Quality Management for Organisational Excellence in Tooling Company

This report delves into the application of quality management principles within a tooling company, focusing on achieving organisational excellence. It highlights the importance of quality improvement through systematic processes, including establishing a quality culture, identifying improvement areas, data analysis, and communication of results. The report discusses Total Quality Management (TQM) and its key elements such as customer focus, employee involvement, process-centered approach, integrated systems, strategic planning, continuous improvement, fact-based decision-making, and effective communication. It also explains the PDCA cycle (Plan-Do-Check-Act) and its application in a tooling company context. Furthermore, the report examines quality assurance as a critical aspect of boosting product marketability and ensuring customer satisfaction. It covers planning, testing, and monitoring phases of quality assurance, emphasizing its role in enhancing brand reputation, reducing costs, and improving employee morale. The document concludes by underscoring the significance of quality control and sustainability in maintaining organisational excellence.

Quality Management
for Organisational
Excellence

Table of Contents
INTRODUCTION...........................................................................................................................1
MAIN BODY...................................................................................................................................1
Quality improvement in Quality Tooling Company..............................................................1
Total Quality Management.....................................................................................................2
Quality assurance in Quality tooling company......................................................................5
Quality Control in Quality tooling company..........................................................................7
CONCLUSION................................................................................................................................7
RECOMMENDATIONS.................................................................................................................8
References:.......................................................................................................................................9
Books and Journals.................................................................................................................9

INTRODUCTION
Quality management is the process of managing all operations and tasks carried out by a
company so that it may maintain the required degree of quality in its products and services.
Quality management is determining a policy, developing a quality strategy, and putting it into
action so that the company can provide the greatest services to its customers (Ali, Hilman and
Gorondutse, 2020). Total quality management refers to an organization's ongoing effort of
detecting and eliminating faults in the production, supply chain management, and customer
acquisition activities. In this report, a quality tooling company headquartered in the North East of
England is considered. This paper is about the quality improvement approach that the quality
tooling company is doing. Aspects like quality assurance, overall quality management, quality
control, and quality sustainability are also highlighted.
MAIN BODY
Quality improvement in Quality Tooling Company
Quality improvement is one of the most important aspects that organisations must consider
in their models in order to stay in business for a longer amount of time in the environment. This
is a systematic process in which the organization's existing performance is examined and
strategies for developing and improving the performance are presented (Vandenbrande, 2021).
Quality tooling companies are required to use high-quality materials in their products, and their
products are supposed to be accurate and long-lasting. As a result, the organization's quality
should be improved. The following are the primary aspects of the quality improvement process
that will be followed by a quality tooling company:
 Establishing a culture of quality in the practices: The current processes in place in the
organisation play a significant influence in developing a quality improvement strategy.
The company's processes and procedures should be integrated so that the best efforts may
be utilised. The quality tooling company will need to form a QI team, whose members
will define the parameters under which the company must operate.
 Determining and prioritizing potential areas for improvement: This is the most
important and fundamental step that the firm will take in order to improve their services
and goods. The identification of areas in which the firm has to improve is done in the
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framework of a quality tooling company. The company assesses the manufacturing
process, raw materials, people, operations, and the supply chain process to decide which
areas require quality improvement. This process is usually carried out by conducting
studies and surveys to find the areas that need to be improved.
 Collection and analysing of data: Following the identification of possible areas for
improvement, the organisation must gather data and analyse it in order to improve the
company's service and product quality (Vykydal, Folta and Nenadál, 2020). The quality
tooling company will assure ways in which the firm may increase the quality of services
and goods offered to customers through this procedure.
 Communication of the results: Following the adoption of improvement techniques in the
organisation, it is critical for the company to assess the success rate of the quality
improvement process. The results of a good tooling firm must be communicated to the
rest of the company so that the process may be sustained.
Total Quality Management
Total quality management is a management technique that a firm uses to achieve long-term
success through customer happiness. In a whole quality management approach, everyone who
works for the company contributes to the enhancement and improvement of the company's
products, services, procedures, and culture (Nagyova and Pacaiova, 2018). Quality tooling
company's comprehensive quality management consists of several major elements:
 Customer focused: The amount of data quality offered by a firm is mostly decided by the
clients that the company serves. As a result, the company must concentrate on the
customers and strive to comprehend the type of quality that they desire (Antony, 2018).
Customers select the efforts relating to employee training, quality integration into the
design process, and production process. Customer feedback is used to determine whether
or not the efforts were worthwhile.
 Total employee involvement: Employees are regarded as one of the company's most
valuable assets, and they are the primary drivers of excellence in the workplace.
Employee commitment is essential in order to improve the quality of the operations that
the company is now undergoing. New approaches and tactics can only be adopted in
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products, services, and operations if staff are capable of delivering the highest levels of
productivity.
 Process centred: Process thinking is an important and fundamental aspect of total quality
management. The term "process" refers to a set of processes that are followed in order to
transform raw materials into completed commodities that are then provided to customers
(Li, 2021). The performance measures are regularly monitored by the business in the
context of a Quality tooling firm through the process that they follow in their conduct.
 Integrated system: Despite the fact that organisations have different functional
specialisations, overall quality management is based on an integrated business system in
which the firm develops strategy and important operations.
 Strategic and systematic approach: The methodical and strategic approach that the firm
takes to achieve the goal is the most uncritical component of quality management (Heyns
and Boikanyo, 2019). The organization's better-developed quality-improvement
initiatives aid the business in scaling and sustaining in the environment for a longer
period of time.
 Continual improvement: Total quality management is a continuous improvement process
that must be implemented in the company's present policies, strategies, operations, goods,
and services. As a result, this region must be assessed on a regular basis so that the
company can keep upgrading the necessary areas. Quality tooling companies will benefit
from continuous development in both analytical and creative terms, which will help them
stay competitive.
 Fact based decision-making: Total quality management necessitates the collection and
analysis of data by the organisation in order to improve decision-making accuracy. That
quality improvement decision-making process must be founded on facts data gathered by
the organisation through several processes (Kennedy, 2019).
 Communications: The day-to-day operations are impacted by organisational
transformation and modifying the quality of services. As a result, efficient organisational
communication will ensure that everything is clearly conveyed and that all employees are
informed of the changes that are made.
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Every person at a Quality tooling company should strive toward improving the work culture
and other parts of the business, according to the total quality management process. This will
assure long-term success and expand the company's growth opportunities. The PDCA cycle is
used to divide total quality management into two four areas. The PDCA cycle is also applied to a
quality tooling firm:
 Planning phase: One of the most significant and important phases in the whole quality
management process is planning. This phase entails a dialogue between employees and
company managers, during which concerns and questions are addressed. Employees
describe the various types of difficulties they encounter in their day-to-day activities, and
the process also analyses the root cause of the problems (Menezes and Escrig, 2019). The
company's issues are further analysed; this study include the acquisition of essential data
in order to provide a solution to the problem. In the context of a quality tooling company,
growing competitiveness is one of the key challenges they face, and they must do
everything they can to improve the quality of their operations. The company's planning
phase will include a variety of approaches to solving difficulties.
 Doing phase: Our father sold the solutions to the challenges that arose throughout the
planning phase by devising various methods and programmes. The many schemes of
strategies are further designed and implemented so that the firm can overcome the
obstacles that the business model is now encountering. This step also includes
determining how effective the solution and techniques are in practise.
 Checking phase: This stage entails the firm conducting a comparison between the before
and after business phases. On the basis of these tactics, the firm evaluates the process's
effectiveness and outcomes (Uluskan, McCreery and Rothenberg, 2018). This is one of
the most important processes since it generates the entire conclusion of the quality
tooling company's total quality management process.
 Acting phase: The results are then documented, and the personnel of the organisations
are tasked with identifying and resolving any remaining issues in the business. This is the
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point in the PDCA cycle where complete quality management becomes a business
priority.
Quality assurance in Quality tooling company
This is one of the most important aspects of the business because it boosts the product's
marketability. Quality assurance is a systematic procedure in which a company's products and
services are examined for compliance with quality standards and satisfaction with customer
expectations. Quality assurance is a procedure for ensuring that buyers of high-quality tooling
are satisfied with the data and services delivered to them (Demir, 2021). Quality assurance aids
in the development of a company's credibility. The quality assurance process entails a set of
actions that the organisation follows to guarantee that the services, products, and processes it
employs meet quality requirements. In addition, the steps of quality assurance are explained in
the context of a quality tooling company:
 Planning: This is the first and most important step in the quality assurance process, in
which the organisation determines the strategies and measures that will assist the
company in providing the highest quality services and goods (Abu-Salim, Sundarakani
and Lasrado, 2019). In the case of a quality tooling company, they must standardise the
quality of the products and services they provide to their consumers in order to generate
and acquire a large number of customers.
 Testing: In order to discover the quality challenges that the organisation is now
experiencing, the products and services, as well as the business process, must be
examined. Only by identifying the flaws in the current business model will the
organisation be able to make quality improvements. This will assist them in standardising
quality, allowing them to meet quality standards.
 Monitoring: Because the quality assurance process is an objective-driven process, the
corporation must keep track of the quality that is being enhanced. A dedicated team
should be assigned to the quality tooling firm to monitor the quality changes that are
being implemented in the business.
The importance of quality assurance in quality tooling company are discussed below:
Quality assurance is one of the most effective methods for ensuring that consumers'
expectations are satisfied. This contributes to the brand's and customers' continued loyalty. When
compared to other organisations that do not follow a standardised quality in their organisation, an
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organisation that produces good quality products and services is more likely to retain customers.
Quality tooling companies must ensure that they are giving the greatest products and services in
comparison to other market participants because client expectations are dependent on quality.
 The importance of quality assurance in boosting the organization's brand reputation
cannot be overstated. One of the key reasons for the brand's goodwill and recognition in
the market is because of improved and standardised quality (Moschidis, Chatzipetrou and
Tsiotras, 2018). As a result, organisations that focus on quality assurance have a strong
reputation among their market competitors.
 In the long run, quality assurance aids the organisation in reducing costs and saving
money. This regulated quality means that the major problems and challenges in the
business are overlooked, resulting in cost savings. In the long run, quality assurance aids
in improving a company's overall revenue.
 Additionally, quality assurance aids the organisation in achieving consistent results
throughout the fiscal year. Standardize product and service delta is always more
consistent than other products and services on the market. Customer retention is ensured
via quality assurance, which leads to consistency and results.
 The guarantee is also beneficial in instilling positive behaviour in the morale of
employees. When an organisation establishes what they expect from its personnel, a clear
vision aids in the growth of the company. Quality assurance in the workplace is also
important for employees in the organisation because it aids in employee retention.
Quality Assurance can be ensured in the quality tooling company with the help of following
techniques:
 The organisation can develop a customer testing procedure in the business with the use of
several processes that will help the firm in assuring the quality that they are offering to
the clients through their products and services.
 Using effective testing tools in the workplace is one of the most important aspects of
ensuring that the company's operations, goods, and services are of high quality.
 The test guarantees that the firm maintains a consistent level of quality. Understanding
the behaviour of the employees and consumers affiliated with the organisation may also
be used to implement quality assurance (Lasrad and Pereira, 2018).
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Quality Control in Quality tooling company
In addition to quality assurance, the quality tooling company must adopt a quality control
process in the business to ensure that they can supply a consistent product to the market. The
five-step procedure used in the organisation to control quality is described in more detail below: Setting up of quality standards: The company must first establish the quality of the items
and services it intends to offer in the market. The business sets the quality standards
upfront so that they can be maintained throughout the business's life cycle, allowing them
to be in business for a longer amount of time. Deciding of the quality standards the company will be focus on: The company must
concentrate on the most important components in order to achieve solid long-term
success. The organisation will concentrate on a specific service category that will assist it
in surviving in the environment for a longer period of time (Ahidar, Sarsri and Sefiani,
2019). Creation of operational processes to deliver the quality: In the corporate world, a well-
designed process is a primary driver of high and good quality services and goods. A well-
established process in the company aids in the evaluation of new and planned procedures
that are introduced in the company. Reviewing of results: The findings are then analysed by the company to see if the quality
measures that have been applied are able to achieve the expected outcomes or not. Getting feedback: Following a change in quality and process improvement, the business
must obtain feedback from consumers and staff on the improved quality being supplied to
customers.
CONCLUSION
Quality is one of the important aspects of the business, and the organisation must focus on
these areas in order to be in business for a longer period of time, according to the above research.
The firm can increase quality by implementing total quality management in the organisation so
that the operations, goods, and services that the company now provides to customers can be
improved. The business can use a quality assurance and control approach to keep consumers,
which will help them thrive in the environment. These quality procedures are extremely
significant in the conduct of business, and they must be implemented in the business
environment in order for the organisation to benefit from a number of important characteristics.
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RECOMMENDATIONS
Several approaches can be used to improve and manage the quality of services, products,
and operations in a Quality tooling company; a few of these techniques are listed below: Building up of solid strategy- By using various tactics in the workplace, all aspects of the
business can be improved and enhanced, allowing employees' productivity to be
maximised. The use of a solid strategy aids the firm in adhering to a set of guidelines that
assist the company in achieving its objectives and aims. Standardising the quality of services and products- The company's products and
services must be standardised and of comparable quality to those offered by other rivals
in the market. As a result, in order to gain a significant market share, a quality tooling
company must follow a standardised methodology. Perform product testing in the market- The company's newly introduced and planned
products and services must be evaluated in the market in order for the company to receive
feedback from clients. This will eventually assist the company in increasing the quality of
its products and services to meet the needs of its customers.
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References
Books and Journals
Ali, G.A., Hilman, H. and Gorondutse, A.H., 2020. Effect of entrepreneurial orientation, market
orientation and total quality management on performance: Evidence from Saudi
SMEs. Benchmarking: An International Journal.
Vykydal, D., Folta, M. and Nenadál, J., 2020. A study of quality assessment in higher education
within the context of sustainable development: A case study from Czech
Republic. Sustainability .12(11). p.4769.
Antony, J., 2018. A conceptual Lean Six Sigma framework for quality excellence in higher
education institutions. International Journal of Quality & Reliability Management.
Heyns, M.M. and Boikanyo, D.H., 2019. The effect of work engagement on total quality
management practices in a petrochemical organisation. South African Journal of
Economic and Management Sciences. 22(1). pp.1-13.
Menezes, L.M. and Escrig, A.B., 2019. Managing performance in quality management: A two-
level study of employee perceptions and workplace performance. International Journal
of Operations & Production Management.
Uluskan, M., McCreery, J.K. and Rothenberg, L., 2018. Impact of quality management practices
on change readiness due to new quality implementations. International Journal of Lean
Six Sigma.
Abu-Salim, T., Sundarakani, B. and Lasrado, F., 2019. The relationship between TQM practices
and organisational innovation outcomes: Moderating and mediating the role of slack.
Moschidis, O., Chatzipetrou, E. and Tsiotras, G., 2018. Quality costing and quality management
maturity in Greece: an exploratory multi-dimensional data analysis. International Journal
of Productivity and Performance Management.
Lasrado, F. and Pereira, V., 2018. Achieving sustainable business excellence: The role of human
capital. Springer.
Ahidar, I., Sarsri, D. and Sefiani, N., 2019. Approach to integrating management systems: Path
to excellence application for the automotive sector using SYSML language. The TQM
Journal.
Demir, A., 2021. Inter-continental review for diffusion rate and internal-external benefits of ISO
9000 QMS. International Journal of Productivity and Quality Management. 33(3).
pp.336-366.
Kennedy, B., 2019. A 21st century appreciation for: quality, excellence and complex human
adaptive systems. The TQM Journal.
Vandenbrande, W.W., 2021. Quality for a sustainable future. Total Quality Management &
Business Excellence. 32(5-6). pp.467-475.
Nagyova, A. and Pacaiova, H., 2018, July. Maintenance evaluation based on the EFQM model
excellence. In IOP Conference Series: Materials Science and Engineering (Vol. 393, No.
1, p. 012005). IOP Publishing.
Thai, V. and Jie, F., 2018. The impact of total quality management and supply chain integration
on firm performance of container shipping companies in Singapore. Asia Pacific Journal
of Marketing and Logistics.
Sahoo, S., 2019. Quality management, innovation capability and firm performance: empirical
insights from Indian manufacturing SMEs. The TQM Journal.
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