In the analysis of Julius Berger’s approach to quality and quality management, there are opportunities to improve internal operations, culture, and processes to improve quality and foster innovation. In order to achieve positive change in these areas, it is critical for the company to apply a comprehensive, organisation-wide approach that would help to excel in operations, gain a competitive advantage, and create more value for customers. One way in which this can be done is by applying the EFQM model to the entirety of Julius Berger’s operations.
The key stakeholders involved in the proposed change are Julius Berger’s employees and leaders. Both groups of stakeholders will need to have an excellent understanding of the suggested improvement model and thus would benefit from additional training in the EFQM approach. Moreover, leaders will be required to apply change management to prevent resistance among employees. Training in change management strategies and transformational leadership could assist them in achieving this goal.
The project will be managed by leaders on all organisational level, who will reflect on and apply the principles of the EFQM approach in their work. For example, team leaders should familiarise themselves with new policies and implement changes to their management style and the work of their teams accordingly. Quality circles should be established in order to identify how internal processes and operations in particular areas can be improved in accordance with the chosen model. Due to the comprehensive nature of the change, it is expected that the organisation will need at least one year to fully implement the EFQM model. The estimated cost of the project would be between £80,000 and £100,000, which should cover the costs of training, changes in operations, evaluation, and monitoring.
After the model is implemented at the policy level, it will be essential to measure performance and identify quality control issues. The performance of the organisation can be measured using financial results, whereas project success should be measured using quality, cost, schedule compliance, and stakeholder satisfaction. The proposed approach should help to identify quality control issues in operations, which can then be analysed further using quality circles, process mapping, and fishbone analysis. The impact of quality control issues should be analysed based on their financial consequences.
The risks and contingencies that could result from the change are employee resistance, dissatisfaction, increased costs, and quality losses due to changes in operations. However, these possibilities can be addressed and prevented by the management at various organisational levels. For example, transformational leadership and communication could help to prevent resistance to change, whereas quality circles could help to identify ways of improving operations without increasing their costs. Thus, adequate training of managers and leaders prior to implementation would help to achieve excellent results and minimise the risks.