Implementation and how to continue to improve them.

Implementation of Total Quality Management
Factors on the causes of critical successes and the pioneering orientation on organizational performance of organizations
14382753810Mohammed Jabir #P20172002438
00Mohammed Jabir #P20172002438

Dissertation Supervisor: Dr. Kamarul Bahari bin YaakubFirst Semester, 2018– 2019
Abstract
TQM is a new management philosophy established in the UAE, Gulf region and other Arab countries not long ago.

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For You For Only $13.90/page!


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However, TQM in the UAE, GCC and other Arab countries have not received much attention nor research from academics and practitioners regarding critical success factors and continuous improvements.

The objective of this thesis is to explore the success factors necessary to implement TQM in UAE, GCC and others organizations and how to continue to improve them.

Strive to find a relationship between the factors that cause the successes of critical elements of continuous improvement.

Important success factors include all which can be caused by the treatment and improvement of many in UAE: Commitment of management, Education and training, Team work and hierarchical culture, Relationships work as a team, commitment of the administration to covenants, conventions, education and continuous training, Culture in the region and organizing it to contribute to the success of the overall quality.

Points of convergence have also been found to improve the overall quality of the UAE: Employee satisfaction, Items quality, Business process improvement, Customer satisfaction. improve the business process, satisfaction of both staff and customers, product quality.

Keywords: Total Quality Management, Leadership, Customer Satisfaction, Continuous Improvement, Gulf Cooperation Council Organizations, United Arab Emirates.

Keywords: Total Quality Management, Leadership, Customer Satisfaction, Continuous Improvement, Gulf Cooperation Council Organizations, United Arab Emirates.

Abbreviations and Acronyms
(UAE) United Arab Emirates.

(GCC) Gulf Cooperation Council.

(TQM) Total Quality Management.

Contents
TOC o “1-3” h z u About Strategic Alliances PAGEREF _Toc514849217 h 2Why Strategic Alliance PAGEREF _Toc514849218 h 3Types of Strategic Alliance PAGEREF _Toc514849219 h 3Key Factors of Strategic Alliance PAGEREF _Toc514849220 h 3Process of Strategic Alliance PAGEREF _Toc514849221 h 3About Tesla Motors Inc. PAGEREF _Toc514849222 h 5Vision & Mission PAGEREF _Toc514849223 h 5Tesla’s Partnerships PAGEREF _Toc514849224 h 6Industry Analysis PAGEREF _Toc514849225 h 7Strategic Issues PAGEREF _Toc514849226 h 7SWOT Analysis PAGEREF _Toc514849227 h 8VRIO PAGEREF _Toc514849228 h 9Conclusion PAGEREF _Toc514849229 h 10
Introduction
Research Overview
Organizations in the United Arab Emirates are facing a major challenge in achieving customer satisfaction and continuous improvements to these brands.

In recent years, quality departments have been added in many institutions in the United Arab Emirates such as the Center of Excellence, whether governmental or private sector.

This is because effective management of quality is a desirable field that should be integrated into such organizations.

There are different types of quality management, such as Total Quality Management, ISO9000, Lean and Six Sigma, but the closest representation to people in the process is total quality management.

TQM appeared for the first time in 1940 in the Japan industry.

After World War II, the Japanese adopted quality in every product, transforming from a nearly devastating economy into one of the best in the world.

TQM proved to be the best field in Japan’s manufacturing enterprises, and Deming assisted Japan in issuing instructions and guidelines in the formation of a system and transformation of the requirements in industry, education and government.

Since then, quality researchers have been trying to find the basic elements that make the TQM successful in place, circumstance and over time.

Since the advent of TQM, its concepts, values ??and objectives have been fully justified because managers seem to be looking for short-term results and benefits rather than longer-term developments and improvements.

TQM appeared in a documentary entitled “If Japan can … Why Cannot We?” On June 24, 1980, the documentary was an awakening for the US business and US community.

Literature references indicate that manufacturing establishments are no different from other organizations such as service organizations or others.

 Unlike Deming, there are many leading global business leaders such as Juran, Ishikawa and Crosby. These people put forward proposals that give the public an expanded understanding of TQM practices, concepts and philosophy.

However there is no similarity in their proposals yet some similarities can be reached.

The TQM tool is useful for organizations at the present time as the competition is strong between them as each organization seeks to maintain superiority over other organizations.

Perhaps the idea that comes in the context of our research is “survival of the fittest” The fitness that characterizes successful organizations from unsuccessful organizations is quality in product and customer satisfaction, which is one of the most common concerns among organizations despite the different nature of work.

 TQM focuses not only on quality aspects of products, but also on the participation of all members of organizations to achieve improvements and sustainable gains through customer satisfaction and prevention through forecasting needs and expectations. Through integration and collaboration, employees are proud to be involved in the organization. It also encourages people to do the right things in an integrated way.

In terms of the application of TQM, there are many studies that address the proper implementation of TQM. Although the principles of TQM are the same, the implementation steps vary from one study to the next, and the discussion here seems to be going on about the application of TQM.

In fact, the reason that prompted the researcher to start this letter is his belief that the practical application of TQM in the United Arab Emirates, especially the Gulf region in general, would expand to other countries in the Middle East would benefit everyone.

In addition, the researcher wanted to achieve the success factors of applying TQM to suit the UAE, where the current studies seem to focus on the industries of other countries such as the Japanese industry, the US industry or the Chinese industry.

Research Problem
As mentioned in the Research Overview section, there is an urgent need to study TQM, factors that lead to its success, and barriers to the implementation of TQM in UAE organizations.

Total Quality Management (TQM) is a new management style that emerged in the 1980s in the United States. As a result, the UAE organizations were affected by the new management style. However, no evidence or information is provided in magazines or audio and visual channels regarding factors that are successful or influential in the United Arab Emirates.

Culture in the UAE still needs empirical evidence and real successes to generalize the new style on the basis of results.

There is a lack of literature review and there is no direct evidence between TQM and critical success factors in the UAE.

These issues form the basis for studying and writing the thesis. The study consists of a case study methodology to find out the real cases and draw conclusions based on the results found in the case organizations.

Scope
The scope of this research is limited to identifying key elements of TQM implementation and promoting continuous improvement.

Currently, the context of this research is limited to organizations of the United Arab Emirates.

The scope of this study about is constrained to establishing up the connection between the key components of implementation of TQM and the impact of consistent improvement as well as the whole cycle from implementation to the continuous improvement.

Research Objectives and Aims
The research aims to help establish success factors for TQM in the United Arab Emirates by examining the relationship between TQM and continuous improvements in order to identify the critical success factors that act as key elements contributing to the continued improvement within the UAE institutions.

The research will contribute and fill the hole of the developing assemblage of learning and literature of TQM particularly in Gulf district in general and United Arab Emirates in specific.

This study will benefit organizations who want to implement TQM by looking at critical success factors and other organizations’ experiences on implementations. In addition, this research will discusses the barriers to implement TQM in both literature and in the three case studies; therefore, other organizations will know the existing barriers to expect and mitigate the barriers.

Regarding the implementation of TQM, professionals would know the significance of characterizing the client necessities and needs and in addition the market requirements and in this manner, they will design the critical outcomes and will coordinate the choices they settle on towards more client centered choices.

Additionally, certain columns are imperative to pick up the advantages of TQM, for example, vision, mission, clear goals, and significance of commitment of management towards successful implementation by adopting quality in the strategic planning, provide and encourage quality tools and techniques, and understand the organization’s resources.

The aim of this research is to help finding the basic achievement elements of Total Quality Management in UAE by investigating the connection between TQM and Continuous Improvements keeping in mind the end goal to identify the critical success factors that act as key elements which contribute to the continuous improvements within UAE organizations.

The objectives of this research are:
Investigate critical success factors for overall quality management in UAE organizations.

Studying the implications of applying TQM.

Explore the approach of organizations in the United Arab Emirates that work in the management of quality management and continuous improvement.

Evaluate the strengths that prevent the application of TQM.

Comparison of results and studies of organizations in the United Arab Emirates on the Deming quality model (fourteen points of quality).

Importance
Nissan
Bibliography BIBLIOGRAPHY About Al Fahim Group. (n.d.). Retrieved from Al Fahim Group: http://www.alfahim.com
About CM&E. (n.d.). Retrieved from Al Fahim Group: http://www.alfahim.com/en/block-details/automotive/central-motors-equipment
Operation Management. (n.d.). Retrieved from business dictionary: http://www.businessdictionary.com/definition/operations-management.html
Bottleneck. (n.d.). Retrieved from business dictionary: http://www.businessdictionary.com/definition/bottleneck.html

Implementation of Total Quality Management
Factors on the causes of critical successes and the pioneering orientation on organizational performance of organizations
14382753810Mohammed Jabir #P20172002438
00Mohammed Jabir #P20172002438

Dissertation Supervisor: Dr. Kamarul Bahari bin YaakubFirst Semester, 2018– 2019
Abstract
TQM is a new management philosophy established in the UAE, Gulf region and other Arab countries not long ago.

We Will Write a Custom Essay Specifically
For You For Only $13.90/page!


order now

However, TQM in the UAE, GCC and other Arab countries have not received much attention nor research from academics and practitioners regarding critical success factors and continuous improvements.

The objective of this thesis is to explore the success factors necessary to implement TQM in UAE, GCC and others organizations and how to continue to improve them.

Strive to find a relationship between the factors that cause the successes of critical elements of continuous improvement.

Important success factors include all which can be caused by the treatment and improvement of many in UAE: Commitment of management, Education and training, Team work and hierarchical culture, Relationships work as a team, commitment of the administration to covenants, conventions, education and continuous training, Culture in the region and organizing it to contribute to the success of the overall quality.

Points of convergence have also been found to improve the overall quality of the UAE: Employee satisfaction, Items quality, Business process improvement, Customer satisfaction. improve the business process, satisfaction of both staff and customers, product quality.

Keywords: Total Quality Management, Leadership, Customer Satisfaction, Continuous Improvement, Gulf Cooperation Council Organizations, United Arab Emirates.

Keywords: Total Quality Management, Leadership, Customer Satisfaction, Continuous Improvement, Gulf Cooperation Council Organizations, United Arab Emirates.

Abbreviations and Acronyms
(UAE) United Arab Emirates.

(GCC) Gulf Cooperation Council.

(TQM) Total Quality Management.

Contents
TOC o “1-3” h z u About Strategic Alliances PAGEREF _Toc514849217 h 2Why Strategic Alliance PAGEREF _Toc514849218 h 3Types of Strategic Alliance PAGEREF _Toc514849219 h 3Key Factors of Strategic Alliance PAGEREF _Toc514849220 h 3Process of Strategic Alliance PAGEREF _Toc514849221 h 3About Tesla Motors Inc. PAGEREF _Toc514849222 h 5Vision & Mission PAGEREF _Toc514849223 h 5Tesla’s Partnerships PAGEREF _Toc514849224 h 6Industry Analysis PAGEREF _Toc514849225 h 7Strategic Issues PAGEREF _Toc514849226 h 7SWOT Analysis PAGEREF _Toc514849227 h 8VRIO PAGEREF _Toc514849228 h 9Conclusion PAGEREF _Toc514849229 h 10
Introduction
Research Overview
Organizations in the United Arab Emirates are facing a major challenge in achieving customer satisfaction and continuous improvements to these brands.

In recent years, quality departments have been added in many institutions in the United Arab Emirates such as the Center of Excellence, whether governmental or private sector.

This is because effective management of quality is a desirable field that should be integrated into such organizations.

There are different types of quality management, such as Total Quality Management, ISO9000, Lean and Six Sigma, but the closest representation to people in the process is total quality management.

TQM appeared for the first time in 1940 in the Japan industry.

After World War II, the Japanese adopted quality in every product, transforming from a nearly devastating economy into one of the best in the world.

TQM proved to be the best field in Japan’s manufacturing enterprises, and Deming assisted Japan in issuing instructions and guidelines in the formation of a system and transformation of the requirements in industry, education and government.

Since then, quality researchers have been trying to find the basic elements that make the TQM successful in place, circumstance and over time.

Since the advent of TQM, its concepts, values ??and objectives have been fully justified because managers seem to be looking for short-term results and benefits rather than longer-term developments and improvements.

TQM appeared in a documentary entitled “If Japan can … Why Cannot We?” On June 24, 1980, the documentary was an awakening for the US business and US community.

Literature references indicate that manufacturing establishments are no different from other organizations such as service organizations or others.

 Unlike Deming, there are many leading global business leaders such as Juran, Ishikawa and Crosby. These people put forward proposals that give the public an expanded understanding of TQM practices, concepts and philosophy.

However there is no similarity in their proposals yet some similarities can be reached.

The TQM tool is useful for organizations at the present time as the competition is strong between them as each organization seeks to maintain superiority over other organizations.

Perhaps the idea that comes in the context of our research is “survival of the fittest” The fitness that characterizes successful organizations from unsuccessful organizations is quality in product and customer satisfaction, which is one of the most common concerns among organizations despite the different nature of work.

 TQM focuses not only on quality aspects of products, but also on the participation of all members of organizations to achieve improvements and sustainable gains through customer satisfaction and prevention through forecasting needs and expectations. Through integration and collaboration, employees are proud to be involved in the organization. It also encourages people to do the right things in an integrated way.

In terms of the application of TQM, there are many studies that address the proper implementation of TQM. Although the principles of TQM are the same, the implementation steps vary from one study to the next, and the discussion here seems to be going on about the application of TQM.

In fact, the reason that prompted the researcher to start this letter is his belief that the practical application of TQM in the United Arab Emirates, especially the Gulf region in general, would expand to other countries in the Middle East would benefit everyone.

In addition, the researcher wanted to achieve the success factors of applying TQM to suit the UAE, where the current studies seem to focus on the industries of other countries such as the Japanese industry, the US industry or the Chinese industry.

Research Problem
As mentioned in the Research Overview section, there is an urgent need to study TQM, factors that lead to its success, and barriers to the implementation of TQM in UAE organizations.

Total Quality Management (TQM) is a new management style that emerged in the 1980s in the United States. As a result, the UAE organizations were affected by the new management style. However, no evidence or information is provided in magazines or audio and visual channels regarding factors that are successful or influential in the United Arab Emirates.

Culture in the UAE still needs empirical evidence and real successes to generalize the new style on the basis of results.

There is a lack of literature review and there is no direct evidence between TQM and critical success factors in the UAE.

These issues form the basis for studying and writing the thesis. The study consists of a case study methodology to find out the real cases and draw conclusions based on the results found in the case organizations.

Scope
The scope of this research is limited to identifying key elements of TQM implementation and promoting continuous improvement.

Currently, the context of this research is limited to organizations of the United Arab Emirates.

The scope of this study about is constrained to establishing up the connection between the key components of implementation of TQM and the impact of consistent improvement as well as the whole cycle from implementation to the continuous improvement.

Research Objectives and Aims
The research aims to help establish success factors for TQM in the United Arab Emirates by examining the relationship between TQM and continuous improvements in order to identify the critical success factors that act as key elements contributing to the continued improvement within the UAE institutions.

The research will contribute and fill the hole of the developing assemblage of learning and literature of TQM particularly in Gulf district in general and United Arab Emirates in specific.

This study will benefit organizations who want to implement TQM by looking at critical success factors and other organizations’ experiences on implementations. In addition, this research will discusses the barriers to implement TQM in both literature and in the three case studies; therefore, other organizations will know the existing barriers to expect and mitigate the barriers.

Regarding the implementation of TQM, professionals would know the significance of characterizing the client necessities and needs and in addition the market requirements and in this manner, they will design the critical outcomes and will coordinate the choices they settle on towards more client centered choices.

Additionally, certain columns are imperative to pick up the advantages of TQM, for example, vision, mission, clear goals, and significance of commitment of management towards successful implementation by adopting quality in the strategic planning, provide and encourage quality tools and techniques, and understand the organization’s resources.

The aim of this research is to help finding the basic achievement elements of Total Quality Management in UAE by investigating the connection between TQM and Continuous Improvements keeping in mind the end goal to identify the critical success factors that act as key elements which contribute to the continuous improvements within UAE organizations.

The objectives of this research are:
Investigate critical success factors for overall quality management in UAE organizations.

Studying the implications of applying TQM.

Explore the approach of organizations in the United Arab Emirates that work in the management of quality management and continuous improvement.

Evaluate the strengths that prevent the application of TQM.

Comparison of results and studies of organizations in the United Arab Emirates on the Deming quality model (fourteen points of quality).

Importance
Nissan
Bibliography BIBLIOGRAPHY About Al Fahim Group. (n.d.). Retrieved from Al Fahim Group: http://www.alfahim.com
About CM&E. (n.d.). Retrieved from Al Fahim Group: http://www.alfahim.com/en/block-details/automotive/central-motors-equipment
Operation Management. (n.d.). Retrieved from business dictionary: http://www.businessdictionary.com/definition/operations-management.html
Bottleneck. (n.d.). Retrieved from business dictionary: http://www.businessdictionary.com/definition/bottleneck.html

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