TQM’s top-most priority is to bring acute level of satisfaction when it comes to dealing with the customer. Simply put, a TQM business enterprise is all about customer satisfaction. To some researcher it is customers who play a vital role in developing future products and their quality, and are, as such, to them, “partial employees”. Therefore management literature tends to place more emphasis on expanding to the highest possible level consumer satisfaction attitude rather than focus on improving inner-organizational operations.
There is the model of IBM, which was basically composed through product grouping system where a consumer had to consult to different sale executive when in need to buy a different product (Dean and Bowen, 1994). This might be managerially a sound structure, however, it required the customer to put more efforts and the sales executives did not exercise as much cooperation as could have been possible. As such, at last, IBM had to reconsider the restructuring or its sales department which later came to formulate more into a customer-oriented system.
In the same way, there was a great many government bodies that were disapproved of for the same operational limitation, which was around segments rather than around consumer, needs (Osborne and
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This was evident in the past system basing on information of which center was functional. IT today focuses more on the enhancement of the functions rather than on processes. To get around to such problems, the focus of TQM is supposed to be the streamlining of disintegrated processes via the use of networking technologies which operate to address consumer satisfaction. IT can also play a vital role in streamlining customer-oriented teams.
There is example of the operations observed by FedEx to give power to its customer via the Internet where the customers can perform a number of actions with regard to their orders’ deliver, status, address, location and so on. This is to give customers a streamlined upfront point which is a structuring of a coherently woven IT system, making all consumer-oriented info available to the customer (as is also the example of IBM above). TQM has also given birth to the mass customization which makes it possible for the business enterprises to tailor-make their huge volume of information according to the needs of their consumers.
Basic focus that organizations take into consideration is to adapt the extensive bulk of information to the specific needs of customers: rapid feedback on lowest possible cost with high quality is what the focus of mass customization is. As such by mass customization, customer-related information can be adapted to the changing behavior of the market. A point to be observed is that mass customization not only focuses on customer-oriented operation but also on other such areas as staffing, financing, and sales (Pine,1993).
All this operational process is triggered by IT either in TQM or reengineering, for example. As shown in Figure 1, if an ERP-application is able to expand the scale of change on suppliers, the steps taken by aerospace management to enhance quality can be vital. Thus with the help of the analysis, it can be deduced that the more influence is practiced on suppliers, the more will be the likelihood for the steps taken for improved quality which is worth-noting keeping in focus the complication of supply systems.
However, with the help of Figure 2, we can examine a hurdle in an organization’s operation through ERP exchange, that is, an organization’s systems move away from communication to supplier in proportion to the increase in customized communication systems. A TQM business body as the one that is consumer-focused with a well-defined package of on going procedures. It is required for an organization to be process-based to be customer-oriented. The TQM business body is predicted to be a streamlined system that takes into account inter-related procedures.
As such researchers have stressed on the improvement of such procedures. Moreover, it is predicated that in the near future the managerial positions will also change their tags because their operations will also undergo a change, for instance, a head of sales department will be referred to according to the actual process they are monitoring. It has been the achievement of IT that has brought about a great change in the business processes by TQM enabling a number of activating to take place in integral fashion as opposed to past approaches.
This change is brought by focusing on the examination of on going procedure and improving them to add more value to them. As such, to support such operations workflow software technology was particularly a landmark. For ET, the e-commerce paradigm has made significant strides of development because it is not just a narrowly based customer interface but a whole network of process that has to a great extent diminished the role of human hand into customer-related business operations (Oacklang, 1993).