2. Management structure: key information to all employees, leadership role and culture
3. Quality tools: quality goals and planning, measuring key results and statistical process control
Abbreviations: HR, human resources; TQM, total quality management.
TQM predictors in the reviewed studies
Study number | TQM predictors in the reviewed studies | % of occurrence | Ranking (based on frequency) |
---|---|---|---|
1 | Education and training | 52 | 1 |
2 | Continuous quality improvement | 36 | 2 |
3 | Customer (patient) focus/satisfaction | 32 | 3 |
4 | Top management commitment | 32 | 3 |
5 | Teamwork | 24 | 4 |
6 | Others (human resources focus [employee management process, reward, etc]; management structure; quality tools; leadership and management style; interpersonal relations/communications; cooperation and participation; information analysis; job satisfaction) | 40 | 5 |
The researched literature on predictors of successful TQM implementation was found to be from various countries but in the same health sector. While some predictors adopted by a few of the researched studies were identified, the most frequent and core predictors were identified and considered. As depicted in Table 2 , education and training, continuous quality improvement, patient focus/satisfaction, top management commitment and teamwork appear to be the core predictors (CSFs) in this review. This finding validates how important these variables are in the successful implementation of TQM in the health-care context.
It is noteworthy that the core predictors (ie, education and training, continuous quality improvement, patient focus/satisfaction, top management commitment and teamwork) identified in this study were among the variables found to be central and frequently used CSFs in the previous systematic-review-based studies. 14 , 21 This validates and confirms the findings of the previous studies.
Moreover, it is found that the most adopted research method in TQM in the health-care context is cross-sectional research; 56% of the reviewed researched articles 41 – 46 used a cross-sectional research design, but 32% of the studies employed a quasi-experimental research approach. This indicates that there is still a need for more research on TQM in the health-care context which will adopt a quasi-experimental research approach, because quasi-experimental research design can be very useful in recognizing general trends from the results, and reduces the difficulty and ethical worries that may be connected with the pre-selection and random assignment of test subjects. On the geographical location aspect, the result of this analysis showed that 28% of the reviewed studies were conducted in Iran while 20% of the reviewed studies were conducted in Jordan; 12% and 8% of the reviewed studies were conducted in Saudi Arabia and Pakistan, respectively. The other studies, 4% each, came from India, Namibia, Turkey, the United States, France and Mauritius.
With regards to the influence of predictors on performance in the researched studies, it is found that all of the selected articles 47 , 48 , 49 , 50 ,. 51 that examined the effects of the core predictors (continuous quality improvement, education and training, patient focus/satisfaction, top management commitment and teamwork) of TQM indicate a positive effect of TQM in the health-care sector.
More so, the findings of this review signify that predictors of TQM implementation will result in higher levels of nurse performance .51 In addition, the literature and empirical evidence have shown that TQM in an organizational process always results in better performance of the organization. TQM focuses on patient satisfaction, organization problem identification, building and promotion of open decision-making among employees. It embraces a holistic strategy that gives room for every worker to share responsibility for the quality of the work done. It makes use of analytical mechanisms, such as flow and statistical charts and checksheets, to gather information about activities in an organization. 52 In the medical sector, TQM aims at embedding orientation of quality in all processes and procedures in the delivery of health services .15
Nevertheless, this literature survey is not an exhaustive review of the literature on TQM as it solely focused on the effect of TQM. Future research should widen the scope of this paper by including studies conducted in other contexts (eg, education, manufacturing, etc) and studies that use different research methods (eg, longitudinal research method, randomized control trial method). While TQM predictors have increased in number to reach a total of 59 TQM practices, 21 TQM predictors in the context of health care are few but growing. Investigating the nature of TQM predictors and the methods used in examining them indicates that researchers may have been keen in searching for new predictors instead of trying to cluster them and identify those that are critical for successful TQM implementation. In addition, research on TQM predictors in the health-care sector is scanty, as noted previously.
Practically, given the identified core TQM predictors in this study, it is evident that hospitals’ management should consider entrenchment of continuous quality improvement, education and training, patient focus/satisfaction top management commitment and teamwork in the implementation of TQM, which will consequently enhance hospital performance. Given that TQM predictors are many and some of them have been considered core in several specific contexts, industries, dimensions, etc, it is held that stakeholders in different sectors/industries should begin to identify the most vital TQM practices that suit their situations, goals, strategies and expected performances.
As TQM has become an important management approach for advancing performance, this kind of research is of value to researchers and managers. Nevertheless, this study has limitations, including that the databases and search engines adopted for the literature search are not exhaustive. Although a good number of keywords are used, there can be other likely keywords that can be included.
This work has contributed to the enrichment of the relevant literature and made theoretical and methodological contributions. It has provided a foundation on which research on TQM can be built via review of the work done between 2005 and 2016, plotting the development of the line of reasoning, and integration and synthesis of studies from TQM in the health-care context. It has also contributed by evaluating the current state of evidence regarding TQM, indicating inadequacies in the literature and pointing to where further research needs to be done. Thus, it contributes to the present body of knowledge as well as the research on TQM in the health-care context.
This work has also established that the most adopted research method in health-care-based TQM is cross-sectional research, followed by quasi-experimental research, and the researched studies were mostly conducted in Asia. The findings of the researched literature indicate a positive effect of TQM in the health-care context, indicating that TQM implementation, which contains the identified core predictors, will result in higher levels of performance. Furthermore, TQM implementation can help health-care professionals to gain more qualified behaviors with total commitment to work toward handling the patients, which in the long run will augment their performance.
The findings of the reviewed studies indicate how it would be useful for stakeholders in the health sectors to introduce and implement TQM in the hospitals and clinics, as this would enhance the performance of the health workers and consequently improve organizational performance. Given the limitations of this work, it is sufficed to suggest that future research should widen the scope of this paper by including studies conducted in other contexts and studies that use different research methods, and it should also develop a comprehensive TQM taxonomy to explain how and why TQM practices coalesce within systems that facilitate higher performance.
The authors report no conflicts of interest in this work.
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The role of total quality management in the pharmaceutical, food, and nutritional supplement sectors.
Overview of total quality management (tqm) and its importance, 2. materials and methods, 2.1. literature review process, 2.2. bibliometric analysis, 3. results and discussion, 4. challenges and future directions, 5. conclusions, author contributions, institutional review board statement, informed consent statement, data availability statement, conflicts of interest.
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ISO Standardsâ Food Industry | Title |
---|---|
ISO 22000 | Food safety management systemsâRequirements for any organization in the food chain |
ISO 22002-1 | Prerequisite programme on food safetyâPart 1: Food manufacturing |
ISO 22003 | Food safety management systemsâRequirements for bodies providing audit and certification |
ISO 22004 | Food safety management systemsâGuidance on the application of ISO 22000 |
ISO 22005 | Traceability in the feed and food chainâGeneral principles and basic requirements for system design and implementation |
ISO 6887 | Microbiology of the Food Chain Package Parts 1 to 4: ISO 6887-1, ISO 6887-2, ISO 6887-3 and ISO 6887-4 |
ISO/TS 22002 | Academy Food Collection Prerequisite Programs on Food SafetyâISO/TS 22002-1, ISO/TS 22002-2, ISO/TS 22002-3 and ISO/TS 22002-4 |
ISO 22000:2018 | Food Safety Management SystemsâA Practical Guide |
ISO 22000, ISO/TS 22003, ISO 22004 and ISO 22005 | Food Safety Package |
ISO 22000:2018 ISO 22000:2018 | Food safety management systemsâRequirements for any organization in the food chain |
ISO 22174:2005 | Microbiology of food and animal feeding stuffsâPolymerase chain reaction (PCR) for the detection of food-borne pathogensâGeneral requirements and definitions |
ISO 19020:2017 | Microbiology of the food chainâHorizontal method for the immunoenzymatic detection of staphylococcal enterotoxins in foodstuffs |
ISO 26642:2010 | Food productsâDetermination of the glycaemic index (GI) and recommendation for food classification |
ISO 22003-1:2022 | Food safetyâPart 1: Requirements for bodies providing audit and certification of food safety management systems |
ISO/TS 17728:2015 | Microbiology of the food chainâSampling techniques for microbiological analysis of food and feed samples |
ISO/TS 22002-1:2009 | Prerequisite programmes on food safetyâPart 1: Food manufacturing |
ISO/TS 22002-4:2013 | Prerequisite programmes on food safetyâPart 4: Food packaging manufacturing |
ISO/TS 22002-6:2016 | Prerequisite programmes on food safetyâPart 6: Feed and animal food production |
| |
ISO 15378 | Primary packaging materials for medicinal productsâParticular requirements for the application of ISO 9001:2008, with reference to Good Manufacturing Practice (GMP) |
ISO 9001 | Quality management systemsâRequirements |
ISO 13485 | Medical devicesâQuality management systemsâRequirements for regulatory purposes |
ISO 14644-1 | Cleanrooms and associated controlled environmentsâPart 1: Classification of air cleanliness by particle concentration |
ISO 14375:2018 | Child-resistant non-reclosable packaging for pharmaceutical productsâRequirements and testing |
ISO 22413:2021 | Transfer sets for pharmaceutical preparationsâRequirements and test methods |
ISO 28862:2018 | PackagingâChild-resistant packagingâRequirements and testing procedures for non-reclosable packages for non-pharmaceutical products |
ISO 8871-1:2003 | Elastomeric parts for parenterals and for devices for pharmaceutical useâPart 1: Extractables in aqueous autoclavates |
ISO 8871-2:2020 | Elastomeric parts for parenterals and for devices for pharmaceutical useâPart 2: Identification and characterization |
ISO 8871-5:2016 | Elastomeric parts for parenterals and for devices for pharmaceutical useâPart 5: Functional requirements and testing |
ISO 11418-1:2016 | Containers and accessories for pharmaceutical preparationsâPart 1: Drop-dispensing glass bottles |
ISO/HL7 27953-1:2011 | Health informaticsâIndividual case safety reports (ICSRs) in pharmacovigilanceâPart 1: Framework for adverse event reporting |
ISO/HL7 27953-2:2011 | Health informaticsâIndividual case safety reports (ICSRs) in pharmacovigilanceâPart 2: Human pharmaceutical reporting requirements for ICSR |
| |
ISO 22000 | Food safety management systemsâRequirements for any organization in the food chain |
ISO 9001 | Quality management systemsâRequirements |
ISO 22716 | Cosmetics â Good Manufacturing Practices (GMP)âGuidelines on Good Manufacturing Practices |
ISO 22579:2020 | Infant formula and adult nutritionalsâDetermination of fructansâHigh performance anion exchange chromatography with pulsed amperometric detection (HPAEC-PAD) after enzymatic treatment |
ISO 20636:2018 | Infant formula and adult nutritionalsâDetermination of vitamin D by liquid chromatography-mass spectrometry |
ISO 20637:2015 | Infant formula and adult nutritionalsâDetermination of myo-inositol by liquid chromatography and pulsed amperometry |
ISO 20647:2015 | Infant formula and adult nutritionalsâDetermination of total iodineâInductively coupled plasma mass spectrometry (ICP-MS) |
ISO 21422:2018 | Milk, milk products, infant formula and adult nutritionalsâDetermination of chlorideâPotentiometric titration method |
ISO 4214:2022 | Milk and milk productsâDetermination of amino acids in infant and adult/paediatric nutritional formulas and dairy products |
ISO 15151:2018 | Milk, milk products, infant formula and adult nutritionalsâDetermination of minerals and trace elementsâInductively coupled plasma atomic emission spectrometry (ICP-AES) method |
ISO 16958:2015 | Milk, milk products, infant formula and adult nutritionalsâDetermination of fatty acids compositionâCapillary gas chromatographic method |
ISO 20633:2015 | Infant formula and adult nutritionalsâDetermination of vitamin E and vitamin A by normal phase high performance liquid chromatography |
ISO 20634:2015 | Infant formula and adult nutritionalsâDetermination of vitamin B12 by reversed phase high performance liquid chromatography (RP-HPLC) |
ISO 20635:2018 | Infant formula and adult nutritionalsâDetermination of vitamin C by (ultra) high performance liquid chromatography with ultraviolet detection ((U)HPLC-UV) |
ISO 20639:2015 | Infant formula and adult nutritionalsâDetermination of pantothenic acid by ultra high performance liquid chromatography and tandem mass spectrometry method (UHPLC-MS/MS) |
ISO 20649:2015 | Infant formula and adult nutritionalsâDetermination of chromium, selenium and molybdenumâInductively coupled plasma mass spectrometry (ICP-MS) |
ISO 21424:2018 | Milk, milk products, infant formula and adult nutritionalsâDetermination of minerals and trace elementsâInductively coupled plasma mass spectrometry (ICP-MS) method |
ISO 21446:2019 | Infant formula and adult nutritionalsâDetermination of trans and total (cis + trans) vitamin K1 contentâNormal phase HPLC |
ISO 21468:2020 | Infant formula and adult nutritionalsâDetermination of free and total choline and free and total carnitineâLiquid chromatography tandem mass spectrometry (HPLC-MS/MS) |
ISO 21470:2020 | Infant formula and adult nutritionalsâSimultaneous determination of total vitamins B1, B2, B3 and B6âEnzymatic digestion and LC-MS/MS |
ISO 23305:2020 | Fortified milk powders, infant formula and adult nutritionalsâDetermination of total biotin by liquid chromatography coupled with immunoaffinity column clean-up extraction |
ISO 23443:2020 | Infant formula and adult nutritionalsâDetermination of ?-carotene, lycopene and lutein by reversed-phase ultra-high performance liquid chromatography (RP-UHPLC) |
ISO 20784:2021 | Sensory analysisâGuidance on substantiation for sensory and consumer product claims |
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Vassos, V.; Voltezou, A.; Stavropoulos, A.; Stavropoulou, E.; Stefanis, C.; Tsigalou, C.; Nena, E.; Chatzaki, E.; Constantinidis, T.C.; Bezirtzoglou, E. The Role of Total Quality Management in the Pharmaceutical, Food, and Nutritional Supplement Sectors. Foods 2024 , 13 , 2606. https://doi.org/10.3390/foods13162606
Vassos V, Voltezou A, Stavropoulos A, Stavropoulou E, Stefanis C, Tsigalou C, Nena E, Chatzaki E, Constantinidis TC, Bezirtzoglou E. The Role of Total Quality Management in the Pharmaceutical, Food, and Nutritional Supplement Sectors. Foods . 2024; 13(16):2606. https://doi.org/10.3390/foods13162606
Vassos, Vassilios, Agathi Voltezou, Agathangelos Stavropoulos, Elisavet Stavropoulou, Christos Stefanis, Christina Tsigalou, Evangelia Nena, Ekaterini Chatzaki, Theodoros C. Constantinidis, and Eugenia Bezirtzoglou. 2024. "The Role of Total Quality Management in the Pharmaceutical, Food, and Nutritional Supplement Sectors" Foods 13, no. 16: 2606. https://doi.org/10.3390/foods13162606
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Barry L. Matthews, Case Study: The Implementation of Total Quality Management at the Charleston VA Medical Center's Dental Service, Military Medicine , Volume 157, Issue 1, January 1992, Pages 21â24, https://doi.org/10.1093/milmed/157.1.21
Total Quality Management (TQM) is an evolving management philosophy which has recently been introduced to the health care industry. TQM requires the use of a continuous process improvement methodology for delivered services. It was implemented at Charleston VAMC's Dental Service as a study to determine its effectiveness at the grassroots level. A modified Quality Circle was established within the clinical service under the guidance of Dr. Edward Deming's 14 principles. Top management support was not present. Many lessons were learned as process improvements were made. The overall success was limited due to the inability to address interdepartment process problems.
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Please note you do not have access to teaching notes, tqm implementation issues: review and case study.
International Journal of Operations & Production Management
ISSN : 0144-3577
Article publication date: 1 June 2000
TQM is a philosophy mainly dominated by large companies. Small businesses are lagging behind larger ones when it comes to introducing and adopting new managerial philosophies and advanced technology. Many small companies have stopped at quality system certification, such as ISO 9000, in their quality journey rather than pursuing further continuous improvement efforts through TQM. Small businesses must understand the need to go beyond the quality system stage and work towards a total approach for quality. Only through this total approach will their quality effort be a success. Discusses the various issues confronting small businesses when embarking on TQM. First, reviews the subject of TQM and the quality initiatives undertaken by small businesses (which are treated as smallâ to mediumâsized enterprises (SMEs)) such as ISO 9000 and TQM. The small business characteristics are also examined. Second, presents a case study conducted in a small manufacturing company. Culminates with conclusions and discussions drawn from both the review and the case study with suggestions for future research directions.
Yusof, S.M. and Aspinwall, E. (2000), "TQM implementation issues: review and case study", International Journal of Operations & Production Management , Vol. 20 No. 6, pp. 634-655. https://doi.org/10.1108/01443570010321595
Copyright © 2000, MCB UP Limited
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Abstract: Total Quality Management (TQM) has an important role in any company, since the implementation of this program companies can continuously improve their performance. Thus, organizations will be able to considerably meet their internal and external clients' needs in terms of services and products quality, and they will also be able to develop an efficient and profitable business. The paper analyzes how this concept was implemented by the British Airways airline, since it is among the first companies that have implemented such a program.
Key-words: quality, management system, services, products, efficiency.
1. Introduction
The methods to ensure the quality of products and services have evolved continuously in accordance with the rapid technological and socio-cultural changes, that have marked the evolution of society, especially in this century. (Baltescu, C.A., Boscor, D., 2014, 65)
Also, in the European Union, the consumer protection policy should be regarded as a horizontal policy aimed to promoting consumer interests. In addition, this policy has significant effects on other EU policies such as: Common Agricultural Policy, environment, transport and energy policy which include rules regarding consumer rights. (Neacsu N.A. 2011, 52)
These requirements taken into account, integrated quality assurance concepts have been implemented since the 80s. The starting point of these strategies was the "new philosophy" defined by Feigenbaum: Total Quality Control.
Of these, particular interest is the concept of total quality managemt used in parallel, or in relation to the "total quality."
In the definition of total quality management (TQM) more guidelines can be highlighted.
a) The vast majority of authors agree that TQM is, above all, a new philosophy, a new model of enterprise culture, with the aim to orient towards customers all its activities and processes and optimize them so that they could bring long-term benefits.
According to Drummond (Drummond, H 1992, 13), for example, TQM is a business philosophy based on customer satisfaction through quality orientation of the entire organization.
Koller (Koller, J., K 1995) defines TQM as representing a systematic way of managing an organization's results. TQM involves new management strategies, changes in culture and infrastructure, tools and techniques to determine all members of the organization to collaborate and enable continuous improvement of quality defined by the client.
b) A number of authors point out, defining TQM, besides its philosophical dimension, the technical and social aspects that are involved in this philosophy.
In Oess's opinion (Strauss, B. 1994, 202), for example, TQM must be approached as a two-component system, including a technical and a social subsystem of inter-relationships being established between them.
c) According to another orientation (Kélada, J. 1990, 36-37), TQM is a three-dimensional concept, a management philosophy based on a certain logic that involves the use of specific methods and techniques, resulting its third dimension, the technical one.
In essence, TQM is a philosophy of business management dealing with getting continuous improvement of customer satisfaction through quality management products and services, led in the entire company. TQM is a new approach to corporate management by applying total quality ideas across the organization.
The advantages of implementing TQM are:
- Improving the company's reputation - faults and problems are identified quickly (the "zero defects");
- Significant improvement in quality of products or services;
- Customer satisfaction increase, which leads to additional sales;
- A significant decrease of resources waste;
- Increased productivity because the staff use the time more efficiently;
- Increasing the market share on the long term;
-The workforce is motivated by additional responsibilities, teamwork and involvement in decision-making on TQM;
- Lower costs;
- Focus on continuous improvement.
2. British Airways overview
British Airways is the national airline of the United Kingdom, the operational headquarter being based in Waterside. The airline is a founding member of the Oneworld alliance with American Airlines, Cathay Pacific and Qantas. British Airways is one of seven airlines that fly to all six inhabited continents.
British Airways carry passengers, cargo and letters from Heathrow, Gatwick and London City airports. It has expanded its network in more than 500 destinations through joint business agreements with American Airlines and Oneworld alliance members. The carrier manages a fleet of over 240 aircrafts, consisting primarily of Airbus and Boeing. In 2013, British Airways has taken delivery of its first of 42 Boeing 787s, with the first of its 12 Airbus A380s due to touch down in the UK July 4. British Airways is the largest Boeing 747-400 operator in the world. (Low Teacher)
In 2010 British Airways and Iberia have merged and created International Airlines Group.(Slideshare, 2013)
To survive both short-term and long-term on global market, where there is fierce competition between airlines, British Airways had to focus on a variety of goals and objectives.
In this respect, the general objectives of the company are divided into three categories: (UK Essays)
Global - for all passengers - whether they are traveling just for pleasure or on business.
Premium - ensure that passengers receive the highest quality services.
Air - focuses on aviation; owning the best equipment, products and services. Also, British Airways is considering four strategic objectives:
First airline customers top choices - to remain the first choice when it comes to premium international flights, cargo, economy or short flights.
Quality service - to provide the best service to passengers on all routes and in all classes of aircrafts during flight and to improve online services.
Global expansion - to continue to expand its list of destinations, through partnerships with other airlines.
Satisfying customer needs - to explore the latest features and products to enhance customer loyalty.
The main competitors of British Airways are:
1. Deutsche Lufthansa AG - Air Ambassador of Germany, Lufthansa offers flights to 209 destinations in 81 countries worldwide. (Bilete-avion). It manages a fleet of over 300 aircraftsfor passengers.(eSKY) It is also a market leader in international air transport through Lufthansa Cargo. Other major segments of the group are the maintenance, repair and overhaul by Lufthansa Technik services, air catering services by LSG Sky Chefs, and IT services through Lufthansa Systems. (Tourismguide) Lufthansa is a founding member and leader of the Star Alliance, the largest alliance of airlines.
2. Continental Airlines, Inc.-Continental Airlines is the world's fifth largest airline. Continental, together with Continental Express and Continental Connection, has more than 2,600 daily departures throughout the Americas, Europe and Asia, serving 132 domestic and 137 international destinations. Continental is a member of Star Alliance. (Makemytrip, 2015)
3. United Air Lines, Inc. - A leading passenger and cargo airline, United serves more than 230 destinations in some 30 countries. The airline, which also offers regional services via subsidiary United Express, operates a fleet of some 700 mainland aircraft. In addition, it leads the Star Alliance, a marketing and code-sharing group that includes Continental and Lufthansa. (Hoovers, 2015)
3. Implementation of total quality management at British Airways
In order to practice TQM, the main focus was on the British Airways transformation from an engineering based company in one dictated by the market. There are four key factors that contributed to the success of the company, namely:
1. Continuous reduction of costs;
2. Focus on providing excellent customer service at a premium price;
3. Cover growing market through alliances and partnerships;
4. Maximize return on individual flights by investing in computerized reservations. (Law Teacher)
In 1987, the year when the company was privatized, the company management believed that to be the best and to be a world-class organization, they have to use the strategies and processes that should create vision and inspire the employees to gain their trust. This could only be possible by implementing TQM program. It was implemented in British Airways' Technical Workshops. The Technical Workshops (hangars) of British Airways are responsible for the overhaul and the repair of aircraft components.
In order to be the best in this industry, the management team of British Airways Technical Workshops decided that they must win through teamwork, customer satisfaction, profitability and reputation.
Along the "path" to implement TQM, there were identified the following key steps:
1. Conducting a study to diagnose the current position within the technical workshop and reporting results;
2. Obtaining support and a full commitment to TQM concept from all levels of management;
3. Educating staff according to the principles of TQM and facilitate necessary changes in management style;
4. Changes in policies, procedures and work practices that would fit and would facilitate new organizational culture required;
5. Starting the quality improvement process;
6. Reviewing progress made and fostering a sustained commitment from all levels of the organization.
In order to examine the controversial issues and problems facing the staff, a survey was distributed among employees from technical workshops, among customers and in supplying areas. To do this, an analysis of the cost of quality was made.
The approach taken by the company in collecting quality costs was the breakdown of employees activities related to quality in three main activities, namely:
1. Anticipation - activities that provide performance "right first time";
2. Assessment -activities that check if the concept of "right first time" is done;
3. Failure - activities resulting from the failure of the concept "right first time".
Each manager or team leader was asked to make an assessment of how their subordinate staff spent time during activities related to quality. Knowing how to bear the cost of quality has had a significant contribution in educating staff on the concept and principles of TQM. It also helped of strengthening and justification of need for training personnel in accordance with TQM, to overcome any skepticism about TQM, to promote considerable debate on this issue and to ensure that the improvement of individual projects activity can be measured. (Rawlins A. R. 2008)
Data collected from the survey was introduced in a diagnostic report and seven improvement activities have been identified:
1. The way the employees view the company's management;
2. Managerial style;
3. Implementation of changes;
4. Communication;
5. Systems and procedures;
6. Facilities and conditions;
7. Attitude of employees.
They held some courses for managers for three days. These courses have conceptually explained TQM philosophy and revealed findings of the report. Managers were encouraged to submit ideas and action plans for staff involvement in improvement process. This required some changes in managing style.
Similar courses were held for all employees. Delegates of each course were taken from different areas of workshops to facilitate the exchange of ideas between departments. Quality improving groups, each involving up to 12 people, actively conducted projects for improvement.
Examples of projects: improved methods for sorting aircraft test equipment to ensure ease localization and certification control, an improved library for storing approved technical publications and a design of new measures regarding the workshop performance, so that the figures which provide performance to be meaningful and easy to understand.
British Airways Technical Workshops are recognized as the best in the aviation industry, by customers, competitors and even by British Airways itself. Benefits began to appear Two years after the launch of TQM. There have been positive changes in measures of higher level, which were used to report progress to the directorate. These measures included the proportion of components which are in good condition, the number of units that are not in good condition in the workshop and the number of units produced per month. British Airways launched their TQM program in September 1988 and by the end of 1999 the benefits of the program were visible. (Law Teacher)
It is important to note that after implementation of TQM, British Airways continued to apply total quality management on employees, the processes and customers, and the result was successful, as shown in Table 1: turnover increased by 23%, the number of employees fell by 3.153 people, increased the number of passengers who used the company's services, passenger load factor increased from 79.1% to 81.3% and aircraft fleet has grown to 33 aircraft. Although profit has declined and losses were recorded in the period 2008 - early 2010, after this date there is an important increase of this indicator.
4. Conclusions
British Airways, founded in 1935, which is the subject of the case study, is the national airline of the United Kingdom of Great Britain, founding member of the Oneworld Alliance and one of the seven airlines that fly to all six inhabited continents.
The carrier manages a fleet of over 240 aircraft, consisting primarily of Airbus and Boeing.
Total Quality Management was implemented by British Airways in September 1988 from the technical workshops in the desire to improve and contribute to the success of the organization.
TQM program was characterized by customer focus, full participation, process improvement and process management and planning. TQM implementation process was a very long-term procedure.
Thus, in only two years of program implementation, benefits began to appear (e.g. positive changes took place in the top-level measures).
The company also had to experience many changes made on TQM program requirements and extensive market research that identified customer expectations for the standards to be served by an international airline known as British Airways.
5. References
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Kélada, Joseph. 1990. La gestion intégrale de la qualité. Pour une qualité totale. Québec: Edition Quafec.
Koller, J. K. 1995. Total Quality Management in Service Industry, European Masters Programme in Total Quality Management. Germany: University of Kaiserslautern.
Neacsu, Nicoleta Andreea. 2011. Protectia Consumatorului (Consummer Protection). Brasov: Transilvania University Publishing House.
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Anca MADAR1
1 Transilvania University of Bras ov, [email protected]
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Total Quality Management (TQM) has an important role in any company, since the implementation of this program companies can continuously improve their performance. Thus, organizations will be able to considerably meet their internal and external clients' needs in terms of services and products quality, and they will also be able to develop an efficient and profitable business. The paper analyzes how this concept was implemented by the British Airways airline, since it is among the first companies that have implemented such a program.
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