reply to another students discussion board post 3

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Introduction

The most important development of implementing any strategic continuous process improvement is to understand the corporate structure of any firm. The goals and objectives of the firm understood, as well as its management, leadership, and human resources; and how well it coordinates with the human capital of the firm. The overarching question is how well the firm understands change management and how much it is willing to risk implementing new change. Change management in any firm is never easy, humans are resistant to change because they are a slave to the status quo and to what they know best, and is comfortable in their performance. All parties must be onboard with change and risk, and financial management in order for any strategic continuous process implementation to have successful outcomes in any firm.

Total Quality Management (TQM)

The goals and objectives of the firm correlated to its supply chain and offering benefit of its value chain is pertinent to the firm’s bottom line, and in accord to its business process is bound for success. The research of Gun, Park and Hong (2020), posits that TQM strategically aimed at overall company performance, procuring competitive advantage; and its measurement reflected in the firm’s bottom line depicting sales and revenue is success. The functionality of TQM sales and revenue is focusing on the internal factors with a proactive strategy instead of focusing on the external factors of the firm, which involves the growth stages of product life cycle (Gun, Park & Hong, 2020). These depictions are also outline in Plenert (2012), where successful outcomes derived from the desire to change internally and TQM adopting a “top-to-bottom corporate strategy.” (p.37).

In analyzing any of the TPS tools such as TQM, TQC, Lean, Six Sigma, QFD and concept management (Plenert, 2012), will put significant strains on the firm research and development creating significant impacts on its financial capability. According to Abbas (2020), a firm’s financial wellbeing or vitality is important to achieving its goals and objectives. The financial health outlined in its budgetary soundness of its assets and liabilities enables the firm to invest in Total Quality Management approaches. The inability to fund such undertakings will affect the firm’s financial and overall performances. A small firm in its startup phase of operation will find this challenging and may not have the human capital, and extensive financial capacity for such an undertaking.

The Benefits of Total Quality Management

All of the approaches outlined in Plenert (2012), Chapter 3 requires clear definition, integration, and implementation of process with constant monitoring and feedback for success. The implementation of Total Quality Management may result in financial gains of overall performance of effectiveness and efficiency. The process is for the long haul and not just for expected short-term gains as one of the benefits of TQM encompassing from four standpoints, financial, customer, business process, and innovation (Dinu, 2017). These critical viewpoints are stands on capable processes, collaborative norms, precise resources, correct skills, and eventually a fluid organization (Starbird & Cavanagh, 2011). TQM gives any organization to identify problematic areas, and prioritizing these areas for solutions (Plenert, 2012).

Monitoring and feedback is essential in implementation strategy as well as status and as Dinu (2017), posits a Balanced Scorecard is very effective. The desire for team building is great, educating and cross training staff to fit in any role and to fill in when others are out is a benefit to this type of approach. Diversity with integration and coordination of skill sets are key to success. According to Marimon, Melão, and Bastida (2019), their study based on European Quality in Social Services (EQUASS) the two major benefits of QM delivers internal benefits, which are the relationship between employee and organizational related issues and coordinating the external benefits, which includes the marketplace related benefits. These benefits are in line with Gun, Park and Hong (2020), sighting the importance for a firm to focus on its internal affairs. It is imperative for firms to align their internal processes with the firm’s goals and objectives along with continuous change management for CPI to be effective and successful.

Conclusion

Smart firms implement change management processes for strategic continuous process improvement for several reasons. They know that keeping their competition guessing and at bay give them the advantage to focus on market dominance, sustain a competitive advantage that breeds longevity; this will ultimately result in profitability. The ultimate is developing a brand, customer acceptance, and customer loyalty. This is God’s plan for prosperity and innovation as is the design for work (Keller & Alsdorf, 2014). The structure of God’s work is to create, innovate, formulate, and implement for the better humanity helping others along the way (Keller & Alsdorf, 2014). The firms that care for their employees are firms that prosper internally and externally reaping the profits of their customer base earning customer acceptance and loyalty.

References

Abbas, T. I. (2020). A study of the impact of financial performance in tourists and travel agencies by applying a total quality management approach. African Journal of Hospitality, Tourism, and Leisure, 9(1) retrieved from https://www.ajhtl.com/uploads/7/1/6/3/7163688/arti…

Dinu, V. (2017). Total quality management – A way to manage organizations centered on quality. Amfiteatru Economic, 19(SI 11), pp. 936-938, retrieved from https://search-proquest-com.ezproxy.liberty.edu/do…

Gun Jea Yu, & Minjae Park & Ki Hoon Hong (2020). A strategy perspective on total quality management, Total Quality Management & Business Excellence, 31:1-2, pp. 68-81, DOI: 10.1080/14783363.2017.1412256

Keller, T. (2014). Every good endeavor: Connecting your work to God’s work. New York: Riverhead Books.

Marimon, F., &Melão, N., & Bastida, R. (2019). Motivations and benefits of quality management systems in social services: Mediation of the implementation process. Total Quality Management & Business Excellence, 1-26. doi:10.1080/14783363.2019.1626707

Plenert, G. (2012). Strategic continuous process improvement: Which quality tools to use, and when to use them. New York, NY: McGraw-Hill.

Starbird, D., & Cavanagh, R. (2011). Building engaged team performance: Align your processes and people to achieve game-changing business results. New York, NY: McGraw-Hill.

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