Global Journal of Commerce & Management Perspective
Open Access

Techniques Used in Development of Quality Management

Siman Bamforth^{* *}Correspondence: Siman Bamforth, Department of Commerce, University of Lincoln, Manchester, UK, Email:

Author info »

Description

Quality management assures the integrity of an organisation, product, or service. It has four main components: quality planning, quality assurance, quality control and quality improvement. Quality management is concerned not only with the quality of the product and service, but also with the methods employed to reach it. To achieve more consistent quality, quality management utilizes quality assurance and control of processes as well as products. The construction sector must investigate and apply novel quality management organisations and procedures to handle quality issues and associated expenses. The fundamental aims of Total Quality Management (TQM) are customer satisfaction and continual improvement. Customers can be either external or internal. Internal consumers must be satisfied if the final external consumer is to be satisfied. There are seven key aspects that make up the framework that supports TQM principles. They comprise: management commitment and governance, training, fellowship, statistical methods, cost of quality, supplier involvement, and customer service. TQM implementation requires senior management commitment and leadership. In recent years, quality management has received a lot of attention. Several studies have recognised the different elements of quality management. Based on the survey of senior quality personnel, data were collected on 4 features of quality: the management of quality, the tools used by companies to improve quality, how companies document efforts to increase quality, and what dimensions of quality companies measure. Regression analysis backs up previous research that suggests a quality- oriented culture has a beneficial impact on corporate performance. Furthermore, it discovers beneficial links between a number of commonly utilised operational practises and corporate performance. The seven core quality control tools include Statistical Process Control (SPC), Failure Mode and Effects Analysis (FMEA), quality costing, Quality Function Deployment (QFD), Design of Experiments (DOE), and Statistical Process Control (SPC). The difficulties/issues associated with each of the methodologies and technologies have been classified into four categories: role in quality improvement, organisation and infrastructure, data collecting and utilisation, and application. Management support, user knowledge, holistic approach, discipline, and application are among the challenges that have been identified in relation to all of the methodologies and tools evaluated. However, several factors, such as amount of complexity, visual display, initial investment, and overall state of TQM, are related to specific methodologies and tools. Companies use Quality Management (QM) as part of their performance improvement strategy. Although there is evidence of a link between quality management and company performance, there are many examples of failed and nonsustainable quality programmes. Organizational Culture (OC) is frequently mentioned as a crucial element in these results. Hypotheses were generated based on the literature research to determine which QM techniques would be more appropriate based on the organisational culture profile. A questionnaire was created and tested for reliability in order to investigate the proposed theoretical model and hypotheses. Future empirical research will be conducted to give additional data about the relationship between OC and QM approaches, as well as to evaluate the influence of this relationship on company performance.