Thesis (MBA (Business Management))--University of Stellenbosch, 2007. / ENGLISH ABSTRACT: Globalisation has changed markets significantly. In order to maintain and improve competitiveness it is generally agreed among executives that the quality of products
and services is essential (Omachonu & Ross, 1994: iii). In order to strive for higher
quality, organisations have chosen different paths to achieve this goal. Several years
ago one of the most discussed topics was the DIN EN 9001 certification. Thousands of
organisations have taken this step towards quality management and are certified
today. The DIN EN 9001 became the global standard, and there are markets where
companies are not able to operate without this certification anymore. Some
companies have profited greatly from the introduction of ISO 9000, because for the
first time a quality management system (QMS) was introduced. It initiated significant
restructuring programs. Consequently, processes were streamlined and organisations became more transparent.
But many companies still do not “live” the concept, but instead and only show
relevant paperwork to the external certification body in order to obtain the certificate.
Even more particularly companies, which live the QMS face the question of which
concepts are suitable to not only further improve quality and productivity but also to
generate long-term sustainable business success. For these companies Total Quality
Management (TQM) can be a very promising concept.
Although the concept of TQM already dates back several decades it became very
popular recently. TQM is a concept that puts quality in the centre of all aspects. Its
principles encompass the involvement of all employees, and it strives for long-term
customer satisfaction. TQM is based on continuous improvement and focuses on
sustainable achievements. The objectives of this approach are not only long-term
business success but also benefits for the individual employees and the society.
Therefore TQM can be considered as one of the most far-reaching quality concepts
existing today.
The Fliess Company is a medium sized production company for welding wires. In
2001 Fliess introduced the IS0 9001: 2000. It has taken the company several years
to fully live the QMS, after it mainly introduced it only to satisfy customers’
requirements of the certification. Today the processes are aligned in accordance with
ISO 9001: 2000 and the company lives the QMS. But as a producer of very specialised premium products, management realised that it needed continuing on in
order to maintain the competitive advantage. Therefore Fliess is busy at present
implementing TQM. There are various areas of applying TQM at Fliess. The main
focus lies on further improving customer satisfaction through continuous
improvement and special attention is paid to the involvement of the individual
employee. But TQM needs to be implemented in a very careful way to prevent a
failure. Organisational changes must be supervised closely by top management. If
top management is not fully committed and does not fully support the implementation
in both the short and long term it can be very frustrating for the employees, and the
implementation will not only fail but might even have negative effects, too. / AFRIKAANSE OPSOMMING: Globalisasie het markte geweldig verander. Ten einde kompeterendheid te behou en
te bevorder is bestuurders dit eens dat hoë kwaliteit van produkte en dienste
noodsaaklik is (Omachonu & Ross, 1994: iii). Maatskappye volg verskillende roetes
in die strewe na hoë kwaliteit, en hierdie ondersoek fokus op hoofkonsepte rakende
kwaliteit en kwaliteitsbestuur.
’n Tydjie terug was die bespreking van “sertifisering” hoog op die agenda van enige
kwaliteitsforum. Maatskappye het groot baat gevind met die bekendstelling van
ISO 9000, waar daar vir die eerste keer ’n kwaliteitsbestuur program ingestel is. Dit
het tot grootskaalse maatskappy verandering en proses herstrukturering gelei, en
maatskappye in geheel het meer deursigtig geword. Duisende maatskappye het die
stap geneem en is vandag gesertifiseer. Die DIN EN ISO 9000 het die globale
standaard geword, en daar is markte waar maatskappye sonder diè sertifisering nie
langer besigheid kan beoefen nie. Daar is egter steeds maatskappye wat nie regtig
die stelsel “uitleef” nie, maar bloot sertifisering soek omdat kliënte dit vereis – nie
omdat hulle self dit wil toepas nie.
Selfs maatskappye wat die stelsels ten volle inkorporeer het staan egter voor die
uitdaging van hoe hulle kwaliteit verder kan verbeter en op langtermyn ’n suksesvolle
onderneming kan verseker. Vir baie van die maatskappye is Totale Kwaliteitbestuur
(Total Quality Management - TQM) ’n belowende konsep.
Alhoewel TQM konsepte reeds ’n hele aantal jare terug ontwikkel is, geniet dit
huidiglik ’n nuwe oplewing. TQM plaas kwaliteit in die middelpunt van aktiwiteite,
insluitende die volledige betrekking van werknemers en langtermyn kliënte
tevredenheid. TQM is gebaseer op kontinue verbetering en fokus op volhoubaarheid.
Die doelwitte sluit nie net langtermyn besigheidsukses in nie, maar ook voordele
vir individuele werknemers en die samelewing in geheel. Dus kan TQM gesien word
as een van die mees omvattende kwaliteitskonsepte wat huidiglik bestaan.
Die ontwikkeling en toepassing van die konsepte soos bo beskryf word in hierdie
verslag voorgestel en uitgelig aan die hand van die Fliess Maatskappy, ’n medium
grootte vervaardigingsmaatskappy van sweisdrade. In 2001 het Fliess die
ISO 9001:2000 standaard begin implementeer. Dit het ’n hele aantal jare geneem voordat die stelsel volledig benut is, nadat dit aanvanklik bloot op grond van kliëntevereistes ingestel is. Vandag kan daar met trots gesê word dat alle prosesse in lyn is met die sertifiseringsvereistes, en die maatskappy “lewe” die ISO 9001:2000
standaard. Bestuur besef egter die noodsaaklikheid om verder te ontwikkel en aan te
pas in die hoogs kompeterende omgewing ten einde hulle kompeterende voordeel
nie net te behou nie maar uit te bou. Daarom is Fliess besig om TQM beginsels
verder uit te brei en in verskillende areas te implementeer om sodoende kliënte
tevredenheid te verhoog – dit word gedoen deur veral deurlopende verbetering en
die betrokkenheid van elke individuele werknemer.
| Identifer | oai:union.ndltd.org:netd.ac.za/oai:union.ndltd.org:sun/oai:scholar.sun.ac.za:10019.1/881 |
| Date | 12 1900 |
| Creators | Fliess, Alexander Hermann |
| Contributors | Von Leipzig, Konrad, University of Stellenbosch. Faculty of Economic and Management Sciences. Graduate School of Business. |
| Publisher | Stellenbosch : University of Stellenbosch |
| Source Sets | South African National ETD Portal |
| Language | English |
| Detected Language | English |
| Type | Thesis |
| Rights | University of Stellenbosch |
Page generated in 0.0026 seconds