Total Quality Management: Product Concept
Added on 2020-06-06
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Total qualitymanagement
Table of ContentsINTRODUCTION...........................................................................................................................1Benchmarking.............................................................................................................................1Total product concept..................................................................................................................6CONCLUSION ...............................................................................................................................9REFERENCES..............................................................................................................................10
INTRODUCTIONTotal quality management can be simply defined as a management method that is used toincrease the quality and productivity of organisation (Paliwoda and Thomas, 2013). It is a broadapproach that works horizontally across the corporation by including all the sectors, workers,extending reversed and forward to consider both supplier and customers. There are severalprinciples of TQM such as executive management, training, customer focus, decision making,company culture, continuous improvement and employee involvement. The present report isbased on the total quality management of Iceland food. The report is explaining thebenchmarking. It can be considered as a useful tool that make breakthrough changes with incorporation. TASKBenchmarkingThe Iceland food uses the method of benchmarking in managing the quality of their fooditems. Benchmarking is nothing but a method of measuring qualities of policy, products,programs and schemes used in enterprise (Papadopoulos and Heslop, 2014). There are severalobjectives of this process that are described below:To determine what type of improvements should be done and where it should beperformed.It identify how the another organisation or the competitors are achieving their higherperformance levels.It utilizes these data to develop the level of performance in the corporation. This is not a simple tool so cannot be quickly performed. It is important to understandthe guideline of firm before using the techniques of benchmarking. It is not only a matter ofinvestigating about other companies and creating their documentation of their facilities orprocesses. While using this technique, the enterprise ought not limit their own scope as it needsthis. This is classified into three categories that are explained below:Internal benchmarking: It is used when the corporation has already implanted andproven its best activities. They should not share these practices. Additionally, the numberof size of the enterprise should be large enough to present its wide range of1
performance. This method can be important if the comparable firms are not readilyavailable. Competitive benchmarking: It is generally used when the corporation wishes toevaluate its place or position within its firm. Also, it is mostly used for the purpose ofidentifying the target of industrial leadership. Strategic benchmarking: It is taken into process when there is a need to identify andanalyse the world-class performance or the performance of company in all over theworld. It is used when the firm have to go outside from its own enterprise. The six sigmagenerally uses Hoshin to assure that each and every workers are knowledgeable about thestrategies of the corporation (Zhou and Barnes, 2012). Within the Hoshin plan of theenterprise, aims and objectives are setted in relation to benchmarks that is set by world-class organisation. Commonly, these benchmarks are acquired from outside thecorporations.The Iceland food uses the internal benchmarking as this company is already establishedand proven its plans or schemes. The steps of the benchmarking are written below:Understanding the gap between the performance of current processes of the firm:The aims and objectives are established before the manufacturing of product. Somestandards are set in order to make quality product (Yang and et. al., 2012). But the workis not carrying on according to the setted perspective. There is a large gap between them.Hence, it should be clearly understand.Obtaining support and approval from the executive leadership team: For fillingthose gaps certain methods should be taken. But before using that it is important to gainsupport and approval of the leaders. This will help in eliminating roadblocks by providingsatisfactory resources and expediting the benchmark-gathering process.Write down the scope and objectives of benchmarking: This is needed for any projectas this can used latter as per their need. This remind the managers about the goal of theproject or benchmarking.Documenting the current process: It is also important to record all the currentprocesses in a file or paper because without the proper knowledge of current process it isimpossible to implement the benchmark.2
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