Total quality outlines the culture, attitude and belief system of an organization to make an effort to avail its customers with the services and products that fulfill their needs. Its aim is to reduce all the manufacturing related errors in a bid to improve the supply chain management. Notably, this approach is customer oriented and focuses on the implementation of initiatives for customer satisfaction. As a result of this, leadership impact ideology is required for a total quality paradigm to be successfully implemented. Leadership is the most crucial aspect that has a significant impact on the vision of a company. Strength, efficacy, authority, and prowess arise from core values, genuine purpose, and profound ideology that influence an organization’s direction, strategy, and structure. The initiatives of total quality are always productive if they are properly initiated, implemented and executed. Total quality is prompted and driven by an organization’s leadership from a compelling and reliable ideology that bears core values and genuine purpose.
The management should support, encourage, and enforce an idea for it to be adopted as an organization’s culture. From the leaders’ viewpoint, TQ approach helps in the modernization of the business method by improving quality, market share, value, service, return on investment and longevity. The leaders ought to internally and globally manage production quality to create a competitive business edge that focuses on some aspects. Firstly, the management should create an organizational structure that domestically and internationally meets the expectations of the customers, eliminates waste, improves and actively involves all the employees (Yadav, 2015). Additionally, this structure should align with the standards of total quality management. Secondly, there should be an environment that motivates the linking of ethical values and total quality. The organizational culture should be robust and highly centered on total quality for promised achievement of both long and short-term goals. Further, the culture should promote teamwork and coordination and should be fully supported by the management (Gul &Naeem, 2012). Lastly, the organization should have a future progress picture that constitutes long term goals that are focused on the total quality principles that are planning, doing, checking, acting and analyzing.
Successful organizations capitalize on competitive advantages to accomplish performance levels that are high in the marketplace. They make the overall market leadership achievable by either domination of the market sections by focusing on efforts or distinguishing themselves from their competitors. For a company to achieve a competitive advantage in the marketplace through total quality methodology, it should use the following necessary steps. To begin with, strategic management that helps in the identification of goals and the strategies for achieving these goals. Moreover, it strategic management aids the organization to look forward market demand changes and thus plans on how to address the changing environment regarding market needs. Strategic management involves business planning that is long term and aims at customer satisfaction.
Furthermore, an organization should have an efficient operational management to achieve maximum productivity of its services and products and ensure that the customers are fully satisfied (Mahmood& Salam, 2015). The organization can achieve this through the production of the outputs that are presently demanded, provision of differentiated products on comparable and low cost, and being sensitive towards the reactions of the customers and their feedback. Lastly, for an organization to be sure of a continuous competitive advantage that makes it successful it has to implement sustenance management. This helps the organization to maintain competitive advantage through future prediction of the industry trends and adapting to the needs and wants of the customers currently and in the future.
For an organization to achieve the desired implementation level, the total quality decisions, and policies ought to be an integrated management system. Similarly, the implementation course should be championed by a guiding leadership whose focus is the method and approach of the effectiveness of the policies of total quality. As a manager, I would integrate the following leadership initiative tools to avail my company with a total quality organization. The first action tool would be an Organizational strategy. It is important for all the partisans of the company to understand its objectives, the vision, mission and values for it to succeed concerning decision making, setting priorities and competitive advantage. I would ensure that all the employees are well educated on all these during their orientation and incorporate a communication process that lets everyone know the importance of focusing on the mission, vision, and values of the company.
The other tool I would employ is an organizational performance to measure the progress of the management system. In a functioning organization, every individual knows the essential control variables that satisfy customers and promise efficiency and effectiveness. A total quality performance appraisal should be regular to ascertain the suitability of the put customer delivery measures. Finally, I would establish a Smart, Measurable, Achievable, Relevant and Time-bound improvement plan aimed at tackling the feedback of the customers. Ideally, a total quality philosophy should be ingrained in the organization’s culture.
Gul, A., Jafery, S. A. S., RAFIQ, J., & Naeem, H. (2012). Improving Employees Performance through Total Quality Management. Management, 1(8), 19-24.
Mahmood, U., Zubair, S. S., & Salam, A. (2015). Synergic relationship between total quality management and marketing management in creating customer’s value. Journal of Business Strategies, 9(2), 99-114. Retrieved from http://search.proquest.com/docview/1777257145?accountid=45049
Yadav, R. (2015). A Roadmap for Implementing Total Quality Management Practices in Medium Enterprises. IUP Journal of Operations Management, 14(4), 7-23.