The Business quality Achievement.

1. The Quality Achievement
Activity 1:
The Quality Achievement and the customer satisfaction.
Mohamed Benhalla
Dr. Steven Munkeby
11/2/2015

2. Overview
 How the manager recognizes and summarizes the quality achievement?
 Some example of the business ethics and culture of an organization.
 Customer-Driven quality.
 Top Management leadership and commitment.
 Continuous Improvement.
 Employees participation..

3. Some tips for the Quality Achievement
 Raise awareness among the various employees at the different levels about the
importance of the quality, and create goal that keep continuous quality
improvement for the products and services (Dervitsiotis, 2011).
 Instill the Quality culture as an organizational policy and the firm’s philosophy to
avoid any poor quality and sensitize the employees about this responsibility.
 Keep constant and continuous system, process, and products/service quality
improvement.
 Use the firm’s employees to conduct the evaluation and the inspection operation to
achieve quality without hiring external inspectors.

4. Continued-
 Provide training for the employees at the different levels concerning the
quality tools, the leadership, and teamwork.
 Empower employees to participate in improving quality, making decisions,
solving problems.
 Eliminate all the barriers that stop the employees from achieving high-
quality performance.
 Create an environment that makes the employees feel more freedom and
ownership that increase their responsibility and commitment to the quality
achievement (Wiengarten et al., 2013).

5. Some examples of the business ethics and
culture.
 Accepting gifts or corruptions from some suppliers to buy their raw material
with mediocre or poor quality.
 The dishonesty of some managers or employees that may hide defects, or
they use some poor quality material just to reduce the cost and increase the
profits.
 The conflict of interest, which it will conduct a person to start with his/her
self-interest on the behalf of the company and the society interests.
 The accounting and the financial statement fraud to avoid the taxes and
hide the real income of the company.

6. Continued-
 The eager to increase profit may lead some managers to force their
employees to work harder and in unsafe conditions and an environment
that could result in injuries and death.
 The use of the firm’s assets and money for the personal usage and expenses.
 The lies of the managers toward their stakeholders and customers, and the
ignorance or the fear of some employees due to the absence of the
whistleblower policy.

8. The customer-driven Quality
 Conduct surveys or interviews to collect the customer’s quality needs and
requirements to learn more about the clients’ behaviors and preferences.
 Identify the attributes and the quality requirements request from the
customers.
 Start analyzing and designing the products/Services that will fulfill the
requested quality.
 Compare the actual quality with the new quality expected from the
customer to highlight the differences.

9. Continued-
 Engage and involve the customer in the development and production
process by listing and communication skills to get feedback and suggestions.
 After making the decisions concerning the new quality attributes driven by
the customers, start to implement theses characteristics to develop the
products/services.
 After the development process, evaluate the perception and the satisfaction
of the customer.

10. The Top managers commitment and
leadership
 First of all, the top managers should be fully committed to the TQM by attending the
main meetings concerning the quality, in addition to their efforts and budget
allocated to set up the TQM.
 The top managers should play a role of coach or leader that lead and guide the
employees, not a role of a manager that give just orders.
 Acquire some communications and leadership skills to better lead, persuade, inspire,
and guide the employees to reach the firm’s objective and apply the TQM properly.
 Lead and empower the various employees at the different levels to make decisions
concerning the continuous quality improvement.

11. Continued-
 The top managers should keep learning and taking some training concerning the
quality tools, or some other skills that will help them to manage the quality of the
process, the people, and the products/services continuously.
 To improve the quality, the leaderships should mainly focus on the internal and the
external customers’ expectations, instill the quality as a culture for the organizations
(Goetsch & Davis, 2016).
 Organize the organizational and the process structures quality improvement, control
the machines and employees to minimize the errors and reduce the defects.
 Focus on building teams that will work together to achieve the quality goal, and
reward the teams for a good job.

12. The continuous quality improvement.
 It is an ongoing procedures or steps to improve the quality of the operations
and production processes, products, or services.
 Seek efficiency and effectiveness from the beginning of the product/service
process until the end.
 Eliminate continuously the operation’s steps that will increase waste,
defects, and costs.
 Develop continuously steps within the business process that will add values
to the customers and the organization.

14. Continued-
 Plan- collect the feedback and the information needed from the customer in order to
identify the requirements that will contribute to the changes and the production
planning.
 Do- install the changes and develop the product/service on the small scale.
 Check- Check If the product produced matches with the attributes collected from the Plan
or it is different.
 Act- If the product and the changes were made successfully, implement changes and send
the product to the market. Otherwise, redo the cycle again.
 Analyze- after sending the product to the marketplace, evaluate the customer’s
perception and satisfaction concerning the quality or the cost of the products/services.

15. Employees participation.
 The employees participation on the success of the TQM starts with the trust
and the empowerment that they should have from the top managers to
make decisions, solve problems, and improve the quality.
 Create a working environment that will give employees more freedom to
suggest any idea or quality improvement without a fear.
 Make the employees feel like they are owners of their company, which will
encourage them to be more careful about the quality of their job.
 Instill the mentality of the teamwork that will bring more ideas and facilitate
the tasks in order to reach the goal faster and more efficient.

16. Continued-
 The employee should be concerned about the quality from the inputs to
outputs, and stop the process if any defect appears and don’t wait until the end.
 Provide some statistical, solving problems techniques, and quality tools training
for the employees to be more knowledgeable and aware about the TQM.
 Provide rewards and recognitions for the employees that performed well, which
will encourage and motivate others to be more involved in the future.
 The top managers should eliminate some inhibitors that that may stop or limits
the participation of the employees in applying the TQM.

17. Conclusion
 In summary, the key success and sustainability of an organization rely on its
TQM efficiency and effectiveness implementation. It will help the company
to minimize waste and defects, reduce cost, improve quality, and increase
profit. Which, on the other hand, it will give the firm a competitive edge and
strong brand image. However, the success of the TQM requires the
involvement of all the employees at the different level including the top
managers, the employees empowerment, the long-term implementation,
the continuous improvement, the customer focus, and ethical behaviors.

18. Reference
 Dervitsiotis, K. (2011). The new imperative for leadership advancing from
quality to innovation.Retrieved from
http://proxy1.ncu.edu/login?url=http://search.ebscohost.com/login.aspx?di
rect=true&db=ofs&AN=69936123&site=eds-live.
 Goetsch, D. L., & Davis, S. B. (2016). Quality Management for Organizational
Excellence: Introduction to Total Quality. Pearson Education, Inc. Newjersey:
NJ. USA.

19. Continued-
 Wang, C. (2014). A longitudinal study of innovation competence and quality
management on firm performance.Retrieved
fromhttp://proxy1.ncu.edu/login?url=http://search.ebscohost.com/login.as
px?direct=true&db=bth&AN=99801268&site=eds-live
 Wiengarten, F., Fynes, B., Cheng, E. T.C., & Chavez, R. (2013). Taking an
innovative approach to quality practices: exploring the importance of a
company’s innovativeness on the success of TQM practices.
Retrieved from
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rect=true&db=edswss&AN=000317302100016&site=eds-live