Quality Methodologies, Research Paper Example

Total Quality Management and Balanced Scorecard

Total Quality Management can be described as a long term integrated management process with an objective ensuring that the overall quality of the processes in place and the products are continuously recording quality improvement on long term basis (Kurtus, 2001). Total quality management operates on the principle that each and every one in an organization has the responsibility of contributing to quality of products and processes in place. Therefore, Total Quality Management capitalizes on collaboration of workforce, customers, management as well as suppliers to ensure that the needs and preferences of the organization’s customers are met for customer satisfaction and retention purposes (Kurtus, 2001).

On the other hand, Balanced Scorecard can be described as a strategic system used to plan and manage various business activities in order to align them to the mission, vision and the strategic goals of the organization (Kaplan & Norton, 2006). The main objective of balanced score card is to enhance communications and keep track of the performance of the organization in line with its strategic targets, plans and goals. This quality methodology is supported by various automation tools and design methods in order to enable managers monitor and evaluate execution of various organizational activities by various staff members; and at the same time, control associated consequences and outcomes that may be detrimental to the organization (Kaplan & Norton, 2006).

The methodology that will work best for this organization is the Balanced Scorecard. This being a hybrid technology organization, Balanced Scorecard methodology will monitor, evaluate, coordinate and consolidate all the activities in the decentralized business units and at the same time control all outsourced infrastructure functions. This will ensure that all these activities are in line with the strategic vision and goals of the organization (Kaplan & Norton, 2006). Total Quality Management would have been better if the organization was a single business unit (Kurtus, 2001).

Balanced Scorecard applies the principles of continuous quality improvement through monitoring and evaluation of individual processes, activities and personnel. After monitoring and evaluation, Balanced Scorecard uses the evaluation results to make recommendations for change or adjustments. Since it is a continuous quality methodology; the monitoring, evaluation and recommendations for change are continuous and thus ensuring continuous improvement (Kaplan & Norton, 2006).

The main limitation of Balanced Scorecard is that, incase the monitoring and evaluation systems fail, coordination will be lost between all the business units and this may hinder operations or production of quality products and services. Another shortcoming arises when setting up the metrics for a balanced score card. “It is very cumbersome to set metrics which are achievable, specific, timely and realistic in a hybrid technology organization” (Kaplan & Norton, 2006, p.23). Highly qualified strategic planners and controllers of the system must be hired or employed to manage Balanced Scorecard systems and this requires a lot of resources and expenditure.

In terms of risks to information assets, both methodologies are effective in reducing risks to information assets; but the recommended methodology (Balanced Scorecard) is more effective compared to Total Quality Management. TQM poses significant threat to information assets as it seeks to address issues of improving services as well as products quality with application of refinements of continuous feedbacks. This deduction is based on the sensitivity and confidentiality aspects of information in the organization.

References

Kaplan, S., & Norton, P. (2006). “Using the Balanced Scorecard as a strategic management system.” Harvard Business Review, 2(6), 75–85.

Kurtus, R. (2001). “Basic Principles of Total Quality Management”. Quality management journal, 22(1), 63-78.