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Essay / Research Paper Abstract
This 16 page paper looks at the concept of total quality management, and considers the way in which it may face challenges when implemented in a service environment. The paper examines the basic ideas and values, and then looks at the way that it has been implemented within a service environment, utilizing example of Xerox. The paper then moves on to a TQM model which have been developed specifically for a service-based organization. The bibliography cites 16 sources.
Page Count:
16 pages (~225 words per page)
File: TS14_TEserviceTQM.rtf
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Unformatted sample text from the term paper:
with a ranger of different approaches or tools that can be used to implement the concept. However, when looking at both the origins of TQM and much of the literature
there is a bias towards the manufacturing and production industries, with models such as the 5 Ss and 6 Sigma as well as the use of just in time management.
However, it is a model that is not limited in its scope, and consideration of the way that TQM operates and its underlying philosophies, as well as the way it
may be implemented, indicates that there may be some challenges in its use in a service environment, one of which is the perception of this being a concept that is
used only in manufacturing. The application in the service context may not be as transparent, but there is the potential to apply the concept to the service industries. To consider
this it is necessary to consider the concept of TQM look at the values and characteristics as well as the way that it is implemented and then consider how this
may be applied The are many perceptions regarding TQM; what it is, what it means and what results may be realized from its introduction. The meaning may be different
to the various people or organizations that implement or study it as there is no set consensus to the entire meaning of the model (Gehani, 1993). In practical terms TQM
is a business stratagem, and as such, in line with any other type of strategy, TQM is only made up of components that may facilitate the creations of a successful
organization or the improvement of performance, alone it is not a transformation device that will automatically result in improvements (Reed et al, 1996).
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