Assignment on The Quality Management for Organizational Excellence (GC01973)
Table of Contents
Introduction.
The main body of the report
K1 Discussion and description of the suitable underpinning concepts and theories of organizational excellence and quality management
K2 Explanation and description of the importance of developing and applying good practices as a route to achieving sustainable business performance.
S1 Appropriate application of various assessment approaches to measure organization status while developing and prioritizing recommendations for organization improvement based on an “Excellence” assessment
S2 is the ability to critically assess any organization using the “Excellence” framework and Identify areas for improvement
Recommendation and Conclusion.
References.
Introduction
The report is based on quality management in terms of organizational excellence, and for the completion of this report, The Engineering Tooling Company (ETC) has been chosen. Quality management is considered as the practice of seeing all the organizational tasks and activities, which are required for maintaining a preferred intensity of excellence. Quality management also involves the recognition of quality policies by implementing and establishing quality assurance or planning, quality improvement and quality control. Being a quality manager for the organization named ETC, the identification of the principles that are required for better organizational excellence is much necessary. The major principles that are associated with quality management are focus on the consumers, process approach, overall development, relationship management, leadership, confirmation-based decision making, and engagement or involvement of the employees.
This piece of the report is going to discuss and describe relevant concepts and theories of organizational excellence and quality management. Moreover, explanation and development of companywide improvement strategies based on quality management in terms of Engineering Tooling will also be elaborated. Additionally, quality assurance, Total Quality Management (TQM), the continuation of the culture of quality within the organization and quality control will also illustrate in this report. Elaboration and explanation of the significance of applying and developing good practices for acquiring sustainable organizational performance are also an important part of this study. Relevant application of different assessment procedures for measuring organizational status at the time of prioritizing and developing recommendations for organizational development related to excellence assessment will also discuss in this study. Lastly, the report will depict the abilities for critically assessing the ETC by utilizing the excellent structure and by recognizing further areas for organizational development.
The main body of the report
K1 Discussion and description of the suitable underpinning concepts and theories of organizational excellence and quality management
Organizational excellence can be described as the continuing efforts for establishing an internal structure of procedures and standards intended for motivating and engaging workers. By utilization of this procedure, the employees can deliver better services and products to the customers according to their needs and requirements in terms of business expectations. Moreover, it can be explained as the acquirement by a company for measuring its continuous superior performance (Nicholas and Steyn, 2017). From the case study of ETC, it has been found that the organizational structure is too old as for this, the concepts that are associated with organizational excellence are much necessary. By this, ETC can develop their quality management and can measure their performance in terms of quality assurance, quality control and TQM. The concepts of organizational excellence have been discussed below:
Baldridge Excellence framework
This concept or framework is used for accomplishing the organizational objectives effectively by developing team performance or outcomes and by becoming more competitive. This performance and leadership management concept involves a countrywide approach for core concepts and values, guidelines and performance excellence for assessing organizational results and procedures (Vercic and Zerfass, 2016). The concepts that are associated with this model are:
- Workforce focus or human resource management.
- Process management.
- Market and customer focus.
- Strategic planning.
- Knowledge, analysis and measurement management.
- Business results or outcomes (Carrión García, Grisales Del Rio and Papic, 2017).
Figure 1: Baldridge Excellence framework
(Source: Vercic and Zerfass, 2016)
While describing the quality management theories in terms of The Engineering Tooling Company, Total Quality Management or TQM is considered as a significant term as it is defined as the quality development acts of methodologies, which are service-oriented and customer based. In this context, Deming’s Theory of TQM can be described:
Deming’s Theory
This theory is based on the 14 major aspects of management that are implemented by the author related to the Plan-Do-Check-Act or Stewart cycle and profound knowledge. According to this theory, quality is similar to the outcome of work efforts above the total costs. By the utilization of this theory, the ETC can develop its quality assurance and control approaches by maintaining quality management activities. As per this theory, four key profound knowledge involve system appreciation, knowledge theory, variation knowledge and psychology knowledge. System appreciation is considered as the understanding of the procedures that are associated with the success and systems work of the organization. On the other hand, knowledge theory is described as the understanding of the knowledge of both the workers and the leaders, whereas psychology knowledge represents the concepts or perspectives of the nature of the human (Agrawal, 2019). Variation knowledge is the concept associated with the changes that are wide spreading within organizations along with its causes. Moreover, the principles of Deming’s Theory are as follows:
- Dependability of the purpose.
- Adoption of new philosophies.
- The objective of continuous service development and production.
- Implementation of cutting-edge procedures for leadership.
- Deconstruction of departmental barriers.
- Stoppage of reliance on mass inspections.
- Bringing of cutting-edge in terms of training of the employees.
- Ensuring that all the employees are educated and trained.
- Throwing out standards, quotas and quantity-based work aims (França et al. 2017).
K2 Explanation and description of the importance of developing and applying good practices as a route to achieving sustainable business performance
Sustainable business performance includes all the economically viable and environmentally friendly business practices. Moreover, it also refers to the cooperation of the society and the adoption of various sound business policies that strengthen the core business policies in order to create sustainable economic value.
It can be observed that sustainable development mainly refers to enhanced business practices deployed by the organizational personnel themselves. In addition to that, sustainable business performance delivers multiple investment opportunities for the suppliers of the company. Moreover, sustainable business is essential to be managed so that a safe and efficient raw material can be used (Haseeb et al. 2019). On the other hand, the co-efficiency of the business firms can be enhanced if the business officials can manage to engage them in delivering a wide range of social services. On the other hand, developing a sustainable business practice can deliver additional assistance to the business management to cut down the excessive consumption of energy and help to initiate effective waste management. On the other hand, delivering a cost-effective business practice can deliver multiple positive impacts on the bottom line. Furthermore, sustainability can also deliver additional help to motivate employees who are currently working in the company (McAdam, Miller and McSorley, 2019)…………………….
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