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Development of the Total Quality Management

In fact, operations management traditionally targets the increasing efficiency of an organization’s performance that naturally implies the increasing quality of products and services delivered by organizations to their customers. In this respect, it should be said that one of the most productive approaches to increase the efficiency of an organization and optimize its operations is the development of the total quality management. To put it more precisely, the fulfillment of the objective to increase efficiency directly involves the necessity to improve the quality that may be done through total quality management, which is considered to be very productive approach which, been properly applied, can guarantee the increasing quality of services and products of an organization.

First of all, it should be said that total quality management provides ample opportunities to make operations management improve its performance since it provides the effective ways to increase productivity and improve quality of products and services of an organization. It is important to underline that this approach is quite complicated. But it is necessary to remember that its outcome is supposed to be the higher quality of products and services that means the higher efficiency of the performance of an organization and its operations management.

Basically, the application of the total quality management in the operations of an organization implies that the organization will primarily work out clear and objective standards of the quality the services or products of the organization should fully meet. Furthermore, it is necessary to apply these standards in practice and this is a very important function operations management needs to fulfill perfectly. At the same time, the implementation of high standards of quality evokes the necessity of a thorough control over the work of employees and the fulfillment of their basic functions, production of goods or services that should meet the implemented standards. Finally, on the basis of the organizations’ performance its administration can make a conclusion about the effectiveness of the quality standards and their practical implementation as well as the system of control (Howard, 2000). At this point, it is necessary to underline that the performance of an organization is primarily assessed on the level of customers’ satisfaction. In other words, the quality and efficiency of an organization’s performance is really high only if customers are satisfied with the quality of services or products they receive from the organization. Otherwise, the performance of an organization and its quality standards are low and absolutely ineffective.

In practice, this means that the implementation of total quality approach to operations management is purely technological approach to the functioning of an organization since it introduces certain standards of the work of the personnel and functioning of an organization at large. But, in actuality, the increasing efficiency of the performance turns to be only a partial outcome of the application of total quality management. To put it more precisely, the real measurement of the quality and efficiency of organizations’ performance and operations management is customers’ satisfaction.

In fact, it is through the improvement of the quality and the adaptation of the quality of services and products to the needs and interests of customers their satisfaction is achieved. This means that the high efficiency is achieved through the improvement of quality and growing customers’ satisfaction and these two notions are inseparable in the sense that there will be no use in the improvement of the quality of services or products if it does not lead to the growing customer satisfaction. In such a way, the application of total quality approach to operations management perfectly demonstrates that customers’ satisfaction is still dominating and it is the major goal of operations management. Therefore, the effective operations management apparently leads to customers’ satisfaction which proves to be its ultimate goal since due to customers’ satisfaction an organization can or is even forced to progress and grow.

Question 2

At the same time, it is also to process the operations within the organization in such a way that they will meet the demands of customers. To put it more precisely, operations management basically attempts to meet the needs and interests of customers that naturally lead to their satisfaction. What is more, as operations management meets the needs and interests of customers and increases their satisfaction with services or products supplied by an organization, intentionally or not this organization creates a positive customer experience, which eventually contributes to customers’ loyalty and the latter, as it has already been mentioned above, is also impossible without customers’ satisfaction. In fact, the formation of a positive customers experience is really important because it helps maintain and promote the brand of an organization by means of which the popularity of organization among customers is achieved. Obviously, customers’ satisfaction plays a very important role in this respect.

Basically, customer experience is the basis on which it is possible to build really effective and positive relationships between an organization and customers. The latter is very important not only to public organizations for which customers’ recognition is an essential condition of their further existence, but for private organizations as well since they also need the positive customer experience and, therefore, the possibly larger number of loyal customers (Wilkins, 1999). At the same time, this means that operations management again needs to adapt to the customers’ needs and interests and again their satisfaction turns to be the main measurement of the effectiveness of operations management of this particular organization.

References:

Benfari, R. C. (1999). Understanding and changing your management style. San Francisco: Jossey-Bass.
Blanchard, K. & Bowles, S. (1993). Raving fans: A revolutionary approach to customer service. New York: Morrow.
Breneman, D. W., & Taylor, A. L. (eds.). (1996). Strategies for promoting excellence in a time of scarce resources. San Francisco: Jossey-Bass.