Starbucks Company’s Total Quality Management

Total quality management is critical in monitoring the efficiency and proactive organisational culture in line with the objective, goals, and mission of such an organisation. Quality improvement facilitates sustainable and optimal use of resources in service delivery. Starbucks Company’s subsidiary business in the United Arab Emirates has been in operation for more than a decade. The restaurant has been in the forefront of managing quality through intrinsic implementation of the ISO standards. Fortunately, implementation of the ISO standards at the Starbucks’ Middle East business is efficient proactive in safeguarding its assets and resources, sustaining efficiency in operations, and ensuring completeness in the management strategies.

The Starbucks business has supplementary measurement variables apart from what is instituted by the top management. Thus, monitoring fraud relies on managerial opportunism besides a well organized system that quickly identifies sources of fraud and holding the relevant person or department responsible. The company has corporate disclosure and system of litigation variables which are connected at central point by strategic planning. The planning encompasses costing, speed, quality, flexibility, and dependability to create a smooth continuous operation tracking model. For instance, a line manager is in a position to effectively micromanage the labour force and the supply chain from a single contact point.

Skills required in supporting business strategy plan are found in operation management models which functions as an implementer and driver of business decisions. Starbucks’ operations management system incorporates planning, development, implementation, and discovery through a consultative decision science, which has ensured company’s survival for more than two decades. The Total Quality Management unit is objective. It focuses on benchmarking of efficiency in the operations and service delivery initiative, accreditation initiative, staff performance, and skills assessment initiative.

Apparently, the benchmarking initiative involves streamlining service delivery to ensure efficiency via a proactive quality mitigation channel that reports progress of the intended quality improvement system. The Starbucks Company has significant achieved efficiency in the chain of command between its output and customer satisfaction since scope of quality is broadly understood within the organisation. Besides, the employees are committed to use their quality knowledge to continuously improve work processes and practices.

Expansion of capacity and mechanization of production demands that the supply system matches production efficiency while assuring quality of supplied goods. The Starbucks Company has successfully adopted a strategic supply chain outsourcing with an intention of optimal performance and goal achievement. The business has clear channels to manage the outsourced activities that define the objectives and expectations of the company. Sharing supply sub-system facilitates direct transactions and generation of reports that rate a supplier’s performance. Due to its dynamic reporting, anomalies in supply quality are communicated instantaneously to the supplier to initiate corrective action.

The continuum of increasing the value of quality in operations of the Starbucks’ staff lies in data, information, and knowledge. Based on the credo emphasis, it stresses on ethical behaviour and customer satisfaction within accepted standards of moral obligation on the forefront, while the stakeholders at the bottom of the triangle. The value system is supported by a decentralized decision support system. As a result of having this efficient operations management system, the company has established a mechanism for monitoring progress at micro and macro levels of decision making. Since its introduction into the UAE restaurant industry, the Starbucks has become a household name due to service quality in its different products.