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Total Quality Management:
TQM is a philosophy of management, which addresses the means of raising the quality performance to unprecedented levels. TQM involves the participation from whole organisation and demands to be implemented in all aspects of the business processes. It focuses on the involvement of the management, workforce, suppliers and business process. This means that if the problem lies in any of the business sector that has to be addressed in order to sustain growth.
Benefits of Quality Change:
Following benefits can be gained with quality change
Improved business performance:
With the help of this quality change, Gill Construction will be able to see a improved business performance. They can keep their costs low and keep the profit margin high. They will be able to expand their business to a higher level.
Training and Development of the staff will help them to get a skilled work force which will be highly motivated and professional. This way they can also keep the accidents rate low.
Corporate Image:
Since Canadian market is very competitive, the new improved processes and systems will also create a good image for the organisation. With the use of new machinery and training staff, they will have a competitive advantage. They can promote their business in a better way.
Motivated Work Force:
The use of new machinery and training and develop will assist employees to develop their new skills this will act as a motivating factor and build their confidence level. It will also make them feel empowered. Hence Gill construction will have a highly skilled and motivated work force on board. They can also assist the management to further improve the business processes.
Customer satisfaction:
The quality improvement technique will also help them to get customer satisfaction on a higer level. They will be able to address their customers' needs in a more efficient and effective way. With this they can rebuild customer relation and help maintain business
Performance measurement
Even though, quality systems are in place and operations are running as per specified, but that doesn't mean, that job of manager is finished. All the operations, regardless of the fact how well they are managed and running, need to be monitored all the time. This ensures that if the Quality System has given the desire result or not.
Performance can be measure using five performance objectives, it is the degree to which operations fulfil these objectives
Cost
Speed
Quality
Dependably
Flexibility
Total Quality Management Principles:
TQM is a management approach which involves the strategy, data and effective communication to integrate quality principles into the organisation.
Customer focused:
The very first principle of TQM is to be customer focused. Whatever done for the quality improvement, is to gain customer satisfaction. If Gill Construction will training the work force so that they can operate the new machinery, that will be done keeping in mind, customer's demand.
Employee Participation:
The next principle is that managers need to ensure that they have employees on board. Managers need to ensure that they have complete participation from employees
Process Focused:
This involves the complete focus of the management centred towards the process thinking, so that two key principles can be achieved:
Prevention: the first step to improve quality is to prevent errors. It is better to train staff and avoid accidents rather than finding ways out of it
Zero defects: The ultimate aim should be to provide a service with zero defects, that means no comprise at all. The mortar should be prepared by missing the correct ratio of cement and sand.
Getting things right first time: The idea of zero defect gives rise to getting things right first time. This means that things need to be done in right way first time. Rather than mixing the preparing the mortar in wrong ratio in first attempt and expecting it to be correct in next attempt should be prevented,
For an organisation to successfully implement a strategic quality change it is important to manage six key supporting factors:
Action Planning
The very first step for organisation is to devise a detailed implementation action plan. This includes chronological lists of actions (tactics) which add the necessary detail to their strategies. And assign responsibility to a specific individual for accomplishing each of those action steps. Also, they set a due date and estimate the resources required to accomplish each of their action steps
Organization Structure
Next step is to sort the organizational structure according to the action plan and strategy. It is very important that managers must align the strategy with organizational structure. They manage the question "Is the organization's current structure appropriate to the intended strategy?"
Human Resources
Organizations successful at strategy implementation consider the human resource factor in making strategies happen
The Annual Business Plan
Organizations successful at implementation are aware of their need to fund their intended strategies. And they begin to think about that necessary financial commitment early in the planning process
Monitoring and Control
Monitoring and controlling the plan includes a periodic look to see if we're on course. It also includes consideration of options to get a strategy once derailed back on track.Â
Linkage
Many organizations successfully establish the above five supporting factors. They develop action plans, consider organizational structure, take a close look at their human resource needs, fund their strategies through their annual business plan, and develop a plan to monitor and control their strategies and tactics. And yet they still fail to successfully implement those strategies and tactics. The reason, most often, is they lack linkage. Linkage is simply the tying together of all the activities of the organization...to make sure that all of the organizational resources are "rowing in the same direction."
After the critical analysis of the current business situation and thorough strategic planning, it is time to implement it. Managers have planned the project to be implemented in a course of time, so that it is easy for them to manage it and also for organisation to adopt it.
Staff Training:
Before the strategic change is implemented, it is important to get staff on board; hence it is important to train the staff. Workers will be given training on operating the new machineries. 2 hour workshop will be held over the weekend, without affecting the daily construction work. They will be given training on importance of health and safety at work place.
Transportation:
To utilize the idea of JIT efficiently and effectively, it is important to have a good transportation system in place. Contract with the transportation company who transports the material from supplier to the construction site will be review. It need to be on time and as and when required basis. A penalty will be charged for late delivery. Also try to negotiate on charges, since the current charges are higher than the market rate.
Supplier:
Once the transportation system is in place, next is to negotiate with material supplier to provide materials on as and when required basis, this is called Just In Time. The supplier will provide the material as required by the organisation. This will help to keep the stock and inventory costs low. Good relationship will be maintained with suppliers as this will help to get good service in return.
Communication:
In order to keep the gaps close due to communication errors, an effective communication system will be adopted. Project Managers will be placed in organisation, which will supervise their respective construction site. Everything including the material supply and HR will be managed by them. All the workers working on that site will be answerable to the Project Manager. They will also be in direct contact with the client so that customer's demand and requirement is passed down the line more effectively. Project Managers will than answer to Mr. Amaar Jeet Gill, who will supervise and discuss the issues with them on the wider perspective.
Quality Culture:
Before a quality change is implemented in the organisation, it is important to implement a quality culture first.
A cultural and behavioural shift in the mind-set of all participants in the construction process especially top or senior management is necessary if the construction industry is to improve its performance (Kanji and Wong, 1998; Love and Heng, 2000; Haupt and Whiteman, 2004).
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