The purpose of this report is to identify and apply total quality management (TQM) concepts and principles in Lego Group. This is following a possible contractual obligation to work with the stated company. A literature review illustrating the significance of total quality audit, TQM benchmarking, PDCA model is analysed. Scholars in TQM field emphasize the need to surpass industry standards when it comes to TQM by indoctrinating a quality culture in the organisation. Some scholars argue the need to combine TQM with other certifications such as ISO 9000 to gain a competitive advantage over rival companies. Other findings from the review include implementing the right models, training personnel on quality management, involving all stakeholders
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2) To analyse TQM practices.
3) To use the findings of the literature review to develop and action plan for fulfilling Lego’s TQM requirement as well as recommendations for improvement.
2.0 Literature Review
Goetsch and Davis (2013) note that TQM is a concept in management based on the assumption that each member of the organisation should be dedicated to providing high standards in all operations of an organisation (p. 3). They further note that TQM is about continuous improvement that focuses on people (staff and consumers), business processes, product, measures, and the environment (Goetsch & Davis, 2013, pp. 4). Besterfield et al. (2011) definition is similar to Goetsch and Davis whereby they state that TQM is about enhancing conventional ways of doing business (p. 1). The authors go on to add that TQM is also about changing the actions of management to build a culture that transforms the entire organization (Besterfield et al, 2011, p. 1). Based on these definitions, it is apparent that TQM is about controlling how products are produced from the onset until they reach the consumer through standard practices. This involves indoctrinating the staff with the culture of quality and avoiding situations that may impede quality management such as …show more content…
Besterfield et al. (2011) suggest key concepts that would allow for sustainable effort such as effective participation and utilization of personnel, treating suppliers as partners, developing performance measures for operations, open communication, and unconditional focus on customers (p. 2). If these concepts are followed, then they would enable increased value for all stakeholder through sharing of knowledge and management of potential risks. It would also lead to a well-structured supply chain that ensures steady flow of goods. This does not eliminate the risks that may afflict TQM. According to Boon et al. (2006), the reality of competitive markets, management failures, lack of resources, and lack of quality culture are some of the factors that lead to TQM failure (p. 679). For instance, globalisation has intensified rivalry between companies and increased competitive markets around the world. Boon et al. (2016) note that this situation has led to decreased quality as companies seek to increase sales and lower the cost of production (p.680). The authors also note that some companies especially small medium enterprises may lack the resources (human capital) and financial backup to implement TQM effectively. This is typically because such companies focus more on revenue growth at the expense of quality for purposes of increasing their market
2) To analyse TQM practices.
3) To use the findings of the literature review to develop and action plan for fulfilling Lego’s TQM requirement as well as recommendations for improvement.
2.0 Literature Review
Goetsch and Davis (2013) note that TQM is a concept in management based on the assumption that each member of the organisation should be dedicated to providing high standards in all operations of an organisation (p. 3). They further note that TQM is about continuous improvement that focuses on people (staff and consumers), business processes, product, measures, and the environment (Goetsch & Davis, 2013, pp. 4). Besterfield et al. (2011) definition is similar to Goetsch and Davis whereby they state that TQM is about enhancing conventional ways of doing business (p. 1). The authors go on to add that TQM is also about changing the actions of management to build a culture that transforms the entire organization (Besterfield et al, 2011, p. 1). Based on these definitions, it is apparent that TQM is about controlling how products are produced from the onset until they reach the consumer through standard practices. This involves indoctrinating the staff with the culture of quality and avoiding situations that may impede quality management such as …show more content…
Besterfield et al. (2011) suggest key concepts that would allow for sustainable effort such as effective participation and utilization of personnel, treating suppliers as partners, developing performance measures for operations, open communication, and unconditional focus on customers (p. 2). If these concepts are followed, then they would enable increased value for all stakeholder through sharing of knowledge and management of potential risks. It would also lead to a well-structured supply chain that ensures steady flow of goods. This does not eliminate the risks that may afflict TQM. According to Boon et al. (2006), the reality of competitive markets, management failures, lack of resources, and lack of quality culture are some of the factors that lead to TQM failure (p. 679). For instance, globalisation has intensified rivalry between companies and increased competitive markets around the world. Boon et al. (2016) note that this situation has led to decreased quality as companies seek to increase sales and lower the cost of production (p.680). The authors also note that some companies especially small medium enterprises may lack the resources (human capital) and financial backup to implement TQM effectively. This is typically because such companies focus more on revenue growth at the expense of quality for purposes of increasing their market