Monitors and Lighting are among the Products of Philips Order Instructions: Note: To prepare for this essay please read the required articles that is attached
I need an essay in the following subject:
Your task is to prepare an annotated outline of your Final Project, briefly indicating the content you plan to include in each section of the report and the concepts and techniques you plan to apply for analysing any data and developing your argument.
The outline should not include detailed sections of the Final Project. Instead, it should be a specific and crisp overview of the contents that will comprise the final report.
You need to briefly describe what information you will include in each section of the report that will work to satisfying these requirements. The work that will be carried out in the outline should represent a higher-level view than the contents of the Final Project. As such, you must remain at this level to avoid reusing the same wording in the final document.
Also, 1) The answer must raise appropriate critical questions.
2) Do include all your references, as per the Harvard Referencing System,
3) Please don’t use Wikipedia web site.
4) I need examples from peer reviewed articles or researches.
5) Turnitin.com copy percentage must be 10% or less.
Note: To prepare for this essay please read the required articles that is attached
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Monitors and Lighting are among the Products of Philips Sample Answer
TQM W7 ASS
Monitors, lighting, color picture tubes for TV’s and shavers are among the products of Philips, one of the three top world’s producers. 50 million integrated circuits are turned out each day by the factory, 30 million tubes of pictures and 1.5 billion lamps of incandescent are produced by the company every year. The company has interests listed on 16 stock market in 9 states, has over 25 locations that has global network of 400 designers, has 265000 employees and has service and sales outlets in 150 countries and over 40 states with 240 production places (Robert, 2013). The company also has also invented 1000 products, has six research laboratories and employees 3000 scientists (Robert, 2013).
In 2003, Philips announced it’s signing of the agreement regarding the transfer of the Audio, Video, Multimedia and Accessories business to Funai on January 29, 2013. Since signing, the company, has been working hard to prepare the business for transfer in the second half of the year 2013. This process has now been completed (Robert, 2013).
BEST represents breakthrough leadership process in Philips. Through alignment of all business and leadership process, BEST drives the company to a World-class level by those improvements. To make things better, Philips is guided by principles to manage the enterprise, commitment and seek betterment. Speed improves programs and makes them focused, clear and correct. Delay of deliveries of programs are seen if the speed is slow. Shorter process cycle accelerates the learning speed at Philips.
At Philips, the managerial knows that without teamwork they cannot compete to get full potential. Hallmark of business at Philips are teamwork, business Excellency, hallmarks and speed. There is always a difficulty in convincing the sales and promotion managers to hold responsibility for TQM. The resistance was partly caused by concern of quality as the main responsibility of the quality department (Ad banjo, 1997).
It is agreeable that most organizations in an attempt to implement TQM would have faced considerable philosophical and practical obstacles. With managers and executive’s difficulty in interpreting and understanding TQM, they could not be expected to sell the idea to the remaining companies. This is hence the reason for failure rate as high as 75% by programs of TQM (Cao et al, 2000).
Ad banjo, (1997) the commitment for TQM implementation by the chief executives is vital. If the chief executives is from a finance or sales background and has a historical or personal skepticism management issues, it will be tricky getting to buy-in. However, while chief executives and organizations performance is scrutinized on a yearly or even quarterly basis, TQM tends to have a medium to long-term payback.
However, though lacking the power to deal adequately with the other dimensions, TQM is an approach to change management that focuses almost entirely on changes in the process. TQM’s benefits may all be regaled by structural, cultural and political constraints, but its value in process improvement is not disputed. (Cao et al, 2000).
Dale et al. (2000) some chief executives, have started to return to quality and cited six sigma as the rebirth of classic quality because they are fed up with excellence without performance, this may not be too surprising and there are likely to be wider issues involved, While there appears to be some justification for this view.
Effective EFQM has provided a holistic model termed as business excellence to hold such a purpose. New directions to the quality movement and deep and lasting changes into participating organizations has been given by the model and the associated self-assessment process (Dale et al, 2000). Due to the raised question whether or not it makes any sense to compare companies according to an arbitrary weight structure, which has never been empirically tested, research on weight structure has been limited and this is problematic regarding the use of the model (Eskildsen, Kristiansen, Juhl, 2002).
The strong mechanistic history of TQM was as a result of change in focus from quality to excellence was believed. Convince managers in departments such as sales and production to take responsibility for quality was found to be difficult by researchers. When such managers saw the word quality they thought TQM to be the sole responsibility of the quality department. It was evidently difficult to enable the whole organization to understand the philosophy and broaden the ownership of TQM from the quality department to all levels in an organization (Ad banjo, 2001).
Sun et al, (2004) TQM may have been misunderstood narrowly as a tool for quality improvement only. The principles of TQM improves the enterprise performances in terms of productivity, cost, customer satisfaction, quality, delivery, market share and profit. More explanation is needed to justify the move from the EFQM model to the European Business excellence model. However, a feeling may rise that the TQM movement is over.
Chapman, (2000) two organizations, one each from the private and public sectors, applied the EFQM excellence model to improve their performance by using a flexible and innovative approach. The aim of any business excellence model is to remain in dynamic and flexible enough to change depending on the influence and opinions of organizations using them ( Ashton, 1997).
Jeanne’s, (2000) every type of organization should be able to include any of the dozens of quality initiatives under the model and identify the relevance of the model to several practices and initiatives. Quality of goods was totally removed though it can be argued that it’s the slow growth of the use of classical quality management that caused the wide acceptance of business excellence.
There are a lot of parallels between six sigma and excellence model, both are complementary approaches. The US equivalent of the UK business excellence award ,two of the early winners of the Malcolm Baldrige National Quality Award, have been proponents of the six sigma approach, including Motorola, the organization that first came up with the idea (Morgan, 2000).
Increasing use of initiatives may be stirred by use of techniques and management tools for the desire to succeed at excellence of a business, though it is entirely based on TQM principles. For the survival in today’s market, there should be need for complement between organizations by the quality and business excellence to enable the success of the business.
Monitors and Lighting are among the Products of Philips Reference list
Adebanjo, O. A. (1997), A framework for total quality culture development, PhD, University of Liverpool. United Kingdom.
Cao, G, Clarke, (2000), A system view of organizational change and TQM, the TQM magazine, United Kingdom.
Dale, B. (1999), Excellence and total quality management: is there a difference, Food Industry Journal, Vol. 3 No.2 pp105-14. London.
Jeanne’s, C. (2000), Death by a 1000 initiatives, quality world. Bristol.
Kristiansen, K, Juhl, H.J, (1999), beyond the bottom line- measuring stakeholder value. Sage, London.
Morgan, J. (2000), Six Sigma excellence, UK excellence, United Kingdom.
Robert Biel, (2013), News line: Philips to take legal action against Funai. London.
