Total Quality Management in London Fashion Week
Table of Contents
Table of Contents ii
1. Introduction 1
2. Strategies Used to Manage Quality within an London Fashion Week 1
2.1 Continuous Improvement 2
2.2 Employee Empowerment 2
2.3 Benchmarking 3
2.4 Quality Circles 4
2.5 Just-in-time (JIT) 5
2.6 Knowledge of TQM tools 5
3. Staff Management Variation in London Fashion Week 6
4. Conclusion 7
Total quality management (TQM) involves principles that ensure that every organization stakeholders especially managers and staff are committed to attaining and maintaining ...view middle of the document...
2.1 Continuous Improvement
The strategy ensures that there is an effort to improve progressively the standards of products, services, and processes in the event. It always aims at providing better future results compared to the current one. Even if the customer is currently satisfied, continuous improvement aims at exciting the client by exceeding their needs or expectations hence making them loyal to the events firm or company.
Continuous improvement determines opportunities for rationalization of activities of the event and minimizing, and eliminating waste. It is a formal practice with four principal phases; identify, plan, implement and review. Opportunities on areas identified then planned for on how they can be improved in the event, the planned improvements implemented and the progress monitored, and evaluated. During monitoring and evaluation, more opportunities of improving the event can be identified or defects or challenges identified hence a response action is initiated to minimize or prevent harm (Kaynak 2003).
Working to progressively enhance processes in the event is an effective strategy of reducing operational cost. It streamlines the implementation of event activities hence making it efficient. As a result, time and capital are saved, leading to increased profits. Therefore, the event manager needs to utilize this strategy always to make any event a success.
2.2 Employee Empowerment
Employees participating in the event should be equipped with the right tools and knowledge, and be given the autonomy to disseminate duties as allocated by the event manager or coordinator. Hence, employees will be able to make reasonable decisions and execute event activities rightly to maintain high standards that will enhance effective achievement of the set goals. Primarily, employee empowerment in event management refers to two things; job enlargement and job enrichment (Rawlins 2008).
In job enlargement, employees of assigned extra event activities to execute. Additional activities of the event increase the scope in which an employee works. The additional tasks make employees also to practice other activities which in turn makes them develop skills and experience in the new areas. Further, it makes the employee be excited over new assignments hence reducing boredom that is an impediment of the provision of high-quality products and services (Kaynak 2003).
Job enrichment involves adding the depth of duties that have been previously executed by the event employees. For instance, if an activity has been done by two employees of different levels, then all the sub-tasks of an activity are done by a junior employee. The technique does not widen the scope of the job, but it deepens the activity. Also, job enrichment makes employees be psyched as the feel valued.
Further, training is a good technique of empowering employees as it gives them new skills that will enable them to maintain high-quality standards. Knowledgeable employees...