Re: Total Quality Management Pearson Education Pdf Free 264
Vida Hubbert
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As engineering students, becoming engineering managers may not be your final objective of your career development but will be a milestone during your career life after graduation. In this sense, a sound knowledge base with good understandings of both mature and advanced management methods and tools is an important quality driver for you to effectively manage and control an engineering project or company. This module will provide you with such a knowledge base, as well as standing you in good stead should you aspire to an engineering management position in the future.
In this module, we will lead you to the interior of a manufacturing/engineering company so as to provide you with a working knowledge base, by which you can easily realise and locate where you are working, what you are working for, how you can work effectively, and who you can liaise with in your work. This knowledge base includes organisational structure, business functions and processes, strategic management, operations management, total quality management, and methods and practices for business operations. Furthermore, you will have the invaluable opportunity to learn about essentials of human resource management, as well as the legal framework in which business operates.
By the end of this module, you should have a strong and comprehensive grasp of manufacturing/engineering business functions, processes and operations, understand why a good strategy is vital for such businesses and how to operate a business towards a well-defined strategy consistently. You will be equipped with the knowledge and attributes of total quality and be competent to apply appropriate methods to proactively identify potential quality problems within a business and use relevant tools to make continuous improvement. Furthermore, you will have strengthened communication and presentation skills and gain practical experience of stacks.
This module is designed for potential engineering managers and leaders, aiming to provide you with a knowledge base equipped with comprehensive engineering business management methods and practices so as to stand you in good stead should you aspire to an engineering management position in the future. When participating in or leading the management and control of an engineering company, we expect you to be able to use this knowledge base to understand the business natures, functions and processes, define appropriate strategy for business development, design and control business operations by using relevant management methods to achieve the strategy, and apply appropriate management concepts and tools to continuously improve your business operations and hence performance and competitiveness.
5. Comprehensively understand the principles of Total Quality Management (TQM) and be able to apply the TQM methods and tools to identify and locate existing and potential problems within a manufacturing system so as to achieve continuous improvement.
If a module is normally assessed entirely by coursework, all referred/deferred assessments will normally be by assignment.
If a module is normally assessed by examination or examination plus coursework, referred and deferred assessment will normally be by examination. For referrals, only the examination will count, a mark of 50% being awarded if the examination is passed. For deferrals, candidates will be awarded the higher of the deferred examination mark or the deferred examination mark combined with the original coursework mark.
Copyright: 2019. The Author(s). Licensee: AOSIS.This is an Open Access article distributed under the terms of the Creative Commons Attribution License, which permits unrestricted use, distribution,and reproduction in any medium, provided the original work is properly cited.
Background: Work engagement can be defined as a positive, fulfilling, work-related state of mind that is characterised by Vigour, Dedication and Absorption. There is a general belief that there is a connection between work engagement and business results, as well as total quality. Practitioners and academics have over the years agreed that the consequences of work engagement are positive. Total quality management is an essential practice that can be used to improve the quality of products on a systematic basis to meet customer satisfaction. It is important for an organisation to have engaged employees as it is evident that such an organisation is likely to prosper and attain total quality management (TQM).
Setting: The study was carried out in the petrochemical industry, which is of economic significance to the country. The degree of work engagement is essential for sustainable performance in this industry.
Methods: Two questionnaires were used for the study, namely the Utrecht Work Engagement Scale and TQM. A total of 166 of responses were received from employees working for a petrochemical organisation.
Results: Overall, the results showed that work engagement had a positive relationship with the dimensions of TQM, which was used as a measure of quality, which is a non-financial measure of performance.
The focus of this research was on the influence of work engagement on total quality management (TQM) practices in the manufacturing facility of a petrochemical organisation. This organisation operates production facilities in South Africa and supplies a range of chemicals to local and international markets. Its competitive advantage lies in its people and its unique technology and products. The manufacturing of good quality products is not only dependent on the technology and operating equipment used, it is also dependent on the operators and effective management of the whole value chain. Managers working in the manufacturing facilities usually face issues on a daily basis that require direct attention and quick response. With production facilities being at the core of business operations, these issues can directly affect the company in substantial ways. There is a high cost due to inconsistencies in quality of the intermediate and final products and this affects the whole value chain, including the relationship with the customers. The pressure on manufacturers to produce high-quality products that are safe is therefore an increasing challenge. Total quality management is an essential practice that can be used to improve the quality of products on a systematic basis to meet customer satisfaction (Karia & Asaari 2006:30). By pursuing TQM, an organisation will improve the quality of its products and reduce rejects and reworks, which will indirectly reduce production costs (Prajogo 2007). Pursuing TQM demands that the organisation controls the production processes to minimise defects in their outputs, and also reduce failure costs. Therefore, the successful implementation of a quality management system yields a number of benefits, such as low production costs and higher productivity attributable to the reduction of rejects and reworks. Another benefit is customer satisfaction leading to customer loyalty and repeat business.
According to Biswas and Bhatnagar (2013:27), it is important for an organisation to have engaged employees as it is evident that such an organisation is likely to prosper and attain TQM. The degree to which these employees are engaged is therefore critically important for the implementation of TQM practices and the success of the business.
It became evident from literature that work engagement is defined differently by various organisations and authors. These definitions are in most cases adapted to what the organisations deem important for them.
Burnout researchers define engagement as the opposite or positive antithesis of burnout (Maslach, Schaufelli & Leiter 2001:398). According to Maslach et al. (2001:399), engagement is characterised by energy, involvement and efficacy, the direct opposite of the three burnout dimensions of exhaustion, cynicism and inefficacy. Research on burnout and engagement has found that the core dimensions of burnout (exhaustion and cynicism) and engagement (vigour and dedication) are opposites of each other (Gonzalez-Roma et al. 2006:166). According to Schaufeli and Bakker (2004a), work engagement is defined as follows:
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