The Uniqueness of Business Process Management When Developing a Total Quality Management System in Organizations

Author’s Argument
Total Quality management is the concept of satisfying customers and maintaining approaches that help the organisation sustain attain success in its business on a long term. The members of an organisation in a TQM all engage in improving all the aspects of a company like its products, services and culture. The management organizes the strategies, good advertisement and information collected on customers, these are modern concepts of Quality management. There should be the involvement of all the staff in TQM (Neely, Gregory and Platts, 12). The work staffs need to work towards increasing the standard of the company’s performance. High performance stimulates continuous improvement in the organization. The organization should allow self-management as part of motivation and empowerment. 

 The TQM focus on organizational thinking processes. Processes transform inputs into output delivered to the customers. The organizations carry out performance measures to guide the organization against risks and expected variation.  The organizations employ integrated horizontal, vertical and other systems in TQM. The process must bring an understanding of mission and vision and guiding principles, critical process and objectives of the organization.  The business systems incorporate such standards such as ISO 9000. The integrated system helps organizations to improve employees, customers, and all stakeholders continually. The systematic and strategic approach help in planning and strategic management thus integrates quality as the fundamental component. 

Support Criticisms of the Article

Today, the business environment is highly competitive. The traditional organizational management approaches are not considered appropriate strategy in these settings.  In recent years, the database management system development, office automation, interment technology encourages the managers to apply them in safeguarding interests of the company. Besides, the company using the modern technologies and performance management gains competitive advantage and customer satisfaction (Oakland 45). The Performance management is an important decision tool for the managers. 

The performance measurement tools are a set of metrics used by the managers in quantifying the effectiveness and efficiencies of actions (Neely, Gregory and Platts, 12).  Performance measurement approaches include the ISO 9000 and attract researchers in the business field. The researchers are interested in the scientific analysis when organizational managers are making decisions. The scientific tools underline the change towards knowledge and information management rather than relying on judgment and experience.  

Over the last three decades, the performance measure shifted from purely financial factors to a combination of non-financial and financial assets. The factors affecting performance measurement in different research studies depend on single or combination of criteria. The criteria include quality, operations, finance, and customer satisfaction and employee productivity (Asta Daunorienė, Diana Bagdonienė, 801).  The performance pyramid, the balanced scorecard, determinant frameworks, questionnaires, Skandia Navigator are methods used in performance quality.  

However, the TQM lack focuses on the purpose and goals of TQM, over implementation and viewing TQM and the flavor or fad of the month. The TQM demands the change in attitude, reprioritization of operations and organizational culture. It also requires constant employee involvement and long-term management commitment. It is very difficult to change the organizational culture due to culture amalgamates and interlocking processes, attitudes, roles, communication practices, set of values, goals, and assumption. 

The TQM system many years to implement and takes place only after a considerable time to plan. It also requires the allocation and unwavering commitment from organizational leadership.  Improper planning causes the TQM to fail while quality is expensive. The TQM implementation leads to use of great resources, additional training, team building costs, consultant fee and infrastructural improvement. The systems need heavy investment in refresher training, machine inspection, improved process and quality measurement tools.  The TQM is not applicable to the small business as its implementation and execution can exceed the expected profits.  The implementation takes a long time to show the return on investments. Managers must persevere, wait and have motivation. Many of the organization may give up due to lack of instant results. 

Article Contribution to Personal Understanding of the Topic

The manager should emphasize the (TQM) principle are very effective despite its criticism from some quarters. Implementation of the TQM in many organizations failed. Failures were not due to fundamental deficiencies in principles of TQM, but organizations' inability to establish the correct implementation system and process.  The company needs to assess its unique needs and requirements. It is also important for organizations to establish cultures that can nurture mentality of TQM (Mukherjee 67). The managers must establish strategic priorities and firms competitive goals and environment. The successful implementation of TQM requires enough planning, strategies and time.  The companies should not copy from each other since the each organization has different needs. 

Article contribution to Overall impact on Small Business

The business owners should not focus on profit but (TQM) and specific management tool. They should focus on quality and fair prices to keep their customers. Also, the organizations should implement strategies that establish and maintain market share by continuous improvement. Small businesses are in a position to benefit from principles of TQM in the ever-changing business environment. 

Recommendation on how Article Concepts can be applied in Small Business

The business can implement the Statistical Process Control to assist in decision-making. The close customer relationships help the company understands its customers’ needs and wants. The company uses the collected data to improve on their product line.  The organizational management and employees should be able to refine measurements for developing ideal services and products. The SQC will be able to monitor product quality when they assess output against set parameters. Subsequently, the organization will achieve continuous improvement as the core principle in TQM. 

The entire leadership structure needs the absolute commitment to making modest gains in their organizational operations. Instead of revolutionizing the processes of the business at one go, the organizations should use the step-by-step process (Oakland 45). It is important to plan change implementation, and everyone should play their role. Managers should communicate effectively in explaining the need for change. The stakeholders will feel engaged, respected and appreciated in decision making in the organization. Engaged staffs are satisfied in their job and have commitments towards their daily tasks. Implementation of TQM becomes easy with well-informed and engaged employees. 

Conclusion

The Total Quantity Management (TQM) represents quality-focused approaches in managing organizations based on members’ and targeted goals of an organization, employees and the community. The TQM is concerned with the individual experience thus improve methods for organizational, scientific work. The TQM are applicable worldwide and is important to organizations in Lithuania and other countries. Managers and business expert are working hard to establish the TQM as the norm and routine in the business environment. Total quality is based quality management, human behavior, quality working process, working process, and environment. The product and service delivery must also be of quality for the organization to remain competitive. The company must carry out performance measurement to safeguard the organizational needs, goals, and processes.  

Works Cited

Asta Daunorienė, Diana Bagdonienė Peculiarities of Business Process Management When Developing Quality Management System in Organizations. 2008. ECONOMICS AND MANAGEMENT: 2008. (13)

Neely, A D, M J. Gregory, and K W. Platts. Performance Measurement System Design: A Literature Review and Research Agenda. , 2005. Print.

Oakland, John S. Total Quality Management: A Pictorial Guide for Managers. Place of publication not identified: Routledge, 2016. Print.

Mukherjee, P N. Total Quality Management. New Delhi: PHI Learning, 2010. Print.