Total Quality Management Implementation for Enterprises

Introduction

Total quality management (TQM) is critical in monitoring the efficiency and proactive organizational culture within the objective, goals, and mission of an organization. Quality improvement facilitates sustainable and optimal use of resources in service delivery. This part of the paper will offer a critical analysis of the total quality management implementation in different organizational capacities.

Total Quality Management Implementation

Implementation of the ISO standards in SMEs and larger enterprises is proactive in safeguarding assets and resources, sustaining efficiency in operations, and ensuring completeness in the management strategies. Thus, both SMEs and large enterprises must have standard supplementary measurement variables. 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. This is applicable in all sizes of organizations as long as there is an effective fraud monitoring system. As an element of the TQM, a company must incorporate a 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.

Skills required in supporting business strategy plan are found in operation management models, which functions as an implementer and driver of business decisions. Sustainable companies have operations management systems that incorporate planning, development, implementation, and discovery through a consultative decision science. These variables are critical in ensuring organizational survival in the volatile market, irrespective of the line of production or size. Since 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. Although the scope might be different, the strategy and components of a total quality management system remains the same within SMEs and large enterprises.

Apparently, the benchmarking initiative involves streamlining service delivery to ensure efficiency via a proactive quality mitigation channel, which reports progress of the intended quality improvement system. All companies aspire to achieve efficiency in the chain of command between output and customer satisfaction. Since scope of quality is universal across different sizes of businesses, implementation of total quality management cannot change, rather, it may only be modified to fit within different industries for SMEs and large enterprises.

Expansion of capacity and mechanization of production demands that the supply system matches production efficiency while assuring quality of supplied goods. 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. Thus, all companies have more or less similar strategies of implementing the total quality management system to balance supplies and production.

The continuum of increasing the value of quality in operations for all organizations lies in data, information, and knowledge. Based on the credo emphasis, it stresses on ethical behavior and customer satisfaction within accepted standards. The moral obligation is in the forefront while the stakeholders at the bottom of the triangle. The value system is supported by a decentralized decision support system. Due to the need for an efficient operations management system, all companies, irrespective of the size, have more or less similar mechanism for monitoring progress at micro and macro levels of decision making.

Conclusion

From the above reflection, it is apparent that total quality implementation is the same for larger enterprises and SMEs. This is possible since the quality variables and approaches are standard, irrespective of the industry or size of a business.