Sources Must Be Cited In APA Format. Your Response Sh 118545

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Discuss the premise of TQ. Then, Design a TQ initiative for your company outlining steps that will provide internal and external support for your initiative. Plan a team meeting with your managers and elaborate how together you will disseminate this plan to the entire company. Evaluate the impact of your meeting and the launching of your TQ plan, including two (2) strengths and two (2) weaknesses of the plan. Some information from the chapter that can be helpful The total quality approach to doing business may be radically different than what management and employees are used to. Managers who are used to sitting in their lonely towers at the top of the pecking order and issuing edicts from on high are likely to reject the concept of employee involvement and empowerment. Employees who are used to competing against their own fellow workers for promotion and wage increases may not be open to mutually supportive internal partnerships and teamwork. Situations such as this can create an environment that is hostile toward change, no matter how desirable that change is. Change can be difficult, even when people want to change. It can be impossible in a hostile environment.

Paper For Above instruction

The concept of Total Quality (TQ), often referred to as Total Quality Management (TQM), is a comprehensive approach to long-term success through customer satisfaction. It emphasizes the importance of continuous improvement, employee involvement, and process optimization across all organizational levels. The core philosophy of TQ is rooted in the Plan-Do-Check-Act (PDCA) cycle, which provides a systematic methodology for implementing improvements effectively (Deming, 1986). This cycle encourages organizations to plan changes, implement them, assess their effectiveness, and make necessary adjustments, fostering a culture of ongoing enhancement (Wang & Chen, 2019). Implementing TQ in an organization involves aligning strategic objectives with operational practices, cultivating a participatory work environment, and adopting a mindset that prioritizes quality at every stage.

To design an effective TQ initiative within a company, the first step involves gaining leadership commitment. This is critical because management buy-in sets the tone for organization-wide acceptance and resource allocation. Following this, a comprehensive assessment of current processes is necessary to identify areas lacking efficiency or quality issues. Based on these assessments, a strategic plan can be developed, focusing on specific quality improvement projects aligned with organizational goals (Oakland, 2014). Internal support can be fostered through training programs that emphasize the principles of TQ, empowering employees at all levels to participate actively in quality initiatives. External support might include engaging suppliers and customers in quality improvement processes, establishing supplier quality agreements, and soliciting customer feedback to inform ongoing improvements.

For the successful dissemination of the TQ plan, a structured communication strategy is essential. Organizing a managerial meeting provides a platform to present the initiative's objectives, expected benefits, and implementation steps. During this meeting, managers can be encouraged to champion the program within their respective teams. Following the management meeting, a company-wide rollout should involve town halls, workshops, and departmental briefings, ensuring that every employee understands their role in the TQ initiative. Utilizing multiple communication channels—such as internal newsletters, intranet posts, and visual displays—can reinforce the messages and sustain engagement (Juran & Godfrey, 1999). Empowering managers and employees to ask questions and provide feedback during this phase helps foster ownership and reduces resistance.

The impact of launching the TQ plan hinges on how well the message is communicated and the level of employee involvement. A well-executed meeting can create enthusiasm, clarify expectations, and align efforts toward common goals. Two strengths of this approach include fostering a culture of continuous improvement and enhancing teamwork across departments. Conversely, weaknesses might involve initial resistance from employees accustomed to traditional hierarchical management and the challenge of maintaining momentum over time. Resistance can be mitigated through ongoing training and recognition programs that celebrate small wins (Sila & Ebrahimpour, 2002). Additionally, establishing measurable metrics to monitor progress assists in sustaining focus and demonstrating tangible benefits (Flynn et al., 1994).

In conclusion, implementing a Total Quality initiative requires strategic planning, effective communication, and organizational commitment. Recognizing potential barriers and proactively addressing resistance through inclusive engagement and education can facilitate a smoother transition. By leveraging the PDCA cycle and fostering a culture that values quality and teamwork, organizations can achieve sustained improvements and competitive advantage in the marketplace.

References

• Deming, W. E. (1986). Out of the Crisis. MIT Press.
• Flynn, B. B., Schroeder, R. G., & Sakakibara, S. (1994). A framework for quality management research and an associated measurement instrument. Journal of Operations Management, 11(4), 339-366.
• Juran, J. M., & Godfrey, A. B. (1999). Juran's Quality Handbook (5th ed.). McGraw-Hill.
• Oakland, J. S. (2014). Total Quality Management and Business Improvement (4th ed.). Routledge.
• Sila, I., & Ebrahimpour, M. (2002). An investigation of the variables that influence the effective implementation of total quality management. Journal of Operations Management, 20(1), 63-83.
• Wang, H., & Chen, X. (2019). Continuous Improvement and the PDCA Cycle: A Strategic Perspective. Journal of Business Strategy, 40(3), 24-33.