Total Quality Management for Quality Management

Running head: TOTAL QUALITY MANAGEMENT FOR QUALITY MANAGEMENT
Total Quality Management for Quality Management
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TOTAL QUALITY MANAGEMENT FOR QUALITY MANAGEMENT
Table of Contents
1.0. Overview:............................................................................................................................2
2.0. Excavating deeper:..............................................................................................................2
3.0. Issues with quality management:........................................................................................3
3.1. Personnel:........................................................................................................................4
3.2. Plant maintenance:..........................................................................................................4
3.3. The purchasing department:............................................................................................5
3.4. Product design and packaging department:.....................................................................5
3.5. The manufacturing manager:..........................................................................................5
3.6. The marketing department:.............................................................................................6
4.0. Problem analysis:................................................................................................................6
5.0 Recommendations:...............................................................................................................8
5.1 Short term:........................................................................................................................8
5.2. Long term:.......................................................................................................................9
6.0. Conclusion:.........................................................................................................................9
7.0 Appendix:...........................................................................................................................10
8.0 References:.........................................................................................................................12

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TOTAL QUALITY MANAGEMENT FOR QUALITY MANAGEMENT
1.0. Overview:
The assignment integrates total quality management and quality control theory with
the given case study. The case study opens with Bob Solver, the new director and quality
assurance manager at a manufacturing plant conversing with Pat Little, the quality control
manager. Their conversation reveals the total quality management deficiency, which was
affecting the productivity of the company. The study and analysis of the case study would
proceed under the light of two theories, namely total quality management concepts and
quality control theory. Total Quality Management refers to controlling and bringing in
continuous improvements in all the areas of operations namely human resource management,
financing and marketing. The aim of TQM is to streamline the operations of the companies to
ensure high quality products and maximum satisfaction of the customers (Goetsch & Davis,
2014). The quality control theory defines quality control as the process to judge, inspect and
review the quality of all the factors of production. QC embraces various areas like usage of
raw materials, allocations of human resources and financial resources. QCs today even
consider soft elements like integrity, motivation and team spirit (Mitra, 2016). The researcher
would incorporate both TQM and QC concepts while delving into the case study.
2.0. Excavating deeper:
As per the case study, a deeper excavation into the conversation between Bob Solver
and Pat Little reveal that there existed acute total quality control management and quality
control. There existed issues with the filling plant, which filled grease into the grease cans.
The filling equipment put excess pressure on the grease spray cans, which requires
perforating holes to realise the pressure.

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TOTAL QUALITY MANAGEMENT FOR QUALITY MANAGEMENT
The conversation revealed lack of career planning for the employees by the human
resource department. This was evident from the holding back of the promotion of Pat to
employ Bob in spite of the fact that Pat was already holding a managerial post in the
company and deserving a promotion (Fullerton, Kennedy & Widener, 2014).
The third quality issue in the manufacturing company is that there existed acute lack
of cooperation and coordination between the employees and departments. Al Grey, the line
inspector tagged the cans having poor quality to be sent to the rework department. The
production department in order to meet the client requirement surpassed the quality control
department and shipped the products namely, the cans. This analysis showed that there
existed lack of cooperation between not only the employees but also their departments. This
lack of coordination resulted in shipment of poor quality products (Albliwi, et al., 2014).
Another example of lack of collaboration between departments was that the marketing
departments emphasised on a particular shape of the cans to make them visually appealing.
However, the design of the can created pressure on the content inside which often resulted in
additional perforation to release the pressure (Benavides-Velasco, Quintana-García &
Marchante-Lara, 2014). This shows that the lack of coordination led to faulty product
strategy among the departments. These factors impeded the spray manufacturing company
achieving its target rate of production. The presence of conflict between the departments led
to shipment of unfit products. The aim of the production department was to ship products
irrespective of their quality. Thus, the production department only worked on meeting short
term profit and had no long term goal like gaining loyal consumer base and business
expansion by providing quality products.