Professional Documents
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LITERATURE REVIEW
QUALITY
Quality frequently is described as ‘fitness, merit, and excellence’. Generally p
eople perceive ‘high quality’ as something desirable in itself. In industrial an
d institutional operations, quality has an extremely different meaning. Quality
is related to suitability and cost (not price), rather than intrinsic excellence
. In purchasing, best quality is that which can be purchased at the lowest cost
to fulfil the need or satisfy the intended function for which the material is pu
rchased. In this sense quality has no meaning in purchasing except as it is rela
ted to function and ultimate cost (Doubler, 1996).
Oakland (1993), Juran (1998), Feigenbaum (1991), and Dale (1990) drew various in
terpretation of quality.
i) Quality as ‘conformance to specifications’ – consider the degree to whic
h a product conforms to its specifications – a description of what is required.
This leads to quantitative analysis of the extent to which all items in a batch
of a product conform to the specification. The objective and results can be expr
essed in relation to acceptable quality level (AQL). Inspection work can be plan
ned based on the statistical tables to guide inspection work.
ii) Quality as a ‘feature of excellence’ – implies the possession of feature
s of excellence in the product and can be used as a standard of comparison with
inferior products. A quality product may be assessed in relation to the best tha
t can be achieved with regard to existing knowledge and technology. This approac
h can have an attraction to professional designers and engineers, who may gain u
nderstandable professional satisfaction and pride from developing something whic
h is ‘best in the field’. The problem is that pursuit of this view of quality ma
y lead to the selection of the best, most expensive materials and the highest st
andards of accuracy with regard to their dimensions and composition. These deman
ds are not a problem in themselves, as long as there is no money constraint. Unf
ortunately, design decisions normally have to be taken in the light of costs of
making the product and the prices customers are prepared to pay.
iii) Quality as ‘fitness for purpose’ or ‘fitness for use’ – the concept of q
uality underlying this approach is to regard a product as possessing certain fun
ctional characteristics when a product is used. The aspect includes aspects with
regard to continuous use and the life of the product. It includes such consider
ations as reliability, durability, maintainability and length of use – continuou
s fitness for use, in other words.
iv) Quality as ‘conformance to customer requirements’ – emphasises the promi
nent position of customers in concerns about quality and the perceptions supplie
rs should have with regard to their requirements in a product or service. This c
oncept balances the cost and what the customer wants to pay in exchange for the
value that is derived in the product or service.
EVOLUTION OF TQM
Dale (1990) states that the development of ideas about quality has been concerne
d, initially with characteristics of a product. The concept of TQM, however, wid
ens attention to include all aspects of the offering, including service and deli
very time.
The Expansion of the Content of Quality
Dr Juran
Dr. Juran developed the quality trilogy – quality planning, quality control and
quality improvement.
Quality Trilogy
Source:www.dtl.gov.uk/quality/gurus
Quality is associated with customer satisfaction and dissatisfaction with the pr
oduct, and emphasised the necessity for ongoing quality improvement through a su
ccession of small improvement projects carried out throughout the organisation a
ccording to Juran. His ten steps to quality improvement are:
i) Build awareness of the need and opportunity for improvement
ii) Set goals for improvement
iii) Organise to reach the goals
iv) Provide training
v) Carry out projects to solve problems
vi) Report progress
vii) Give recognition
viii) Communicate results
ix) Keep score of improvements achieved
x) Maintain momentum
Feigenbaum
Feigenbaum was the originator of “total quality control”, often referred to as t
otal quality. He defined it as an effective system for integrating quality devel
opment, quality maintenance and quality improvement efforts of the various group
s within an organisation, so as to enable production and service at the most eco
nomical levels that allow full customer satisfaction.
He saw it as a business method and proposed three steps to quality:
i) Quality leadership
ii) Modern quality technology
iii) Organisational commitment
Dr Kaoru Ishikawa
Ishikawa had various contributions to quality; the most popular ones are his to
tal quality viewpoint, company- wide quality control, his emphasis on the human
side of quality, the Ishikawa diagram and the assembly and use of the “seven bas
ic tools of quality”:
Dr Genichi Taguchi
Taguchi believed product designs must be robust or insensitive to variation in
the manufacturing process, rather than attempt to control. The idea was to antic
ipate all problems and assess them in reverse to establish the causes to those p
roblems. He worked with already established knowledge to optimise products or pr
ocesses prior to the manufacturing process rather than to enhance quality throug
h inspections. Quality and reliability are pushed back to the design stage where
they really belong, and he broke down off-line quality into three stages:
i) System design
ii) Parameter design
iii) Tolerance design
The method takes into account prototyping and enables the designer to identify t
he optimal settings to produce a robust product that can survive manufacturing t
ime after time, piece after piece, and provide what the customer wants. One of t
he most widely known of these is the Ishikawa or fish-bone.
Source:www.dtl.gov.uk/quality/gurus
Philip B Crosby
Crosby is popular for the concepts of “Zero Defects”, and his quality improveme
nt process is based on his four absolutes of quality:
i) Quality is conformance to requirements
ii) The system of quality is prevention
iii) The performance standard is zero defects
iv) The measurement of quality is the price of non-conformance
APPLICATION
The change programme shall take the form of the Model for Nurturing Business Exc
ellence coupled with the Multi-Tier Pyramid for implementing TQM. The key parame
ters of the successful implementation of a national TQM award are the establishm
ent of key stakeholders. This includes issues such as the driver of the change p
rocess, the key institutions and ministries that can support the change implemen
tation plan and the method that is appropriate for implementing the National Awa
rd. During the process, commitment must be planted and developed among the key s
takeholders to ensure success. Commitment is manifested in a relentless pursuit
of goals regardless of obstacles. The greatest threat to successful implementat
ion is an uncommitted country leadership and management cadre. It is therefore n
ecessary for management to ensure commitment through various activities. These a
ctivities can be subdivided into aspects such as permitting, supporting, managin
g and leading by example.
The change programme shall be driven by Standards Association of Zimbabwe as the
primary change agent. The process shall include transformation of SAZ into a Na
tional Institute of Total Quality Management and Best Practices. This shall incl
ude passing a Bill in parliament that will legalise the National Quality Award.
The master programme shall be guided by a Model for Nurturing Business Excellenc
e to manage the transformational process.
Master Programme for National TQM and Best Practices Award
Period: 2009
No. Activity 6 7 8 9 10 11 12
Remarks By
1 Stakeholder briefing
Stakeholder Conferences and workshops CA
2 Task Force Formation
Vetting of CV s CA
3 Information Gathering
Road Shows, Conferences, and Workshops TF
4 TQM Strategy Formulation
Retreat in Vic Falls TF
5 Setting National TQM & BP Stds
Retreat in Nyanga TF
6 Preparation of Draft Bill
Retreat in Kariba TF
7 Parlimentary Portfolio Briefing
Update legislators on the proposal TF/CA
8 Parliament Public Consultation
Public information gathering PPC
Period: 2010
No. Activity 1 2 3 4 5 6 7
Remarks By
9 Motion set for debate
Parliament seeks to put Bill on Agenda PPC
10 Parliamentary Debate
Adjustment to the Draft Bill MP
11 Approval of Bill by Lower Hse
Require 2/3 majority SoP
12 Upper House Debate
Adjustment to the Draft Bill Sen
13 Approval of Bill by Upper Hse
Require 2/3 majority PS
14 Assent of Bill by the President
CoP
15 Gazetting of the Bill
Ministry of Trade and Commerce PS
16 Launch of the National Award
Ceremony at SAZ CA
Key
CA Change Agent - CEO SAZ
TF Task Force
PPC Parliamentary Portfolio Committee
MP Members of Parliament
Sen Senators
SoP Speaker of Parliament
PS President of the Senate
CoP Clerk of Parliament
The programme shall ensure success after all the stakeholders have achieved a mi
ndset that views quality management activities as routine work and inherent part
of their job responsibility. The three stakeholders involved in the implementat
ion are government, business, and academia. The three stakeholder groups should
work together closely. The different stakeholders are made up of Government, Aca
demia and Business who form the partnership framework.
Activities and Responsibility Pyramid for Implementation of Zimbabwe Total Quali
ty Management and Best Practices
Societal Support Activities
The successful implementation of the transformation programme of SAZ to Zimbabwe
Total Quality Management and Best Practices Institute (ZTQM&BPI) shall require
the framework partners – Government, Academia and Business to gather maximum sup
port from the society. The Government shall facilitate by subsidised workshops,
and road-shows that shall raise awareness of the programme. This shall be in sup
port of the driver – business and academia – nurturer’s efforts towards implanta
tion of the award.
Foundation for Quality
The academia and business will undertake programmes in line with the master prog
ramme above in order to build a solid foundation for quality awareness and quali
ty appreciation. Training programmes shall enhance education and foster a cultur
e of TQM. The academia and business shall spearhead these activities.
Training on ZTQM&BP Award
In order to create awareness and excitements of the ward, institutions shall be
trained on the requirement to participate in the ZTQM&BP award. This is meant to
reinforce quality knowledge according to the Multi-Tier framework. Business and
the academia shall be heavily involved in these activities.
Quality Criteria
The Taskforce shall blend various criteria elements that exist in already existi
ng awards that are suitable for Zimbabwe. This is meant to reduce waste by tryin
g to reinvent the wheel when already set criteria can just be adjusted to suit o
ur local situation. This shall involve the prices that shall be won, the period
of assessment and the procedure for participation.
Continuous Benchmarking
After the initial criteria has been set and run, ZTQM&BPI shall continue to revi
ewed continuously in light of the fact that is not constant. This shall be in li
ne with the quality vision set and goals of quality.
DISCUSSION
Strategy
The strategy is implemented collectively; the process involves the three framewo
rk partners, Government of Zimbabwe, the Zimbabwe business community and the aca
demia. The custodians of the strategy Government of Zimbabwe assisted by the Zim
babwe business community. The driving of this strategy shall be led by the trans
formed Zimbabwe Total Quality Management and Best Practice Institute formerly th
e Standard Association of Zimbabwe. The drivers shall be responsible for:
Establishing the Vision – the aspirations of the ZTQM&BP Award.
Establish the Mission – the path to be followed and how to get there in quest of
achieving the implementation of a national quality award.
ZTQM&BPI Values- these could include elements such as honest, integrity, trustwo
rthy, professionalism and cultural beliefs to drive how business is conducted.
Constraints
The major constraints that can be encountered are the human and financial resour
ces. This is against the background that the country is in a deep recession that
has been explained earlier in Chapter 1. The Government cannot go it alone to s
ponsor a project of such magnitude therefore the involvement of the business com
munity, academia and the social community is necessary for the successful implem
entation of the project.
The other constraints are caused by data validity as some of the data used durin
g the preliminary stages was outdated. The economic environment also contributed
to the constraints as some economic data for example inflation figures constant
ly changed because of the hyper inflation environment in Zimbabwe and the Centra
l Statistical Office was failing to keep track of economic indicators due to lac
k of resources.
Leadership Behavior
The project can only succeed if a team approach is employed. The implementation
of the transformation and transitional process shall involve the three major sta
keholders, the government, business and academia.
Government
All Government Institutions and quasi-government organisations such as Scientif
ic and Industrial Development Centre, including line ministries responsible for
Agriculture, Mining, Tourism, and Industry and Commerce shall be consulted and s
hall be involved in the implementation of the TQM & BP Award. The government sha
ll also help in funding and attracting foreign sponsorship for the award.
Business
Confederation of Zimbabwe Industries and Zimbabwe National Chamber of Commerce a
nd professional bodies like Institute of Directors shall be consulted and shall
be requested to second members to the Task Force to provide expertise and leader
ship in the change programme.
Academia
All academic institutions whose mandate is to teach and carry out research and d
evelopment and include technical colleges, vocational colleges and universities
fall in this category. The future of an economic system is directly tied to the
ability of a nation to establish and maintain a high quality education system wi
th a strong focus on quality teaching and learning. The development of performan
ce standards and the identification of outcomes are highly relevant to quality m
anagement in educational systems. Important issues include the calibre of curric
ular and the training of high calibre teachers and trainers.
Change Management
The process shall be completed by the passing of a Bill through parliament. This
shall involve the task force that shall be drawn from business and the academia
. The task force shall present the proposal to a parliamentary portfolio committ
ee that shall carry out public consultation before the Bill is debated in parlia
ment by members of parliament and members of the senate.
To ensure the success of the project, various ministers of the government shall
be involved. Other supporting professional institutions shall be included in spe
arheading the change process. These include, ZFU, CFU, CZI, ZNNC, IoDZ, ZTA and
others relevant professional bodies. These institutes shall be part of the task
force members and shall provide technical advice on the project.
The academia shall provide training on the TQM award.
Type of change
There are a number of ways in which change can be categorised most are related t
o the extent of the change and whether it is seen as organic (often characterise
d as bottom-up) or driven (top-down). The model for change for the national qual
ity award will be Transitional and transformational change at the same time. It
shall seek to achieve a known desired state that is different from the existing
one. It is episodic, planned and second order, or radical.
Objectives
This change initiative should result in improved products and service quality. S
takeholders will take advantage of opportunities offered by the quality promotio
n programme to further develop a quality culture. All manufacturers and service
organizations will demonstrate their capability to provide a continuous quality
for their products and services. All businesses and public organizations have se
t up quality systems enabling them to guarantee that required quality is obtaine
d at the appropriate cost, and also taking ecological concerns into consideratio
n.
The national quality award program shall improved quality and productivity by:
i) helping to stimulate Zimbabwean companies to improve quality and product
ivity for the pride of recognition while obtaining a competitive edge through in
creased profits;
ii) recognizing the achievements of those companies that improve the quality
of their goods and services and providing an example to others;
iii) establishing guidelines and criteria that can be used by business, indus
trial, governmental, and other organizations in evaluating their own quality imp
rovement efforts; and
iv) Providing specific guidance for other Zimbabwean organizations that wish
to learn how to manage for high quality by making available detailed informatio
n on how winning organizations were able to change their cultures and achieve em
inence."
Organisations in Zimbabwe will offer the following
i) Excellent product and service quality
ii) Research and Development/ new product development
iii) Acquisition of new technologies
iv) Innovative
v) Team based approach
vi) Practicing Best practices
vii) Manpower planning
viii) Have environmentally sound practices
ix) Reengineering of processes
x) Focus on core activities and competencies – outsourcing and contracting
For individual companies this will resulted in:
i) Increase in capacity utilisation and increase in productivity
ii) employee motivation
iii) quality has become a source of competitive advantage
iv) Decrease in losses
v) Training days per employee increase improved quality of goods and servic
es goes hand in hand with improved productivity, lower costs, and increased prof
itability
At a national level this has resulted in:
i) growth in world markets
ii) reputation for quality
iii) Increased export volumes resulting in foreign currency shortages being a
thing of the past.
iv) There are less foreign goods competing locally with domestic products.
CONCLUSION
From the above analysis it is evident that TQM&BP award is very important for a
developing nation like Zimbabwe. With the National quality award in place it wil
l not only motivate the local business community to produce quality products and
services, but it will also attract competition from companies within the SADC r
egion seeking recognition. The quality award will not be restricted to Zimbabwe
and will therefore attract competition from foreign companies and organisation.
With the national quality award in place, Zimbabwe will become an equal trading
partner on the world market. This will be attributed largely to quality control
mechanisms which will be put in place by companies in the process of enhancing t
heir products.
This will inevitably stimulate employment in our local industry since the qualit
y award is going to promote innovation that in turn stimulate production in all
downstream and upstream activities. In the process, the nation will make revenue
from exports creating a health balance of payment. High productivity will incre
ase revenues for the government in form of tax revenue from VAT, corporate and i
ndustry.
The ZTQM&BP Award will assist to stimulate Zimbabwean companies to improve quali
ty and productivity for the pride of recognition while obtaining a competitive e
dge through increased profits. The award shall recognize the achieving companies
that improve the quality of their goods and services and providing an example t
o others, it shall also establish guidelines and criteria that shall be used by
business, industrial, governmental, and other organizations in evaluating their
own quality improvement efforts and provide specific guidance for other Zimbabwe
an organizations that wish to learn how to manage for high quality by making ava
ilable detailed information on how winning organizations will able to change the
ir cultures and achieve.
Recommendation
If Zimbabwe is to improve its global competitive performance it has to embark on
Total Quality Management in all sectors so as to generate sufficient employment
for its citizens and foreign currency from export of high quality products. The
Malcolm Baldridge National Quality Award can be adopted with adjustments to sui
t the Zimbabwean situation. As in the U.S, this national award can be given by c
ategory and initially to the main categories identified earlier. These categorie
s are manufacturing, mining, agriculture, education, health and tourism. These a
wards may be given each year in each category. They can be extended to other sec
tors are the award progresses.
Recent Similar Research Concluded
Successful implementation of quality requires the combined approach of standards
and total quality concepts articulated by quality gurus according to the findin
gs by Tang (1995). The current ISO standards particularly popular around the wor
ld are specifically internally focused and lack customer perspectives. They focu
s on doing things right, not necessarily doing the right things from a customer
point of view. This is a limitation that is associated with ISO. This is particu
larly true given the fact that ISO focuses on standard documented procedure and
do not allow any room for innovation.
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www.dtl.gov.uk/quality/gurus
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