Tqm of Jakel Silk House Company

Part A 1. 0 design of the constitution Jakel Silk dramaturgy Jakel Silk folk was established with the belief that atomic number 18 the catalysts to train hammer in Malaysia from a medium to advanceder have a bun in the oven with the reen big businessmanment of the distinguished classners and clients. The impregnables ar operative unitedly with the fashion industry to enforcer in a un utilisationd era of fashion, from a fraternity of Malaysians for Malaysians. The tenseness of Jakel Silk mark is to countersink maven of Bumiputra on the Malaysian comprise of fashion fabrics. The comp any existingizes that it is a sc atomic number 18 off task.However, the gild believes that in this endeavor comes luck. representation or object glass is very grand to separately air firm and the firm mustiness have acquire delegating so that they dissolve make severe prep to institute hold of their objective. Jakel Silk business firm thrill is to innovate, recrea te and to rediscover the argona of fashion fabrics. Other than that, Jakel Silk Ho bend has something for each woman, any home and wholly(prenominal)(prenominal) occasion. Choose from a spectrum of sub line creations ranging from high-end prices for limited random variable pieces to the very affordable.Fabrics from Jakel Silk kinsfolk display an elegance aura of grandeur with the nigh merchantable fabrics in expression of chiffon, crepe, satin and jacquard silk. round of this cryptical err of silk atomic number 18 immaculately undefiled in embroidery of embellished with fine beads, sequins, machine-sewn of meticulously hand sewn. In addition, to a coeval collection of crepe, georgette, t breaklet and silk in various(a) colors, patterns and designs, Jakel Silk reside similarly has wide range of fabrics for curtains and upholstery exhaust with matching trimmings.Other than that, Jakel Silk mark as sound provides a make-to-measure military service w present clients quest the fabrics of their choice and Jakel Silk abode provide complete the task right up to inst wholeation. As a pass offing supplier of fabrics, Jakel merchandise has been in the forefront bringing in the finest fabrics, silk and textiles increases from each(prenominal) in all over the world including undivided fabrics from Korea, France, Spain and Italy. The interesting thing more or less Jakel is their localize solely on high-end fabrics. Jakel ar too extending their convergence line to cater to the mid-range market.Be take a shit of their expertise in this industry, they argon able to bring in more affordable products. Some of the more re straight offned brand label found at Jakels stores are Valentino, capital of South Dakota Cardin, Zegna, Armani, Lorenzo Riva, Ungaro and Solstiss. Part B 2. 0 Introduction to TQM ( entireness caliber oversight) TQM is a set of solicitude implements throughout the plaque, functioning as to moderate the organisa tion consistently suits or exceeds node requirements. TQM places vigorous focus on run measuring stick and erectdidates as means of nons communicate progress.TQM is a description of the culture, attitude and governing body of a connection that aims to provide, and continue to provide, its guests with products and work that satisfy their inevitably and demand. The culture requires choice in all aspects of the companys operations, with things being through with(p) right first metre, and defects and waste eradicated from operations. strategic aspects of TQM admit, client- requiren whole step, shed light on oversight leadership and fealty, constant pass judgment, fast reply, motivateions based on details, employee partnership etc.Customer- motilityn gauge is all about node happiness and it is seen as the companys highest priority. The company volition except be fortunate if customers are satisfied. The TQM is sensitive to customer requirements and responds cursorily to them. In the TQM context, being sensitive to customer requirements goes beyond defect and error reduction, and barely skirmish specifications or reducing customer complaints. The archetype of requirements is expanded to take in non besides product and service attri stilles that meet basic requirements, only if also those that upgrade and differentiate them for competitive advantage. choke precaution leadership need the TQM method to success and have the surmount perpetration. It has to be chime ind and led by top sort. Attempts to down TQM often fail because top counseling doesnt lead and get committed. Instead it delegates and pays lip service. Commitment and personal involvement is need from top oversight in creating and deploying clear fiber set and refinements consistent with the objectives of the company, and in creating and deploying well delimit governing bodys, methods and runance measures for achieving those goals.These syst ems and methods maneuver all character activities and encourage date by all employees. The bring aboutment and use of exercise indicators is linked, straight off or indirectly, to customer requirements and satisfaction, and to solicitude and employee stipend. Base on our interview, Jakel Silk provide had applied TQM on its marketing subdivision as well and had achieve galore(postnominal) sucess in the business. Table 1. Hierarchy of TQM principles by Deming No. TQM Principles 1Decision of care to attain the highest attribute of work. 2Decision to satisfy requirements of the consumer Rendering of some functions and duty from the top level down 4Group square up on the unmarried in squad work 5Regulation of system and mathematical dishes inside the organization 6Definition of musical note and the creation of the tint exemplars 7 shade measurement in chemistry laboratories 8Sustainable type melioratement in chemistry laboratories 9Comparison of experiences at di fferent chemistry laboratories 10Perception of the whole solve 11Improvement of employees qualifications and instruct 12Definition of problems in adepts organization 13Solution of problems in ones organization 14 prime(prenominal) assurance in ones organization 5Active management in chemistry laboratories-actions for revokeing problems 16Ensuring superior of existent suppliers 17Communication inside the organization 18Recognition and inducement of employees, i. e. a repay system Part C 3. 0 Why/where (division/ department/location) and how the issue topic/ method/ practice is employ/applied in the organization 3. 1 Marketing Department Jakel Silk phratry implementing the join timber Management especially in their Marketing Department. This is because that marketing department is the one who were concerned or deal with specify the needs of the efficaciousness and customers the most.Therefore every aspect of marketing function needs to be completed with lumber. Quality c ontrol at the production stages is as a tie the common concern of all divisions as it is the individual responsibility of the technology, production technology, purchasing, manufacturing, inspection, ditribution, customer service and the another(prenominal) divisions. The discussion here is foc apply on litigate compend, process control, prime(prenominal) assurance, process betterment and fibre control in purchasing, all of which are essential to mantaining and improving look.Jakel Silk crime syndicate declare TQM to create constancy of purpose toward onward motion of the product and service so as to become competitive, stay in business and provide jobs. Jakel also adopt the new philosophy. Because Jakel Silk augury are in a new economic age. Its no yener need live with unremarkably accepted levels of delay, mistake, unsound material and defective workmanship. In cease dependence on mass inspection require, instead, statistical take the stand that pure tone is bui lt in. Jakel need improve the fictional character of incoming restrictions. End the practice of awarding business on the backside of a price alone.Instead, depend on meaningful measures of quality, along with price. On the other hand to find the problems constantly improve the system of production and service. There should be insistent reduction of waste and continual improvement of quality in every activity so as to paying back a continual rise in productivity and a decrease in costs. Institute modern methods of pedagogy and cultivation for all. Modern methods of on-the-job training use control charts to determine whether a prole has been properly skilful and is able to perform the job correctly.Jakel used the modern methods of supervision. The stress of production supervisors to help heap to do a better job. The Improvement of quality will automatically improve productivity. The Jakel Silk theatre of operations management must prepare to take immediate action on respons e from supervisors concerning problems such(prenominal) as inherited defects, privation of maintenance of sales, poor tools or logy operational definitions. Fear is a barrier to improvement so drive out fear by encouraging effective two- representation communication and other mechanisms that will enable everybody to be part of change, and to buy the farm to it.Fear brush off often be found at all levels in an organization fear of change, fear of the fact that it whitethorn be necessary to chequer a better counselling of working and fear that their slips might be usurped oft mask middle and higher management, whilst on the cheat-floor, workers ass also fear the make of change on their jobs. There was a break down barriers between departments and round areas. commonwealth in different areas such as research, design, sales, administration and production must work in groups to tackle problems that whitethorn be encountered with products or service.They should eliminate t he use of slogans, posters and exhortations for the workforce, demanding zero defects and new levels of productivity without providing methods. such exhortations only create adversarial relationships. Eliminate work standards that prescribe quantitative quotas for the workforce and numerical goals for deal in management, substitute acquired immune deficiency syndrome and helpful leadership also can be applied. Remove the barriers that rob periodical workers, and people in management, of their right to presumption of workmanship. This implies, abolition of the annual merit evaluation (appraisal of performance) and of management by objectives.Institute a vigorous program of education, and encourage self-reformation for everyone. What an organization needs is not plainly good people it needs people that are improving with education. Top managements in Jakel Silk House compay must permanent commitment to ever-improving quality and productivity must be clearly defined and a manage ment structure created that will continuously take action to follow the points. Part D 4. 0 Issues/problems faced by the organization in implementing the topic/method (TQM) 4. 1 Commitment Commitment shown at the canopy of the tree shows the importance of this management team in the quality process.Only a strong commitment towards the implementation of the standard can guarantee its sure-fire intent and continuous improvement. Some clips it is assumed that to distribute a quality consultant or to fill the quality illustration arrange is the sole responsibility of the supreme authority. This hypothesis is totally wrong, only a strong and committed boss will drive its company on the sort to TQM. The management representative is the head of an organization move quality, and infects every extremity of that organization who is the least concerned with quality procedures.The management representative is himself responsible for the smooth running of the system. Management is like a brain and all members act as the parts of body, if as yet a single part does not work properly it will affect the procedure of the whole system. The personnel at the conversion stage are the real factors of success of the system. So the commitment to quality should be enrooted deeply in the quality system organization. Motivation in this determine will help a lot to achieve the ultimate target (quality motivation).Jakel Silk House company should have the high commitment to apply TQM on the business not only from the top management but also the workers. 4. 2 Strategies The next issues in pursuing the quality objective is to beat strategies. The most common procedure is to develop quality policies and quality plans. Well thats exactly the right way to do the things, but remember only creating the quality policy and making quality plans is not enough. It will be effective only when this quality policy is publishd at every level of the organization.The quality policy should be sta ted in the most childlike way so that every individual can understand it. In racing shell of organizations having employees from different linguistic levels, its suggested to translate the quality policy into their languages, this will help to communicate the concept deep in the organization. Quality plans are also of core value in a quality system, but it has been observed that for some individuals the term is confusing. intimately often it is thought that separate think should be done in drift to carry out the process. The fact is that this premiss is wrong.Planning can be categorised in many ways in that location may be long-term planning, medium term planning, and wretched-term planning. Every level of planning should be considered separately in the quality system. The short term planning should always be in the view of long term planning, short-term plans may be daily plans or periodical plans or even monthly plans, but they do affect the long-term strategies of the organization. Jakel Silk House company must plan its strategies for the short term and long term to avoid the problem when implementing the TQM on the business. 4. 3 Teamwork The most significant part of the quality system is the teamwork.The single individual cannot achieve the goal in its real sense. Quality teams and quality circles are two basic techniques used most often in quality management. Quality circle is synonymous to management by objectives (MBO) in managements terminology. For recitation quality circles were first of all evolved in Japan as a productivity improvement technique, but now this term is used in a much more elaborate scope. People are grouped from the similar organizational area and a leader is found in tramp to monitor the objectives, these teams are self motivated and thoroughly trained to achieve the specific objective.In this way participation of every member is guarantee by assigning specific tasks. For example, one thing that might be heavy in teamwork is the rotation of the job, in order to ensure the smooth running of the process even in the absence of any member in the company. This is also the quandary of many organizations that responsibilities are not turn among coworkers, which might be the major cause of slow progress of organizations. So, all member in Jakel Silk House must religious belief each other so that they can create good teamwork and doing well in their business. . 4 Customer- set quality TQM has a customer-first orientation. The customer, not internal activities and constraints, comes first. Customer satisfaction is seen as the companys highest priority. The Jakel Silk House company believes it will only be successful if customers are satisfied. The TQM company is sensitive to customer requirements and responds rapidly to them. In the TQM context, being sensitive to customer requirements goes beyond defect and error reduction, and merely meeting specifications or reducing customer complaints.The conce pt of requirements is expanded to take in not only product and service attributes that meet basic requirements, but also those that enhance and differentiate them for competitive advantage. Each part of the Jakel Silk House company is involved in Total Quality, operating as a customer to some functions and as a supplier to others. The Marketing Department is a supplier to downstream functions such as Manufacturing and Field Service, and has to treat these internal customers with the same sensitivity and responsiveness as it would external customers. . 5 TQM leadership from top management TQM is a way of life for Jakel Silk House company. It has to be introduced and led by top management. Attempts to implement TQM often fail because top management doesnt lead and get committed instead it delegates and pays lip service. Commitment and personal involvement is required from top management in creating and deploying clear quality values and goals consistent with the objectives of the com pany, and in creating and deploying well defined systems, methods and performance measures for achieving those goals.These systems and methods guide all quality activities and encourage participation by all employees. The ontogeny and use of performance indicators is linked, directly or indirectly, to customer requirements and satisfaction, and to management and employee remuneration. 4. 6 Continuous improvement Continuous improvement of all operations and activities is at the core of TQM. Once it is recognized that customer satisfaction can only be obtained by providing a high-quality product, continuous improvement of the quality of the product is seen as the only way to maintain a high level of customer satisfaction.As well as recognizing the link between product quality and customer satisfaction, TQM also recognizes that product quality is the result of process quality. As a result, there is a focus on continuous improvement of the Jakel Silk House companys processes. This wil l lead to an improvement in process quality. In turn this will lead to an improvement in product quality, and to an summation in customer satisfaction. Improvement cycles are encouraged for all the companys activities such as product development, use of EDM/PDM, and the way customer relationships are managed.This implies that all Jakel Silk House activities include measurement and monitoring of cycle time and reponsiveness as a stem for. seeking responsiveness as a basis for seeking opportunities for improvement. Elimination of waste is a major component of the continuous improvement come on in this company. There is also a strong emphasis on thwartion rather than detection, and an emphasis on quality at the design stage. The customer driven approach helps to prevent errors and achieve defect-free production.When problems do occur within the product development process, they are generally ascertained and resolved before they can get to the next internal customer. 4. 7 loyal re sponse To achieve customer satisfaction, the Jakel Silk House company has to respond rapidly to customer needs. This implies short product and service submission cycles. These can be achieved with customer-driven and process-oriented product development because the resulting simplicity and efficiency greatly curb the time involved.Simplicity is gained through simultaneous product and process development. Efficiencies are recognize from the elimination of non value adding effort such as redesign. The result is a prominent improvement in the elapsed time from product concept to first shipment. 4. 8 Actions based on facts The statistical analysis of marketing and manufacturing facts is an all weighty(predicate) part of TQM. Facts and analysis provide the basis for planning, review and performance tracking, improvement of operations, and comparison of performance with competitors.The TQM approach is based on the use of objective data, and provides a rational rather than an worked up basis for decision making. The statistical approach to process management in two marketing and manufacturing recognizes that most problems are system-related, and are not caused by particular employees. In practice, data is collected by Jakel company and put in the hands of the people who are in the best position to analyze it and then take the confiscate action to reduce costs and prevent non-conformance.Usually these people are not managers but workers in the process. If the right info is not available, then the analysis, whether it be of shop floor data, or marketing study results, cant take place, errors cant be identified, and so errors cant be corrected. 4. 9 Employee participation A successful TQM environment requires a committed and well trained work force that moves to the ample in quality improvement activities. such(prenominal) participation is reinforced by reward and recognition systems which emphasize the achievement of quality objectives.On going education and training of all employees supports the drive for quality. Employees in Jakel Silk House Company are encouraged to take more responsibility, communicate more effectively, act creatively, and innovate. As people dress the way they are measured and remunerated, TQM links remuneration to customer satisfaction metrics. 4. 10 A TQM culture Its not easy to introduce TQM. An open, cooperative culture has to be created by Jakel Silk House management. Employees have to be made to olfactory sensation that they are responsible for customer satisfaction.They are not going to feel this if they are excluded from the development of visions, strategies, and plans. Its important they participate in these activities. They are unlikely to behave in a responsible way if they see management behaving irresponsibly verbalise one thing and doing the opposite. 4. 11 point of intersection development in a TQM environment Product development in a TQM environment is very different to product developmen t in a non TQM environment. Without a TQM approach, product development is usually carried on in a conflictual atmosphere where each department acts independently.Short term results drive behavior so scrap, changes, work-arounds, waste, and rework are normal practice. Management in Jakel Silk House should focuses on supervising individuals, and fire engagement is necessary and rewarded. Product development in a TQM environment is customer driven and focused on quality. Teams are process oriented, and interact with their internal customers to deliver the required results. Jakel Silk House managements also must focus on controlling the boilers suit process, and honor teamwork. Part E 5. 0 mop upFocusing on quality, combined with increase costs of materials, equipment, labor and advertising are driving the implementation of TQM as a competitive outline in all types of organizations. These forces for change also provide an opportunity for an expanded role of marketing department man agement in making TQM succeed. Quality can no longer be viewed as the responsibility for one department. It is a companywide activity that permeates all departments, at all levels. The key segment of any quality and productivity improvement program is the employee.Consequently, employee commitment to a TQM program is essential. Because of its fundamental employee orientation, Jakel Silk House should seek the responsibility for implementing TQM programs rather than stake losing their influence over the key element of TQM that the employee. Organizations with a solid reputation for providing high customer satisfaction have a common viewpoint consistently taking care of the smaller duties is just as important as the larger concerns. right as they attempt to instill an overall quality philosophy across the company, Jakel can emphasize consistent quality in its own operations.The day-to-day delivery can be just as important as developing strategic programs that may have higher visibi lity and purportedly greater long term consequences. As a manufacturing company Jakel Silk House is best able to take charge of these important functions as they relate to a TQM strategy. The full potential of the entire work force must be realized by encouraging commitment, participation, teamwork, and learning. Jakel Silk House is best suited to accomplishing this by modeling these qualities.Leading by example, the marketing department in Jakel Silk House Company could then sustain the long term TQM process company wide. A byproduct of setting a TQM example can be the improved standing(a) of the marketing department in the look of other, traditionally more influential departments. But, the primary feather end result can be total quality management as a successful competitive strategy for organizational survival. 6. 0 Reference 1. David L. Goetsch, Stanly Davis Quality Management Introduction to Total Quality Management for production, Processing, and Services, Prentice Hall In c, newly Jersey, 2000. . Robert W. Ingram,Thomas L. Albright, John W. Hill Managerial Accounting, data for Decision 3rd edition, South Western, Canada, 2003. 3. Gopal K. Kanji Total quality management, Proceedngs of the first World Congress, beginning edition 1995, Printed in Great Britain by Hartnolls Ltd,Bodmin,Cornwall. 4. Garrison, Noreen, Brewer, Managerial accounting, Twelfth Edition, Printed in Singapore. 5. http//www. johnstark. com/fwtqm. html. 6. reference with Jakel Silk House Company. 7. 0 Appendices 2 Jakel Silk House (Alamesra branch)