be successful towards innovation. The other aspect debates the fact that total quality
management obstructs innovation (Chaudary et al., 2015). One of the essential aspects of total
quality management is satisfaction of the customers. The firms that incorporate total quality
management have to discover and explore ways in order to serve the needs of the customers and
their expectations at their best. This generates the momentum for the organizations to be
modernized and innovative in incorporating new and innovative services and products in order to
satisfy the needs of the customers.
On the other hand there are negative thoughts on the same idea as well as Herzallah et al.,
(2014) debated that focus on the customers is associated more with the conformance of the
product and does not concentrate on the innovation of the product. However, several results have
indicated that total quality management assists in the innovation of the products in most of the
companies.

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Contextual factors
There are several contextual factors that are associated with total quality management. It
is seen that total quality management is helpful in developing the performance of the
organization with the help of development of the productivity of the company. Total quality
management improves the customer focus strategies of the company and thereby provides
innovative strategies that would be helpful in satisfying the needs of the customers (Ahmad et
al., 2014). Total quality management enhances the training and development of the employees
and the management and thereby making them competent enough to tackle the current issues that
are existent in the market. There is a development in the leadership skills as well along with the
development of the process management. Hence, total quality management has a positive impact
on the overall operations of a company irrespective of being a small or a large organization.

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Conclusion
The assessment with regards to total quality management has provided a detailed insight
on the process of total quality management and how the companies all over the globe have
accepted it and have been using the same for better results in their operational activities. The
results indicate that total quality management are helpful in improving the organizational
performance of a firm along with their productivity and extent of customer satisfaction. The
paper has even addressed that size of the company, type of ownership does not have an impact
on total quality management. Total quality management enhances innovation and they are able to
develop the operational strategy as well. The paper has therefore been able to address the impact
of total quality management in an organization.

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Reference List
Ahmad, M. F., Zakuan, N., Jusoh, A., Yusof, S. M., & Takala, J. (2014). Moderating effect of
asean free trade agreement between Total Quality Management and business
performance. Procedia-Social and Behavioral Sciences, 129, 244-249.
Akgün, A. E., Ince, H., Imamoglu, S. Z., Keskin, H., & Kocoglu, İ. (2014). The mediator role of
learning capability and business innovativeness between total quality management and
financial performance. International Journal of Production Research, 52(3), 888-901.
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.
Benavides-Velasco, C. A., Quintana-García, C., & Marchante-Lara, M. (2014). Total quality
management, corporate social responsibility and performance in the hotel
industry. International Journal of Hospitality Management, 41, 77-87.
Calabrese, A., & Corbò, M. (2015). Design and blueprinting for total quality management
implementation in service organisations. Total Quality Management & Business
Excellence, 26(7-8), 719-732.
Chaudary, S., Zafar, S., & Salman, M. (2015). Does total quality management still shine? Re-
examining the total quality management effect on financial performance. Total Quality
Management & Business Excellence, 26(7-8), 811-824.
Chuang, S. S., Chen, K. S., & Tsai, M. T. (2015). Exploring the antecedents that influence
middle management employees' knowledge-sharing intentions in the context of total