Quality of Products for Competitive Position

Quality of Products for Competitive Position Order Instructions: Quality of Products for the Competitive Position of an Organisation

Quality of Products for Competitive Position
Quality of Products for Competitive Position

Note: To prepare for this essay please read the required articles that are attached then answer the following questions:

How important is the concept of ‘goal translation’ in the methodology of continuous improvement used at STM?

Could this approach be applied effectively in your own company or another organization you know well? Explain your answers with examples.


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.

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Note: To prepare for this essay please read the required articles that are attached

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Quality of Products for the Competitive Position Sample Answer


TQM W8 Reply

Quality of products that a company produces in terms of quantity, price, and delivery time is very important to the customer. Any entity which is determined in maintaining its competitive position in terms of quality products should ensure that it integrates all levels of management in its organization in quality management so as to achieve total quality management at all levels. Most entities have realized that quality can only be achieved if all operations of the organization were involved. An organization is expected to improve quality and performance in all its aspects to exceed customer expectations. In order for an organization to know whether their products are of quality, a survey should be carried on customers because they are able to define quality better. Organization’s management has the duty to improve on its products’ quality all the time. Improvement of organizations’ operations and continuous examination lead to increased and improved quality (Murray, 2015, para2).

Continuous improvement is whereby an organization puts never-ending efforts to expose problems and do away with them. It involves small innovations rather than huge innovations. Japanese view continuous improvement as the root of their business culture (de Jager, et al, 2004, pg. 320). The goal of this philosophy is to improve change operations in the organization in a consistent manner. All members of the organization are involved in the process of reducing waste in labor materials, machinery and production methods.  The organization needs to have a culture which promotes the process to ensure continuous improvement. All its goals, objectives, mission and vision statement need to be in line with continuous improvement. In addition, all firms’ activities, functions, and employees are supposed to be ready and adapt to the culture (de Jager, et al, 2004, pg 320).

Setting firm’s goals in line with continuous improvement makes it easy for the organization to be able to achieve its set goals. This because organization goals and objectives give direction to the organization and are used to predict its future. With the increasing competition in the business world today, most companies are adopting continuous improvement concept to maintain competitive position. Applying the concept of continuous improvement in an organization leads to cost saving which a major goal for all industries. Also, an organization is able to have motivated employees which lead to increased productivity and reduced employee turnover Evans, 2010, pg.179). Through the concept, organizations have the capability to produce quality services and products at reduced prices improving customer satisfaction. Finally, organizations are able to enjoy long-term benefits whereby their product becomes reliable, of higher quality, advanced, cheaper and attractive to customers (Jorgensen, Boer, & Gertsen. 2004, pg 345).

STM microelectronics tried several strategies to be able to maintain its competitive position in its industry, given that electronics industry is very competitive all over the world. Factors such as economic forces greatly influence the industry and to be able to maintain their competitive position all the time forced them to adopt a strategy that will enable them produce quality products and sell them at cheap prices to maintain their market share. To deal with these issues in 1987, the company decided to merge the two bodies into creating a company which could compete globally. This did not work out properly the company still had financial problems. This led to the company launching a TQM initiative in 1991 which was based on European foundation for quality management model.

First, the company expects commitment from management as well as staffs to ensure that they achieve success in their implementation of TQM. Company has as well has made some changes such as revising its strategic guidelines, mission statement and new objective , guidelines principles, Total quality management principles of the future were set to all employees all over the world. A team was formed to implement TQM strategy in the organization and the company set a common culture, ways of working and vision of the culture to all its branches all over the world. It also fixed long-term policies, which were to enable the STM monitor the progress of its TQM strategy and improve, were necessary.

One of the method that STM used in its policy deployment to enhance its total quality management in their management. To make its deployment policy effective it made the approach simple by combining many existing initiatives as possible. STM defined its deployment policy in different styles which made it easy for employees to understand it better. To manage and achieve its objectives, the company set goals and clear performance targets to attain by the end of the year. The company is committed to ensuring that it achieves total quality as espoused in its philosophy, goals, values and strategy as they are spread down the organization.  This has enabled the company to provide clarity and focus of direction and alignment. STM ensured effectiveness of its deployment policy by setting its goals and actions in line with its quality strategy and ensuring that they were clear to all employees at all levels.

STM’S approach could be applied in any company all over the world to achieve competitive advantage over competitors and company’s success too. In my company, the approach would help us improve on our customer relationship because the process will enable production of quality products, at lower prices which would lead to customer satisfaction. In addition, we will be able to gain a wider market share, and our reputation will also improve. This process will also lead to improved teamwork in my company because people will have to work together.

In addition, our company will have motivated employee more than ever because the process will involve all the employees at all levels hence, making them feel as part of the organization which is very important in employee motivation. Finally, my company will be able to reap great profits due to reduced costs of production and material costs too.  Total quality management is very important to all organizations it leads to many advantages, but it is hard to achieve it if the company does not set its goals and objectives in line with it. It is therefore very important to ensure that whenever an organization is adopting TQM in its organization all its functions and operations are geared towards quality (Bhuiyan & Baghel, 2005).

Quality of Products for Competitive Position Reference list

Bhuiyan, N., & Baghel, A. 2005. An overview of continuous improvement: from the past to the present. Management Decision, 43(5), 761-771.

de Jager, B., et al., 2004. “Enabling Continuous Improvement: A Case Study of Implementation.” Journal of Manufacturing Technology Management, 15(4) 315–324.

Evans, R. 2010. Managing For Total Quality and Performance Excellence. South- western. Cengage learning

Jorgensen, F., Boer, H., &  Gertsen, F. 2004. “Development of a Team-Based Framework for Conducting Self-Assessment of Continuous Improvement.” Journal of Manufacturing Technology Management. 15 (4) 343–349.

Murray. M. 2015. Total Quality Management (TQM). Retrieved May 7/2015, from:http://logistics.about.com/od/qualityinthesupplychain/a/TQM.htm

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