Total Quality Management and Business Environment

This assignment delves into the principles of Total Quality Management (TQM), emphasizing its role in creating a conducive work environment. It argues that by cultivating a friendly and open organizational culture, businesses can encourage employees to freely share ideas and beliefs, ultimately boosting performance and productivity. The assignment draws upon various sources, including academic research and industry best practices, to support its claims.

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Total Quality Management
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Total Quality Management
Contents
Introduction......................................................................................................................................3
Overview of Total Quality Management.........................................................................................3
Total Quality Management gurus and their contribution.................................................................3
Contributions from Americans.....................................................................................................3
Contributions of Japanese................................................................................................................3
Total Quality Management Key Principles......................................................................................3
Continuous improvements............................................................................................................3
Kaizen continuous improvement approach..............................................................................3
Quality circle continuous improvement approach....................................................................3
About Seven Events.........................................................................................................................3
Application of Kaizen continuous improvement.............................................................................3
Process involved in Kaizen..........................................................................................................3
Application of Quality circle...........................................................................................................4
Process involved in quality circle.................................................................................................4
Evaluation of Seven events implementation of TQM with Kaizen process....................................4
Evaluation of Seven events implementation of TQM with Quality circle process..........................4
Conclusion.......................................................................................................................................5
Recommendations............................................................................................................................5
References........................................................................................................................................5

Total Quality Management
Introduction
Total quality management is a business approach which has been referred to the process of
maintaining and balancing a safe amount of quality in the products and services for offering the
consumers with the maximum level of satisfaction. This is a customer-oriented approach which
aids the business entity in attaining the goals and targets (Ariffin, 2014). The concept is all
concerned about the assumption that the entire efforts of the employees within the organization
should be focused towards offering the best set of services to the consumers and at the end, the
efforts applied by the employees will be reflected in the satisfaction level of the customers.
Overview of Total Quality Management
The mechanism is totally engaged in bringing regular advancements and improvements so as to
enhance the quality of products which in-turn leads to increased level of satisfaction. Total
quality management is the factor for attaining operational excellence. Operational excellence has
been considered as the key requirement for any of the business organization for succeeding in the
competitive environment. Quality products and services play a vital role in establishing a strong
brand image of Business Corporation (Calabrese and Corbò, 2015). The tools of TQM can be
tracked during 1920’s when the first application of the statistical theory was done to the quality
of the products.
Total Quality Management gurus and their contribution
The history of TQM has been segmented in some of the main sections such as monitoring,
auditing, control over quality and statistical approaches, quality in Japan, awards for quality and
excellence models (Fonseca, 2015). Moreover, the base of the concept of Total Quality
Management has been observed to be emerged from early 1920s, which has been termed as the
principles of scientific management.
Contributions from Americans
The developments in the concept were later made in Japan in 40's led by Americans such as
Deming, Juran and Feigenbaum.In 1930s (asq.org 2017), introduction of mechanisms for quality

Total Quality Management
control and statistical analysis was done by Walter Shewhart. Various opinions and theories have
been presented by different authors on the concept of quality management. For instance, W.
Edwards Deming has given the 14 points on Total Quality Management and he was known as
father of quality control.
Contributions of Japanese
More, advancements in the concept were made by some Japanese researchers such as Dr.
Ishikawa and Dr. Taguchi. On the basis of the research executed by Ishikawa, a development of
a fishbone was done and it was also termed as cause effect diagram for solving the issues and
also establishment of seven basic tools of quality and philosophy of total quality was done.
Whereas, theory of Taguchi, on making a less sensitive design for developing variation in
production process (asq.org 2017). The below-executed analysis has been made focused on the
concept of total quality management of the Seven events which is an event management
organization in the UK.
Total Quality Management Key Principles
Continuous improvements
The concept of continuous improvements means the development of new mechanisms and
methods for advancements of the business activities and the operations. The below mentioned
are the two methods or the tools which can be adopted by Seven Events for bringing continuous
improvements in the processes and operations.
Kaizen continuous improvement approach
Further, the author has also critically analyzed Kaizen which is one of the integral tools of the
concept of TQM (Jones, 2014). Kaizen is a Japanese word which means continuous
improvement. The term Kaizen has been made up of the combinations of the two different
terms .i.e. “Koi” that means change and “Zen” that means good. Kaizen is the mechanism which
can be adopted by Seven Events for bringing enhancements and advancements in the outcomes
and this approach can also be proven beneficial in the personal life an individual.

Total Quality Management
Quality circle continuous improvement approach
The concept of a quality circle has been introduced by the Japanese firms in a systematic manner
and this attempt was made so as to make the involvement of the workforce at each and every
organizational level (Cassia et al., 2015). This has been done for driving quality. On the basis of
the research executed by Quality circles handbook, it has been observed that “a quality circle is a
concept which consists of a small group of individuals of 3 and 12 who are working on the same
task. Purposely coming along, reliably for approximately 1 hour in a week in paid time, most of
the part under the inventiveness of their own boss, and equipped to differentiate, dissect and take
care of a part of the conflicts in their task. It has also been observed that there are two prime
tasks which are assigned to the quality circles within an organization and that are the
identification of the issues and problems and resolving the same issues and conflicts.
About Seven Events
Seven events is a multinational corporation and is also one of the leading brand names in the UK
for organizing and planning events. The business corporation is acting as one body and develops
motivation and improvements for finding best ways for planning events. The organization seeks
the vision of the customers and makes a blend with the high standards and experiences for
adding values.
Application of Kaizen continuous improvement
Process involved in Kaizen
The concept has been used for describing the organizational culture in which the employees from
top level to the lower level work and think for the ways to bring improvement (Oakland, 2014).
The mechanism consists of the small steps which are used on regular basis by the firm and brings
large improvements in long run (Rao and Thejaswini, 2014). The author observed that the tool
has been considered as a slow process of improvement not a blitz or set of changes which can be
quickly implemented (Kerzner, 2013). The recommended improvements are suggested by the
teammates who are performing the task, no other or outsider s involved or permitted.

Total Quality Management
For instance, if an individual of Seven Events is facing issues in addressing or is confused with
whether a change will make sense or not. Then that individual is expected to drag the other
teammates and have a discussion or can also have a brainstorming session and after that decision
can be taken (Mahal and Hossain, 2015). The author also analyzed that the philosophy of Kaizen
can be unimaginably helpful to Seven events, since it can support the progression of teamwork
and self-independent meetings; ultimately prompting enhanced participation in the work
environment (McNeil, Frey and Embrechts, 2015).
Moreover, the concept will also be proven beneficial on the off chance that the business entity
anticipates unraveling sectional interferences, and the way to change is centered on the
necessities of the client (Sallis, 2014). By embracing kaizen, the employees will be roused to
attain more raised amounts of value and advancement they simply need to trust that change and
change are conceivable. Apart from all the benefits the business entity can also face some issues
due to the limitations observed in the philosophy (Oak &John, 2010). .
Application of Quality circle
Process involved in quality circle
The quality circles are also secondary involved in boosting the morale of the teams through
maintaining the presence at the meetings and also offering formal opportunities for discussing
the work-related issues (Evans, 2010). Meetings are held in an organized manner. Seven events
will have a need to select a chairman on a pivoting premise and a prepared plan. Minutes are
likewise taken. They fill in as helpful methods for following up the proposition and their
execution. The accomplishment of value circles has been found to depend critically on the
measure of help they get from senior administration and on the measure of preparing that the
members are given in the ways and points of the circles (Dale, 2015).
Moreover, the author also emphasized the significance of training the workforce regarding the
problem solving and failure analysis and also offering the members the set of appropriate tools of
quality assurance for solving a problem. But in reality, the team members are lacking with the
training sessions of formal problem solving (Goetsch and Davis, 2014). For instance,
brainstorming sessions or technical training sessions are not provided. And this will lead to using

Total Quality Management
the data in a wrong manner and incorrect implementation of the quality assurance process. It has
been made voluntary to participate and working in the problem-solving processes of quality
circles.
In some cases, the workforce of Seven events may show reluctant behavior as not all the time the
people like changes. And hence this has been proven as a disadvantage for the business
corporation (Homburg, Schwemmle and Kuehnl, 2015). If the business entity is facing the
problems of miss-management then due to the programs of a quality circle the practices and the
activities of poor management will automatically get highlighted.
Evaluation of Seven events implementation of TQM with Kaizen process
For making implementation of Kaizen within Seven events, the business entity is required to
make determination of future plans and goals. The goals are considered as the initial requirement
for any of the business entity, for instance if the firm desires to stay competitive a well-defined
goal should be set. The further process consists of reviewing the plan. This will bring
improvements and advancements in the business organization. After this improvement test can
be executed and implementation of the required advancements should be done. This process will
assists in minimization of waste and will aid in attaining competitive advantage.
Evaluation of Seven events implementation of TQM with Quality circle process
Getting aware of the quality issues is the main concern of the concept and this can be adopted by
Seven events for attaining competitive advantage. The below presentation is done for the same:
 The first part for the process consists of the identification of the issues.
 The second segment consists of prioritizing the issues. Which issues should be
considered as more important?
 The last part is about generating alternative solutions and provision for the issues faced
by Seven events. This will provide different ways to tackle the issues and identification
of best ways and solutions to problems.

Total Quality Management
Conclusion
In the limelight of the above-executed analysis, it has been inferred that the concept of total
quality management is one of the business approaches which has to be adopted by the business
corporation for maintaining a balance between the quality of the products and the services. The
above-presented report has been majorly focused on the concept of TQM for Seven Events
which is an event management and planning company in the UK. A critical analysis has been
executed over the concepts of quality circle theory and Kaizen which is a Japanese philosophy in
the further report.
Both the terms form a significant part of the approach of total quality management. The author
observed that the concept of the quality circle is all about making and enhancing the involvement
of the workforce at each and every organizational level. And Kaizen is a Japanese word which
means continuous improvement and the same can be adopted by the business entity for bringing
enhancements and advancements in the outcomes. The author has also presented some of the
limitations of both the concepts. Apart from all the limitations, both the approaches of
management will be proven beneficial for the business organization.
Recommendations
As it has been observed in the concept of the quality circle, the membership is voluntary, the
entry and exit depend on the wish of the members and which come-up as an issue. So for solving
this problem, some criteria should be set for entry and exit for the members. Moreover, Seven
events should also focus on offering training sessions to the workforce or some of the
brainstorming programs should be organized and the individuals within the organization should
be made well-versed with the tools and techniques of problem-solving and decision making. In
case of implementation of Kaizen, the business corporation should develop a friendly
environment with the organization so as the workforce should start feeling free for sharing their
ideas and beliefs which will enhance their performance and productivity.

Total Quality Management
References
Ariffin, J.M., 2014. JHR ventures: a case study of business challenge in event management
industry (Doctoral dissertation, Universiti Malaysia Kelantan).
asq.org, 2017, history of total quality management, Assessed on 3rd December 2017,
http://asq.org/learn-about-quality/total-quality-management/overview/tqm-history.html.
Calabrese, A. and Corbò, M., 2015. Design and blueprinting for total quality management
implementation in service organisations. Total Quality Management & Business
Excellence, 26(7-8), pp.719-732.
Cassia, F., Ugolini, M.M., Cobelli, N. and Gill, L., 2015. Service-based vs. goods-based
positioning of the product concept: effects on customer perceived value. The TQM
Journal, 27(2), pp.247-255.
Dale, B., 2015. Total quality management. John Wiley & Sons, Ltd.
Evans J, 2010, Quality and Performance Excellence :Cengage Learning.
Fonseca, L.M., 2015. From Quality Gurus and TQM to ISO 9001: 2015: a review of several
quality paths. International Journal for Quality Research (IJQR), 9(1), pp.167-180.
Goetsch, D.L. and Davis, S.B., 2014. Quality management for organizational excellence. Upper
Saddle River, NJ: pearson.
Homburg, C., Schwemmle, M. and Kuehnl, C., 2015. New product design: Concept,
measurement, and consequences. Journal of Marketing, 79(3), pp.41-56.
Jones, M., 2014. Sustainable event management: A practical guide. Routledge.
Kerzner, H., 2013. Project management: a systems approach to planning, scheduling, and
controlling. John Wiley & Sons.
Mahal, I. and Hossain, M.A., 2015. Activity-Based Costing (ABC)–An Effective Tool for Better
Management. Research Journal of Finance and Accounting, 6(4), pp.66-74.

Total Quality Management
McNeil, A.J., Frey, R. and Embrechts, P., 2015. Quantitative risk management: Concepts,
techniques and tools. Princeton university press.
Njie, T. L., Fon, L. T. & Awomodu, G., 2008. Top management commitment and Empowerment
of employees in TQM implementation, Sweden: University college of Borås.
Oak l. &John S, 2010, Total Quality Management and Operational Excellence: text and cases
Routledge 4th Ed.
Oakland, J.S., 2014. Total quality management and operational excellence: text with cases.
Routledge.
Rao, H.R. and Thejaswini, M.L., 2014. Six sigma concept for food industry.
Sallis, E., 2014. Total quality management in education. Routledge.