When one reads these case studies one is impressed by

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Unformatted text preview: SOPs), and of beginning to transform the attitudes of both managers and employees, and the overall atmosphere of the workplace. When one reads these case studies one is impressed by the whole-hearted commitment that these companies made to introducing change on such an extensive and long-term scale, and is impressed also by their comments about the value that TQM had for them. Here are some of these comments: “For the past four years, innumerable changes have been brought about by the growing globalisation process that would have severely threatened our market position had we not adopted the TQM methodology and introduced it into our management system. Borderless competition, customers’ changes in preferences and inflation rates have been making their way into our business.” Tiongson Industries, Inc., Philippines “I would like to emphasize that the detailed information contained in the TQM Handbooks provided by JSA and MITI has significantly helped us to overcome the many weaknesses in our production processes, and I feel very grateful for having participated in the TQM Project.” Michael Khoo, Chief Executive Officer, Interline Roofing Co. Sdn Bhd, Brunei Darussalam “By applying the concepts of the TQM Handbooks, such as QC, Problem Solving, Daily Management, Production Control and Purchasing, the 8 teams of Executive Group Activities managed to cut down the operations costs by almost RM 1.3 million within six months, and the break-even volume fell dramatically from 8000 car sets to 5000 car sets.” Ingress Engineering Sdn. Bhd, Malaysia 6. Model companies The first twelve companies to participate in the ASEAN/Japan/UNIDO TQM Project were: Countries Companies Brunei Darussalam Interline Roofing Company Sdn. Bhd. Indonesia PT. Terang Kita, PT. Bakrie Tosanjaya Malaysia Ingress Engineering Sdn. Bhd., Raya Plastik Industri Sdn. Bhd. The Philippines First Gem Philippines Electric Company, Tiongson Industries, Inc. Singapore Cast Laboratories Pte. Ltd. Thailand Federal Electric Corp., Ltd., Siam Cast Iron Works Co. Ltd. Vietnam Thieu Nien Tien Phong Company (Tifoplast), Petroleum Mechanical Company A Roadmap to Quality 5 The Origins The Origins.qxd 3/10/05 12:30 PM Page 6 7. Results The overall results of the Project have been excellent. The great number of lectures, seminars and workshops in each of the ASEAN countries and in Japan have established a widespread awareness of TQM principles. The participating companies of course have benefited most from the programme. Staff have steadily begun to take the programme more seriously, and to recognise the contribution that they themselves can make to the implementation of TQM. The business success of the implementation of TQM can be seen in the improvement of a number of indicators, including profit, complaints, delays, absenteeism, number of training days, and the ratio of sales to the number of employees. Almost all model companies have said that they regard the introduction of the TQM Handbooks as just the beginning of a long-term process. They know that they face the growing challenges of the new millennium in meeting competition, increasing productivity, and achieving customer satisfaction. This first phase of the TQM Project has therefore reached a successful conclusion. The first generation of model companies to implement TQM has been established and the national committees have presented strategic plans for the further spread of the know-how they have acquired. They have shown that, through the use of TQM tools, enterprises can survive and grow in the face of competition. 8. The TQM Project’s message for SMEs For the manager in small and medium sized enterprises, the essential message to emerge from the TQM Project is the value of customer focus, continuous improvement and teamwork. Tools and methods do exist to improve every aspect of a product while delivering it at a competitive price. Moreover, this approach to production, as demonstrated in Japan, generates a new form of learning, one that provides the basis of a sustainable competitive advantage in sectors and regions, and ultimately in nations themselves. 9. The way forward This wealth of experience and expertise is now available online and on CD in A Roadmap to Quality. Enhanced by the addition of learning activities, and with the interactivity and ease of access provided by these media, A Roadmap to Quality is a comprehensive e-learning package that will enable SMEs to implement TQM themselves – within the limits of their own resources, and by drawing on the capabilities of their own staff. A Roadmap to Quality 6 The Origins Glossary.qxd 3/10/05 12:25 PM Page 1 Glossary Glossary.qxd 3/10/05 12:25 PM Page 2 Glossary 4M1E: The 4M are man, machine, method, and material, and 1E is the environment – the physical surroundings. Check these to find the root causes of a problem. 5S activities: These are based on the five Japanese principles of cleanliness and tidiness in the workplace. “5S” is derived from the Japanese words: Sei...
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This note was uploaded on 10/07/2013 for the course MKT marketing taught by Professor Anamika during the Spring '12 term at Punjab Engineering College.

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