Total quality Management

Write a journal paper from your review, findings and suggestion from both Assignment 1 and 2. Your paper should at least have 15 pages.

Prepare a journal paper for final project based on the topic of your interest.
The paper should include
– Title of the research (ex: evaluating the challenges in implementing TQM in organization)
– Abstract
– Introduction/ Background of the topic
– Problem statement
– Literature Review/ Review of literature
– Implementation/ you can also have other topic or subtopics here
– Conclusion.
Content, grammar
Format as in the author’s guide of the journal
References
Accepted for publication

Assignment 2:
1. Identify what type of tools are used in implementing the TQM, for example is it Six-Sigma, BalanceScore card, Blue ocean strategy or etc.for each paper
Paper 1…
Paper 2…
Paper 3…
Paper 4…
2. Briefly explained the reason(s) for the organization to choose the tools they have implemented for each paper.
Paper 1…
Paper 2…
Paper 3…
Paper 4…
3. In your own opinion and based on your review from other articles in similar topic of interest, suggest other tools or other alternatives or provide another solution to help the organization you choose in previous papers to achieve their business goals better.
Paper 1…
Paper 2…
Paper 3…
Paper 4…

Identification of the Tools for the implementation of Total Quality Management (TQM)
This section will identify and evaluate the specific total quality management (TQM) tools that have been used in the implementation of the process improvements with respect to each of the stated articles that focus on the area of total quality management.
Paper 1: Horine and Hailey (2000)
In this article, Horine and Hailey (2000) have specifically recommended that the blue ocean process improvement strategy would be most appropriate for enhancing the overall external competitiveness for majority of the colleges and universities. In essence, Horine and Hailey (2000) argue that given the external environment has been very competitive, most colleges and universities can be able to enhance their overall competitiveness by adopting the blue ocean strategy, which specifically entails finding new market niches and focus. A good example, in this case for the application of the blue ocean strategy relates to the introduction of the distance learning programs within the universities.
Paper 2: Buranajarukorn, Gibson & Arndt (2006)
In this article, Buranajarukorn, Gibson and Arndt (2006) argue that the most appropriate tool for the improvement of the cost inefficiencies within the Thai manufacturing firms is the adoption of the DMAIC process improvement technique as well as the process re-engineering. In essence, Buranajarukorn, Gibson and Arndt (2006) contend that the Thai manufacturing firms are able to enhance their overall cost inefficiencies by adopting the DMAIC process improvement technique as well as the process re-engineering techniques. In this case, the based on the DMAIC process improvement techniques, the Thai manufacturing firms would have a perfect opportunity to define and analyze the current operational problems and therefore provide a basis for the improvement of the organization’s current processes.
Paper 3: Twaissi, Rollins & Worsdale (2008)
In this article, Twaissi, Rollins & Worsdale (2008) argue that the Jordanian ICT sector can enhance its overall performance by adopting and using the Six Sigma process improvement technique. In this case, Twaissi, Rollins and Worsdale (2008) contend that the adoption of the Six-Sigma approach is likely provide an opportunity for the Jordanian ICT sector to control its planned performance based on statistical control analysis.
Paper 4: Catalin, Bogdan & Dimitrie (2014)
In this article, Catalin, Bogdan and Dimitrie (2014) contend that most manufacturing firms that specifically operate within the car assembly plants are likely to enhance their overall external competitiveness and performance by adopting and using the house of quality matrix approach. In this technique, the stated manufacturing firms are likely to increase the overall customer satisfaction ratings by aligning the product technical specifications to the customer requirements.

Evaluation of the Reasons for the Choice of the Total Quality Management (TQM) Tools
Paper 1: Horine and Hailey (2000)
In this article, Horine and Hailey (2000) argue that the blue ocean process improvement technique is the most appropriate process improvement tool for majority of the colleges and universities due to the fact that it is likely to create a new market niche and focus for the majority of the colleges and universities that are faced with intense external competition. An example of the stated market niche and focus for the majority of the colleges and universities is the distance learning program.
Paper 2: Buranajarukorn, Gibson & Arndt (2006)
In this article, Buranajarukorn, Gibson and Arndt (2006) recommend that the most appropriate total quality management tool for most of the Thai manufacturing firms is the DMAIC process improvement technique as well as the process re-engineering approach. This is because, the stated total quality management (TQM) tools are likely to improve the organization’s internal processes and therefore facilitate the attainment of cost efficiencies.
Paper 3: Twaissi, Rollins & Worsdale (2008)
In this article, Twaissi, Rollins & Worsdale (2008) argue that the Six-Sigma process improvement approach is the most appropriate tool for the improvement of the Jordanian ICT sector performance due to the fact that it is likely to control and direct the Jordanian ICT sector performance towards the planned performance objective using the statistical control tools.
Paper 4: Catalin, Bogdan & Dimitrie (2014)
In this article, Catalin, Bogdan and Dimitrie (2014) contend that the house of quality matrix process improvement tool is the most appropriate process improvement tool for most car manufacturing firms due to the fact that the stated approach is likely to enhance the overall customer satisfaction ratings for the firm’s products. This is likely to occur due to the fact that the products’ technical requirements will be matched to the relevant customer requirements.
Evaluation of the other Alternative Tools and Solutions for Process Improvement
Paper 1: Horine and Hailey (2000)
In this case, most colleges and universities can be able to enhance their overall strategic competitiveness in the external environment by adopting the external strategic analysis. The implication from the adoption of the stated external strategic analysis for most of the colleges and universities is that they are likely to enhance their overall responsiveness to the changes that occur in the external environment.
Paper 2: Buranajarukorn, Gibson & Arndt (2006)
In this case, the other alternative total quality management (TQM) tool and approach that may be considered by the Thai manufacturing firms would be the adoption of the lean manufacturing approach. In essence, the adoption of the lean manufacturing approach by the Thai manufacturing firms is likely to enhance and improve the stated firm’s cost efficiencies and internal operational performance.
Paper 3: Twaissi, Rollins & Worsdale (2008)
In this case, the other alternative approach that may be adopted by the Jordanian ICT sector to enhance its overall performance include the improvement of its overall co-operation with the various governmental agencies. This is likely to remove the various obstacles that are pertinent in the Jordanian ICT sector.
Paper 4: Catalin, Bogdan & Dimitrie (2014)
Finally, in this case, the other alternative approach that may be adopted by the car manufacturing firms to improve their overall operational performance include the adoption of the Just in Time (JIT) manufacturing philosophy. In essence, the JIT philosophy is likely to reduce the firm’s overall inventory costs and therefore improve the stated firm’s internal processes.

References
Buranajarukorn, P., Gibson, P.R. & Arndt, G. (2006). The problems of implementation of Total
Quality Management in Thai manufacturing SMEs. Faculty of Engineering Papers, 1(1),
237-248.
Catalin, H., Bogdan, B.& Dimitrie, G.R. (2014). The existing barriers in implementing Total
Quality Management. Measuring Business Excellence, 14(1), 1234-1240.
Horine, J.E. &Hailey, W.A. (2000). Challenges to successful quality management in higher
education institutions. Innovative Higher Education, 20(1), 7-17.
Twaissi, N., Rollins, R. & Worsdale, G. (2008). A review of current issues and challenges for
TQM implementation in the Jordanian Information and Communication Technology
sector. The TQM Magazine, 14(4), 1-22.

Assignment and project paper for Total Quality Management
Assignment 1, assignment 2 and the project paper is a continuation process with the same topic of interest that you have chosen.
Choose a topic of your interest in the area of Total Quality Management. It can be anything that you want to explore or to study. It can be how the concept of TQM is implemented within an organization, analysis on how the implementation of TQM, the influence after implementing TQM in an organization, comparison and etc.
Assignment 1:
30 marks
1. After finding a topic of your own interest, look for articles (more than 3 articles) related to the topic of your interest. Summarized the content of the articles according to
a. The background of the topic.
b. The problem that was raised in the papers.
c. What are the suggestions given by al the authors to solve the problem (s)

2. Identify the measurement metrics/ factors that are raised in order for the authors to solve the problem. Have them in table form like table below:

Paper 1
Author’s name(s) Paper 2
Author’s name(s) Paper 3
Author’s name(s) Paper 4
Author’s name(s)
Attribute 1 v v
Attribute 2 v v
Attribute n v v

Introduction
In order for firms to create and enhance their overall strategic competitive advantage in the dynamic external environment, most firms have been forced to adopt various philosophies such as the Total Quality Management (TQM) to improve their organizational performance. However, majority of such firms have been unable to attain the stated organizational process improvements due to the existing inherent barriers and challenges in the implementation of the Total Quality Management (TQM) philosophies. Therefore, the main objective of this paper is to evaluate the challenges in the implementation of the Total Quality Management (TQM) philosophies based on the informational content outlined in four (4) articles relevant to the topic.

(a) Background of the Topic
Paper 1: Horine& Hailey (2000)
Horine and Hailey (2000) contend that most colleges and universities that had over the years experienced reduced enrollment and cost containment have adopted the philosophy of Total Quality Management (TQM) techniques in order to improve their operations. However, such educational institutions have experienced problems in the implementations of the Total Quality Management (TQM) due to factors such as the lack of senior management commitment and inappropriate as well as non-conducive organizational culture.
Paper 2: Buranajarukorn, Gibson & Arndt (2006)
In this paper, Buranajarukorn, Gibson and Arndt (2006) argue that majority of Thai manufacturing firms had adopted the technique of Total Quality Management (TQM) in order to improve their organizational performance especially in attaining the cost efficiencies that would give the stated firms a much needed competitive advantage in the international markets. However, majority of the Thai manufacturing firms failed to achieve the stated objectives due to factors such as the lack of cooperation with the relevant governmental units as well as the existence of issues associated with cultural change management.
Paper 3: Twaissi, Rollins &Worsdale (2008)
In this case, Twaissi, Rollins and Worsdale (2008) argue that the Jordanian ICT sector had failed to achieve its intended target of improving the overall performance of the ICT sector despite adopting and implementing the technique of Total Quality Management (TQM) due to the presence of factors such as the governmental influences as well as the internal cultural barriers within the ICT sector in Jordan.
Paper 4: Catalin, Bogdan &Dimitrie (2014)
In this article, Catalin, Bogdan and Dimitrie (2014) have found that majority of the firms that operate in the dynamic competitive external environments have failed to attain and maintain the competitive advantage that will enable the stated firms to improve on their organizational performance despite the adoption of the Total Quality Management (TQM) philosophy due to issues associated with poor planning, absence of senior management commitment and the inherent inability by the organizational employees to change their existing cultural attitudes and mentality.
(b) The Inherent Problem that was highlighted in the Papers
Paper 1: Horine& Hailey (2000)
In this case, Horine and Hailey (2000) argue that most colleges and universities have failed to adequately implement the Total Quality Management (TQM) philosophy due to the inherent factors such as the lack of top management commitment and the failure by the organizational employees to adjust their awareness, mentality and awareness in line with the Total Quality Management (TQM) concept.
Paper 2: Buranajarukorn, Gibson & Arndt (2006)
According to Buranajarukorn, Gibson and Arndt (2006), most manufacturing firms in Thailand have failed to attain the resultant cost efficiencies and competitive advantage in the international foreign markets due to the ineffective implementation of the Total Quality Management (TQM) philosophy. Buranajarukorn, Gibson and Arndt (2006) have specifically identified the lack of effective cooperation with the relevant governmental units and the inherent problems associated with the cultural change mentality and mindset as being responsible for the failure in the Total Quality Management (TQM) philosophy.
Paper 3: Twaissi, Rollins &Worsdale (2008)
In this case, Twaissi, Rollins and Worsdale (2008) argue that the philosophy of Total Quality Management (TQM) has failed to achieve its intended impact within the Jordanian ICT sector due to the inherent factors associated with the lack of adequate government cooperation, organizational cultural barriers as well as poor planning for the adoption of the Total Quality Management (TQM) philosophy.
Paper 4: Catalin, Bogdan &Dimitrie (2014)
In this article, Catalin, Bogdan and Dimitrie (2014) argue that the poor implementation of the Total Quality Management (TQM) philosophy for most firms that operate in the dynamic external competitive environment has been largely responsible for the failure by the majority of the firms to create and sustain their competitive advantage in their respective industries. This has mainly been attributed to issues associated with cultural and behavioral change management among the organizational employees as well as the lack of senior management support.
(c) The Proposed Solutions Suggested in the Papers
Paper 1: Horine& Hailey (2000)
In this case, Horine and Hailey (2000) suggest that in order to enhance and improve the implementation of the Total Quality Management (TQM) among the colleges and universities, it is important for such a philosophy to gain the commitment and support of the organization’s top management. In addition, Horine and Hailey (2000) also suggest that there is a need for the organizational employees to change their mindset and mentality towards the adoption of the Total Quality Management (TQM) philosophy.
Paper 2: Buranajarukorn, Gibson & Arndt (2006)
According to Buranajarukorn, Gibson and Arndt (2006), the implementation of Total Quality Management (TQM) can be enhanced among the manufacturing firms that operate in Thailand if there is adequate support and commitment from the relevant governmental units. Similarly, Buranajarukorn, Gibson and Arndt (2006) also suggest that there is a need for the organizational employees to change their mindset and mentality towards the adoption of the Total Quality Management (TQM) philosophy.
Paper 3: Twaissi, Rollins &Worsdale (2008)
In this case, Twaissi, Rollins and Worsdale (2008) suggest that to enhance the implementation of the Total Quality Management (TQM) within the Jordanian ICT sector, it is critical that the sector improves on its organizational planning for the TQM as well as the fact that the relevant organizational employees would need to change their cultural mindset to embrace the stated philosophy.
Paper 4: Catalin, Bogdan &Dimitrie (2014)
Similarly, in this article, Catalin, Bogdan and Dimitrie (2014) suggest that in order to enhance the implementation of the Total Quality Management (TQM) philosophy across the firms that operate in a highly dynamic external environment, it is important that the employees acquire the right awareness to implement the stated philosophy. In addition, the senior management support and commitment would also be critical in that respect.

Table 1: Identification of the Measurement Metrics/Attributes in the Papers
Paper 1
Horine& Hailey(2000) Paper 2
Buranajarukorn, Gibson & Arndt (2006) Twaissi, Rollins &Worsdale (2008) Catalin, Bogdan &Dimitrie (2014)
Management commitment v v v v
Change in employees’ awareness Education? v v v v
Poor planning v
Extent of training v v
Organizational culture?
Adopt to change
Organizational planning

References
Buranajarukorn, P., Gibson, P.R. & Arndt, G. (2006). The problems of implementation of Total
Quality Management in Thai manufacturing SMEs. Faculty of Engineering Papers, 1(1),
237-248.
Catalin, H., Bogdan, B.&Dimitrie, G.R. (2014). The existing barriers in implementing Total
Quality Management. Measuring Business Excellence, 14(1), 1234-1240.
Horine, J.E. &Hailey, W.A. (2000). Challenges to successful quality management in higher
education institutions. Innovative Higher Education, 20(1), 7-17.
Twaissi, N., Rollins, R. &Worsdale, G. (2008). A review of current issues and challenges for
TQM implementation in the Jordanian Information and Communication Technology
sector. The TQM Magazine, 14(4), 1-22.