Introduction
Quality is a relative view that relates to the provision of products and services to consumers of business products (Urban, 2013). The level of quality provided depends on the capacity of the goods or services to attain the client’s expected satisfaction level. In this discussion, I explain how a manager can identify optimal quality levels as well as the importance of the phenomenon of total quality management.
How a Manager Knows if the Quality Level is Optimal
Several factors may have an impact on the quality of goods or services delivered, for example, efficiency, service delivery, and customer satisfaction. These factors may be grouped as internal and external. Therefore, a manager can determine whether the quality of the products and services rendered is optimal by gauging these parameters. Internal problems associated with the quality of products and services are linked to service delivery and efficiency.
A manager can gauge the efficiency of a business entity by checking the use of resources such as time, effort, and money in attaining the anticipated goal. High efficiency is attained with minimal effort and financial resources in the shortest time. Consequently, quality issues may arise when these resources are misused. To promote high-quality services, most business entities in the service delivery industry have a service delivery charter displayed for the consumers.
The charter shows the expected time and cost of specific services. Undue delays or price discrepancies from the displayed prices are an indication of poor quality. The extent of employee satisfaction also plays an important role in the quality of products produced. Studies show that employee satisfaction is proportional to the quality of goods and services. Therefore, the quality of products may also be an indication of employee motivation and satisfaction.
On the other hand, external factors associated with the quality of goods and services are linked to customer satisfaction and service levels. These factors may be considered external because the business proprietor does not have much control over customers’ perceptions of the products and services. The levels of customer satisfaction are influenced by personal tastes and preferences, the actual quality of the commodity, and the difference between expected outcomes and the actual outcomes (Urban, 2013).
Nevertheless, customer satisfaction is a significant indicator of the quality of goods and services. Therefore, a manager can ascertain the quality of goods and services offered by obtaining feedback from clients. A Likert scale is commonly used to rate products or services with level 1 or one-star indicating poor quality and level 5 or five stars indicating high quality. The level of service is an indication of the consumer assessment of the service or product (Urban, 2013). An organization can use client feedback to identify problem areas and make the necessary changes to improve quality.
Accounting for the Phenomenon of Total Quality Management
In the current competitive marketplace, total quality management (TQM) is a vital practice that business proprietors cannot overlook (Ooi, 2015). TQM entails the execution of quality management practices to lower the costs of production while sustaining the desired levels of productivity and quality. A related upshot of TQM is the generation of new knowledge and increased innovation (Long, Abdul Aziz, Kowang, & Ismail, 2015). The effectiveness of TQM endeavors is evident in successful Japanese firms that paid heed to the principles of TQM. Therefore, I think that the phenomenon of total quality management is justified.
Conclusion
Quality is a useful indicator that determines the success of a business organization. Changes in the cutthroat forces of the global marketplace have lowered the available resources and compelled organizations to utilize quality management practices that have a preference for inventive strategies. The practices of TQM can be applied successfully to the product and service industries to ensure business survival.
References
Long, C. S., Abdul Aziz, M. H., Kowang, T. O., & Ismail, W. K. W. (2015). Impact of TQM practices on innovation performance among manufacturing companies in Malaysia. South African Journal of Industrial Engineering, 26(1), 75-85.
Ooi, K. B. (2015). TQM practices and knowledge management: A multi-group analysis of constructs and structural invariance between the manufacturing and service sectors. Total Quality Management & Business Excellence, 26(11-12), 1131-1145.
Urban, W. (2013). Perceived quality versus quality of processes: A meta concept of service quality measurement. The Service Industries Journal, 33(2), 200-217.