Main Approaches Of Quality Management

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TASK 1

1. Main approaches to quality management:

Quality management includes a set of activities and tasks related to the maintenance of a desired level of excellence. It assists organizations to improve and standardize their internal activities and processes and to build an environment to provide quality products and consumer satisfaction (Kneese, 2013). Following are the major approaches to quality management in the context of Airdri, as follows:

• Continuous Improvement: This approach emphasises on ongoing or continuous improvement in processes and activities related to all products or services in order to achieve standard quality.
• Quality at the source: Under this approach, the responsibility of the concerned employee or worker is fixed by management in Airdri to enhance the quality of the process, activity, product, or service.
• Six Sigma is a technical approach used by management to improve processes or activities of Airdri. Under Six Sigma, a process is established by management in which 99.999966% of all opportunities to construct some feature of a part are statistically expected to be free of defects.
• Lean manufacturing: It is a standardised method for minimising or optimising waste or obsolete activities in an organisation in order to enhance productivity and quality. In this approach, non-value-added activities are identified by management to eliminate them systematically in the selected company.
• Just-in-time: It is an approach for quality management in which orders of raw- materials and other goods are placed as per requirements in order to enhance efficiency and to reduce waste or closing inventory. This method requires producers like Airdri to forecast demand in order to reduce inventory cost (Laudon and Laudon, 2016).
• Process improvement: In this approach, major steps are taken by management towards improvement of the overall process to maintain and improve quality in Airdri.

2. Benefits of continuous improvement for management:

Continuous improvement includes activities that are directly or indirectly associated with improvisation of tasks or activities for optimum utilisation of an organisation's resources. Following are the key benefits of ongoing or continuous improvement for Airdri, as follows:

• Increased Performance: Steady improvement in activities or tasks can lead to an increase in performance. The surplus of Airdri has decreased in 2017 due to bad performance. In this case, by continuous improvement in production and marketing techniques, the company can enhance performance as well as revenue and surplus.
• Improved Quality: Ongoing improvement assists in cross-checking of activities that are already done and provides hints for future improvement. In Airdri, revenue has declined in recent years, and it is analysed that one of the reasons for the decrease in revenue is quality. A company can achieve quality standards of activities and processes by applying continuous improvement.
• Lowered Costs: The profitability of an organization purely depends upon an increase in productivity and a reduction in costs. Airdri is facing a decrease in surplus and an increase in costs. Using a continuous improvement process, organizations can achieve improved quality and increased productivity that ensure lower or reduced costs.
• Quick and timely accomplishment of tasks: Organization by improving day-to-day activities can reduce the scheduled time of tasks and activities, and also repetitive tasks can be completed quickly (Sallis, 2014). In Airdri, delay in tasks leads to late or adequate supply of product, so steady improvement in the manner of accomplishment of tasks can provide quick and timely accomplishment of tasks in the company.
• Reduced employee turnover rate: Day-to-day improvement helps to increase the efficiency of employees and to develop an employee-friendly environment, which results in reducing employee turnover. In Airdri employee turnover ratio has increased in recent years, company, by using outputs of continuous improvement process management, can develop a strategy to retain employees while considering their needs.

3. Difference between compliance and ownership-based approaches to achieve quality:

Approaches adopted by management for quality controls are classified as compliance-based approaches and ownership-based approaches, following are the key differences between both type of approaches, as follows:

4. Benefits of adopting a holistic approach to quality management:

Following are the significant benefits of adopting a holistic approach to quality management, as follows: 

• Assists in highlighting requirements of potential or existing markets: Approaches adopted by business organizations for quality management assist in identifying major needs of the market. Holistic approaches are universal and help entities to trace out and meet requirements of existing or potential markets in a systematic way. Highlighting requirements of the market assists organizations to trace out key factors that directly or indirectly affect quality management (Kneese and Bower, 2013).
• Encourages improved and better quality performance in every sphere of activity: The unfriendly and conflicting nature of personnel in organizations creates barriers for organizations to achieve their objectives and growth. Holistic approaches to quality management focus on changing the type of attitude of employees and enhancing the performance of employees by modifying activities for quality control as per employee requirements. It also gives an environment for self-development and building employee's interest.
• Assists in analysing non-value-added activities and waste:In order to increase profitability, organizations always try to improve productivity and reduce costs. By using holistic approaches to quality management, management can identify waste or non-value-added processes or activities and reduce them by establishing a systematic cost-effective approach (Dale and Plunkett 2017).
• Helpful in meeting the competition: universal or holistic approaches to quality management are useful for defining competition and framing an efficient strategy accordingly. In present time, due to heavy competition, survival for organizations has become very hard. In this situation, these approaches provide a framework for organizations to face competition and to gain competitiveness.
• Helps in developing a competent system of communication: Business organisations are highly affected by deficient and erroneous communication and indecent procedures because these act as barriers for quality management activities. These barriers result in misconceptions, low quality, poor productivity, repetition of work, and low morale (Shin, Shin, and Lee, 2013).
• Continuous review of progress: Universal approaches to quality management help to review activities and processes required to build strategy on the basis of continuous and ongoing improvements. These approaches emphasize continuous improvement in order to face dynamic challenges.

TASK 2

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TASK 3

CONCLUSION

From the above report, it has been concluded that strategic quality and system management are vital aspects of an organization's management structure and strategy. Various approaches to quality management assist organizations to enhance their performance and achieve sustainable growth. The administrative system is like the backbone of quality and system management and supports all activities related to quality management.Get online coursework help at pocket-friendly prices.

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REFRENCES

• Goetsch, D. L., and Davis, S. B., 2014. Quality management for organizational excellence. Upper Saddle River, New Jersey: Pearson.
• Kneese, A. V., 2013. The economics of regional water quality management. RFF Press.
• Laudon, K. C., and Laudon, J. P., 2016. Management information system. Pearson Education India.
• Sallis, E., 2014. Total quality management in education. Routledge.
• Oakland, J. S., 2012. Oakland on quality management. Routledge.
• Kneese, A. V., and Bower, B. T., 2013. Managing water quality: economics, technology, institutions. Rff Press.
• Dale, B. G., and Plunkett, J. J., 2017. Quality costing. Routledge.
• Psomas, E. L., 2013. The effectiveness of the ISO 9001 quality management system in service companies. Total Quality Management & Business Excellence, 24(7-8), pp. 769-781.
• Allen, L. C., 2013. Role of a quality management system in improving patient safety—laboratory aspects. Clinical Biochemistry. 46(13-14). pp. 1187-1193.
• Grochau, I. H., and ten Caten, C. S., 2012. A process approach to ISO/IEC 17025 in the implementation of a quality management system in testing laboratories. Accreditation and Quality Assurance. 17(5). pp. 519-527.
• Birolini, A., 2012. Quality and reliability of technical systems: theory, practice, and management. Springer Science & Business Media.
• Shin, J., Shin, W. S., and Lee, C., 2013. An energy security management model using quality function deployment and system dynamics. Energy Policy. 54. pp. 72-86.

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