As noted by Akpieyi (1996), an Orgamzation that seriously practices Total quality management (TQM) internalizes its culture in its activities arid continuously protects the culture from dilution by carrying out quality audit periodically to ensure that the established systems are being maintained, while backward slides to the old habits are averted. The organization thus exhibits distinguishing features of having quality in recruitment and selection in orientation, in appraisals in promotion, rewards and quality in leadership at all levels of the organization.

Other characteristics of organizations that use TQM includes all their business processes are capable of delivery to their customers the right products and services at the right time and at the lowest possible cost. They invest heavily on cost of good quality to drive out cost of bad quality. Work scraping, rework arid errors are substantially reduced to the barest minimum. This is a function of strict adherence to the quality delivery process. Visceral commitment to and obsession for internal customer and external customers are distinctive features of TQM based organizations. According to Akpieyi (1996), the customer supplier chain is nurtured and sustained through the practice of getting each work group (the manager or supervisor and his direct reports) to determine who its internal customers are and delivers quality products/services to the end user- the external customer. The recognition that integration of external supplier into business problem solving and strategic planning process confers tremendous advantage in meeting external customer requirements in another distinctive characteristic of TQM based organization.
Customer Supplier Chain

 (Business Times, Feb. 12th, 2006)

According to Elliot (2001), production excellence is the result of
achieving a set of quantifiable performance criteria. The output measures of production excellence are straight forward and includes;
          Process capability and control (minimum Cpk above 1.33)
          Equipment reliability (minimum 95 percent)
          A 100 percent on time delivery to customer request
          A priority focus on safety (a zero harm mentality)
          Year-over year actual per unit cost reduction
Excellence sounds glamorous, but achieving it takes nothing short of respective and predictable process coupled with a corporate culture that holds excellence above all. Call it Six sigma, zero defects, benchmark performance, production excellence, by any name is both a journey and a race. Serious contenders are competent, lean and ever committed to higher levels of performance. Never before has so much time been spent preparing practicing and analyzing benchmark performance. Minimal conditioning requires such a grueling regimen of daily discipline to succeed in achieving production excellence (Elliot 2001).
For world class competitors, industries and organizations, minimal performance requirements include respective and predictable year-over-year actual per unit cost reductions, ever reducing variations, improved product quality and extra ordinary customer service. Achieving production excellence requires institutionalized management proof process that is sustainable despite changes in leadership, strategy and business conditions (Elliot 2001).
            As stated by Elliot (2001), acknowledging and conquering complexity is the firsts step in achieving production excellence, requiring a fundamental change in thinking and action. The team must agree without reservations to support only those activities that directly add value to the overall objective, aggressively and dispassionately eliminating those activities that do not. Complexity is the collective sum of all the activities performed that are not bottom-line justified on the low side of the economic cycle and is the single greatest deterrent to production excellence. Understanding the task, excellence requires a total commitment to process capability; variation reduction and the creation of a benchmark employee knowledge base, any organization that has a continuous improvement culture would be able to understand the significant change required to achieve statistical performance excellence and would change everything they do. Management consensus, should provide a consensus that an even greater discipline would be required to establish or maintain acceptable levels of performance. Understanding the importance of knowledge, often manager believes that only missing performance ingredient is effort. The truth is that vast majority of employees work hard to do their best, still trying their best fall short which makes the route from acceptable to excellence long. This means that every employee must have an increased ability to perform, and this means focusing resources on supplying knowledge to employees-all employees. Knowledge will result in increased ability and with increased ability comes increased performance (Ajibola 2005).
            Consistent and clear expectations, there are two categories of dysfunctional key performance indicators. The first is those individually or functionally set objectives that encourage the classical organizational conflicts; examples include optimal machine utilization versus minimum inventions or increased sales versus higher margins. The second is the use of generalized and concept objectives such as Six sigma, quality benchmarking customer services, unless these concepts are translated into detailed short termed activities, individuals are never sure what is expected of them and thus will often fall short of expectations and performance goals (Ajibola 2005).
Challenge of passion, excellence is the most difficult of all business or personal objectives to define and achieve. It requires an uncompromising passion to excel, without this passion, the excellence of process discipline is impossible. Acknowledging the basic production excellence is the achievement of basic output of elements, without a focused organizational commitment to the basics of variation reduction, service, cost and safety, there is no foundation on which to build successful strategic plan. Organizations need not look to higher level priorities before the foundation is firm enough to support the business structure. Unlimited involvement experience, few managers have actually led a group of employees and colleagues through a process of delegation and involvement in which immediate and substantial performance improvement was a mandate. Without such experience, most people cannot generate the level of faith required to make the personal and organizational involvement to ensure success. The minimum requirement is a total commitment to address aggressively the short falls of a full individual and organizational knowledge and experience gap analysis. Less focus on output measurements, most organizations are output or result focused; the central driver of performance is the quality of the process input. In achieving production excellences organizations need to change their focus and measures to the input side performance (Elliot 2001).
As noted by Elliot (2001), excellence is about leaders committing themselves and organizations to climbing over, going through, or eliminating the barriers that have so often slowed and stopped them in the past. Excellence is not a concept, it is a something we understand intellectually, we want emotionally and we avoid consistently, production excellence is driven by a passion for discipline, profitability and variation reduction. Excellence in production requires a passion to make every action, every activity and every moment count, every shift, every day and every hurdle (Elliot 2001).
            However the above route are not only concerned with achieving conformance to customer requirement in the most efficient or cost effective manner but has more new and hopeful effective approach for an increasing production excellence through Total quality management (TQM) (Elliot 2001).
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