The Macrotheme International Conference on Business and Social Science: Nice/Menton 2014
Does Total Quality Management (TQM) in absolute terms open new doors to
the term “Fractional Quality Management (FQM)” which consists of multiple
quality management systems? by Kasthoory Rajalingam
doors to the term “Fractional Quality Management (FQM)” which consists of multiple quality management systems? Author & Paper Presenter: Kasthoory Rajalingam Doctoral Candidate and Research Fellow Department of Science and Technology Studies, Faculty of Science University of Malaya, 50603 Kuala Lumpur, Malaysia Email: [email protected] The Macrotheme International Conference on Business and Social Science: Nice / Menton 2014 Conference Date: July 6th, 2014 Venue: Hotel Riva, Menton, France TITLE OF PAPER E-Session
Fellow, University of Malaya 2 To steer the undertakings of an organization through a torrent of decision-making processes systematically To execute a series of actions deemed necessary for the fulfillment of goals based on a set of standards and metrics used in its application to achieve consistency, accuracy, future inspection and accreditation To initiate periodical improvements in terms of organizational conduct, product/service development and process efficiencies To elevate the current standards to a level worthy of securing a competitive advantage Periodical stages of improvements determines the distance pace of progress towards approaching the uppermost echelons of quality Total Quality Management (TQM) suggest that an organization could have more than one set of quality standards of measurement and metrics, the organization This conceptual paper will discuss whether the term TQM in absolute terms opens new doors to the term “Fractional Quality Management (FQM)” that consists of multiple quality management systems and how it can possibly effect the organization in terms of management and execution
University of Malaya 3 Reflected through multidimensional attributes Defines the level of standards Interminable pathway for further incremental improvements Measured through the utilization of quality metrics Weighted upon a selected benchmark Intro: From Quality to Quality Management Arising from a series of heterogeneous activities within the firm Adhered through the current state of affairs as mark of level of excellence attained Product, process and service Augment the value of output and individual deliverables “Thermometer standing”
University of Malaya 4 Remains a hurdle to accurately determine what actually signifies quality Descending and ascending levels of quality Quality levels of benchmarks are never stable Determine superiority and mediocrity Ultimate decision maker of quality rests in the hands of the client and consumer Intro: From Quality to Quality Management Within product, process, service and resources Comparatively test and experience the reliability, durability, functionality, operability and performance Subject to comparative evaluations Product, process and service
University of Malaya 5 Continuous flow of information Bar of continuous quality standards elevates Meticulous assessment of value driven components Implement future restructuring of quality testing models The task of maintaining a high level of consistency and accuracy Intro: From Quality to Quality Management Selective and constructive user feedback Does not guarantee future client and consumer endorsement on high quality accreditation provided by the same organization Increases the difficulty in gaining consumer confidence Achieving the organization’s full potential Essential input Competitive product and service development of the same genre offered by another firm Increased discernibility in testing outcomes to further fortify the degree of quality assurance Subject to discrepancies that occur within knowledge flows, which can alter the path of planning and execution and consequently generating unexpected outcomes Knowledge flows are intercepted with varied outlooks and judgments’ from the organization’s knowledge assets Path of planning and execution goes through multiple trajectories, which can lead to an accumulation of unexpected constraints
University of Malaya 6 Consecutive courses of action resulting from preceding actions within a single stream of linked activities Phenomenon not easily avertable Hundreds of size ranging activities form product development processes and process improvement procedures Intro: From Quality to Quality Management Suffer from interminable risk failure when defects within preceding actions remain to subsist and counteractively accumulate Visibility level of defects Causing the entire stream of linked activities to break down unexpectedly Phenomenon not easily avertable Depends on how testing models are designed to produce maximum number of failure event possibilities Each process has its own level of complexity Creating the need to develop unique suiting testing models for each process Cannot be approached in an identical modus Erupt cost and time spillovers
University of Malaya 7 Challenge of disentangling the knots incurred within consecutive processes due to the anomalies of the preceding process Quality management required to be implemented from start till end within various product development models Adverse reactions can cause product development and process improvement procedure to reach a sudden halt External layer, an internal layer, a fusion or an embedded component? Total worth value of substance assessment of each individual attribute or component Intro: From Quality to Quality Management Greater than having to disentangle glitches at the beginning of the process stream Not just in certain areas of the product life cycle Creating an array of futile cost investments Or a fixture or a peppering of key ingredients?
University of Malaya 8 Dedicated workforce Actions performed by a single individual Focal importance placed in the execution of responsibilities by each member “crossing limitations” Fortify firm’s image in continuous commitment Intro: From Quality to Quality Management Intense involvement in ensuring that each pursued or implemented action is error free Effects the actions of other tasks and responsibilities Increase likelihood of improving the substantial quality of entire workforce Towards product development and process improvement Meticulously outlined to preserve quality conduct
University of Malaya 9 Intro: From Quality to Quality Management Pivotal tracking mechanism to maintain integrity within workflows Maintain precision in decision making through consistent and accurate inflows and outflows of knowledge streams Maintain highly reliable knowledge assets, achieve defect free processes and restructuring of unique suiting testing models Periodically uplift the standards of conduct to improve organizational performance Review and formulate crisis recovery procedures prior to any firm emergency Preserve existing client base Create an efficient working environment based on producing quality deliverables QM
Candidate and Research Fellow, University of Malaya 10 Does TQM mean management of total quality ? How to manage total quality? Quality of product Quality of process Quality of organization Does TQM mean the totality of quality management? How the total aspect of quality management will be looked into? Quality of management in totality DENOTATION 1 DENOTATION 2 This paper establishes two (2) overlapping yet opposite denotations within the term TQM.
Rajalingam: Doctoral Candidate and Research Fellow, University of Malaya 11 Routine checks Defect analysis Multi-level authentication Coordinated levels of hybridization Knowledge source investigations Testing upgrades Policy improvements Crisis prediction Defect identification & resolution Categorical alignment and configuration of attributes do not measure in the same way for every component or element Different indexes 1st Internal and external monitoring and inspection activities Defining the quality of management is a very subjective process as it is subject to various leadership styles and systems of administration Arduous to define: the quality of decision- making, the quality of knowledge inflows and outflows that come from hybridization and information sources, the quality of coordination, the quality of authentication and the quality of workforce commitment Overall summation and not a measurement towards infusing maximum quality diffusion within all spheres of the firm’s undertakings
6th July 2014 Kasthoory Rajalingam: Doctoral Candidate and Research Fellow, University of Malaya 12 TQM suggest that an organization could have more than one set of quality standards of measurement and metrics, that is department and project specific; and not subject to a single and standard set of quality measurements Each department is assigned with their own unique functional responsibilities and tasks that are unlikely to move in crossroads with other functional departments Quality can be defined in terms of department quality and project quality from various attributes and perspectives but also share common attributes Functional departments as opposed to temporary projects collaborations perform routine activities and require a different set of quality lenses Nature of each functional department within the firm varies in terms of subject matter functionality and hence their assigned deliverables and objects of focus are not the same. When deliverables and objects of focus involve diversified processes and tasks, then quality attributes breakdown into multi layers of sub-classifications, sub- characterizations and sub- attributes, which can expand the value system of the quality scoreboard “(FQM)” that consists of multiple quality management systems, which can be used to measure each department’s task and processes according to its unique constraints and limitations while creating a conduit for diffusing maximum quality within all spheres of the firm’s undertakings
University of Malaya 13 One versus more than one: Which will efficacious in implementation? FQM The increased number of strata within quality distributions can be used to evaluate task methodologies and identify the consequences and costs of success – failure attempts. The application of FQM can stratum and increase the number of sliced layers within quality distributions to visibly portray the accurate standings of department performance based on its own information and knowledge assets in order to thrust fitting aggregates of momentum onto its operations Maintain and secure highly reliable knowledge assets within each department to improve the flow of information coordination and synchronization channeling from department-to-department hybridization Enhance decision-making capabilities according to subject modules within each department’s subject functionalities through constant information filtering and source validation mechanisms “installed” into the department’s day-to-day knowledge inflows and outflows 1 2 3 4
University of Malaya 14 One versus more than one: Which will efficacious in implementation? Projects formed through hybridization vary based on a number of reasons: Challenges How can FQM be tailored to solve these challenges? [1] Each project has its own theme and mission, thus is expected to produce unique deliverables each time [1] Fractional quality segmentation can articulate explicitly the expectations of expected deliverables beforehand to provide the task dynamos an envisage of the quality anticipated to disqualify any mediocrities within steps taken to achieve that deliverable [2] Each project does not consist of the same working group or similar set of knowledge assets to deliver results [2] Varying sets of knowledge assets that comprise the assemblage of a project can be selected through personnel performance history in terms of commitment and dedication towards a task [3] Each project does not encounter similar problems and constraints and requires different approaches to solve unique cost and time constraints [3] Fractional quality segmentation can be carved into constructing sub – deliverable methodology constraint analyses to reduce number of defects within steps taken to achieve that sub-deliverable [4] Each project consists of varied stakeholder involvement, causing bonding, collaborative and communication outcomes to differ from previous project’s stakeholder involvement [4] Although collaborative and communication outcomes are difficult to predict in advance, appropriate modes of communication can be implemented based on several factors of consideration [5] Due to the diversified nature of project matter, each project generally consists of different project leaders who have varied leadership styles and a varied effect on their subordinates [5] The use of fractional quality segmentation can circumvent the delegation of more than one project leader for a whole project and instead delegate the appointment of more than one temporary project leader for the attainment of an assortment of single sub-deliverables [6] Each project subject matter can impact differently on the external environment, especially to those who are aware of its actions [6] & [7] The use of fractional quality segmentation should be able to investigate the core effects resulting from sub-implementations and prepare a plan of action as to how each sub-implementation will safeguard the quality of human surroundings [7] Each project can have varied consequences and responses from each deliverable produced [8] Each project consists of its unique degree of importance and interest to the firm that can determine the degree of support ensued on its continuance [8] The use of fractional quality segmentation can ensure that each projected output of each sub-deliverable analytically addresses, substantiates and rationalizes the concerns of key project stakeholders on a timely basis [9] Each project is subject to its own protocols and level of reporting authority, which can determine the degree of flexibility and elasticity in the execution of tasks [9] This is in accordance with Five, which is to ensure that sub-deliverables are reported to temporary project leaders who are subject matter authorities [10] Each project consists of its unique internal disputes generated from extensive competition and character clashes, which can create a dysfunctional flow of knowledge inflows and outflows [10] This is in accordance with Four
definition? 6th July 2014 Kasthoory Rajalingam: Doctoral Candidate and Research Fellow, University of Malaya 15 1 2 3 4 5 6 Is TQM expected to be viewed as an absolute exterior, that interiors the subjects: knowledge, R&D, technology and innovation? If knowledge flows, R&D, technology and innovation are part of the TQM equation, then what is the necessity for subjects like knowledge management, R&D management, technology management and total innovation management? If the quality factor is harnessed within knowledge management, R&D management, technology management and total innovation management, does that mean that the quality performance within these subject contents is lower than that of TQM? Why do TQM, knowledge management, R&D management, technology management and total innovation management required to be viewed as discrete subjects in management studies if quality is a recognizable connector that ties the purpose and mission of each management subject? Why is TQM seen coupled with certain areas of management subjects and not all facets of the organization considering the element of “totality” is emphasized in the term TQM? Why has quality and innovation viewed in terms of “totality” compared to knowledge, R&D and technology, which are not viewed in terms of “totality”?
University of Malaya 16 Can TQM stand the test of time without a standard definition? Tendency for the distance to expanse itself further due to persistent concentration and focus on singular domains When research is conducted on a singular domain, the research attempts to establish connectivity not with other management domains but with certain components of the organization Difficult to visualize the coexistence of multiple management domains in terms of relativity but it is coherent to visualize the coexistence of one large management domain together with integral components of other domains Multiple management domains have been widely discoursed for many years but seem determined to battle for focal place as governing domain within the organizational environment instead of establishing interconnected domain relationships When domain relationships are not discernible within a structural framework and when domains do not coherently harmonize within a given fixture, due to overlapping domain components being inferred and deduced differently within other domains – then concrete definitions for management domains will cease to exist
Fellow, University of Malaya 17 FQM is conceivable due to the incapabilities rising within the realms of TQM in distinguishing the quality of certain areas of management The aspect of totality in TQM creates a direct undercurrent indicating that quality can only be measured in totality – as an overall summation and not a measurement towards infusing maximum quality diffusion within all spheres of the firm’s undertakings Firm’s obvious thrust to place its highest concentration on the component that contributes the most towards achieving its targets and fortifying the notion of “total quality Impossible to define the quality of decision-making, the quality of knowledge inflows and outflows that arises from hybridization and information sources, the quality of coordination, the quality of authentication and the quality of workforce commitment within the realms of TQM 1 2 3 4
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