A review on Research Paper [MGT330: Introduction to Operation Management] Section: 05 Submitted to Nahida Akter Naiema Lecturer Department of Management School of Business and Entrepreneurship Independent University, Bangladesh Submitted By Id Number Name 2221404 Faika Mah Farah Tonami Ragib Nihal 2220548 Akila Amzad 2131349 Md Ahad Khan Date of Submission: 14th July 2024 “Total Quality Management as Competitive Advantage: A Review and Empirical Study” by Thomas C. Powell In this paper, the author explores the concept of Total Quality Management (TQM) and its potential as a competitive advantage for organizations. TQM is an approach that focuses on improving the quality of products, services, and processes within an organization. The author conducts a comprehensive review of existing literature on TQM and also presents findings from an empirical study. An empirical study is a type of research method that involves gathering data through direct observation or experimentation. Researchers collect and analyze data to test hypotheses or answer research questions in an empirical study. This data is typically obtained by conducting experiments, surveys, interviews, or observations. By using empirical methods, researchers aim to provide reliable and valid findings that can contribute to the body of knowledge in a particular field. In this particular research paper, the author conducted an empirical study to gather data and support the concepts and ideas presented in the paper. This involved collecting data from realworld organizations and analyzing it to draw conclusions and insights about Total Quality Management (TQM) as a competitive advantage. The author highlights that TQM can provide organizations with a competitive edge by enhancing customer satisfaction, reducing costs, and improving overall efficiency. By implementing TQM principles, organizations can achieve higher levels of quality, productivity, and customer loyalty. The study also emphasizes the importance of leadership commitment, employee involvement, and continuous improvement in the successful implementation of TQM. The author highlights that implementing TQM principles can provide organizations with a competitive edge by enhancing customer satisfaction, reducing costs, and improving overall efficiency. It emphasizes the importance of leadership commitment, employee involvement, and continuous improvement in the successful implementation of TQM. By adopting TQM, organizations can achieve higher levels of quality, productivity, and customer loyalty. The study emphasizes the significance of a holistic approach to quality management and the need for ongoing efforts to achieve and sustain excellence. Overall, the research paper provides valuable insights into the benefits of adopting TQM as a competitive advantage in organizations. It emphasizes the significance of a holistic approach to quality management and the need for continuous efforts to achieve and sustain excellence. “Total Quality Management in SMEs” by Ghobadian Gallear In today's global economy, small and medium-sized enterprises (SMEs) play a critical role in employment and economic growth. They face unique challenges adapting to competitive landscapes, requiring continuous operational enhancement. Despite structural differences from large organizations, SMEs can benefit from Total Quality Management (TQM) principles tailored to their specific needs, which include flexible policies and resource utilization. Recognizing these differences is essential for effectively implementing TQM and leveraging SMEs' resilience in driving economic stability and job creation. After embracing Total Quality Management (TQM) in the 1980s, Dutton adopted modifications such as a CWQI guide and an Awareness Day. They instituted profit-sharing plans, consolidated payment mechanisms, and an annual hour program. With an emphasis on quality improvement through TQM, BS 5750 compliance, and industry benchmarking, Varian introduced Operational Excellence in 1991. Despite its small size, Betts successfully implemented a Continuous Improvement (CI) program by addressing skepticism through comprehensive education and training in problem-solving and teamwork. Led by committed management, they managed challenges like role clarity and communication barriers efficiently. Training by Teaching Company Associates was effectively executed despite operational constraints, promoting CI throughout the organization. Betts improved communication with a whiteboard system and newsletters, enhancing employee recognition and program understanding. Their flat organizational structure and streamlined decision-making facilitated smooth CI implementation, overcoming initial hurdles to achieve functional integration and alignment of goals across the organization. The authors conducted deductive research examining Total Quality Management (TQM) in Small and Medium-sized Enterprises (SMEs), using detailed case studies of two small and two medium-sized organizations. They argued that management concepts tailored for large firms might not effectively apply to SMEs without adaptation, but implementing TQM in SMEs can significantly enhance market focus, operational efficiency, human resource utilization, and competitiveness. The study highlighted that SMEs can achieve cultural change more readily through TQM compared to larger organizations with more entrenched cultures. Key findings emphasized the crucial role of management recognition in TQM adoption, despite challenges in identifying specific barriers to this recognition. While financial resources were generally sufficient, time constraints and limited in-company knowledge sometimes hindered TQM's progress. The study also cautioned against setting unrealistic quality improvement goals in SMEs, which could hinder employee motivation. Overall, the research underscored TQM's potential to enhance SMEs' long-term sustainability and growth, despite obstacles encountered during implementation. References 1. Powell, T. C. (1995). Total quality management as competitive advantage: a review and empirical study. Strategic management journal, 16(1), 15-37. 2. Ghobadian, A., & Gallear, D. N. (1996). Total quality management in SMEs. Omega, 24(1), 83-106.
