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Monitors, lighting, color picture tubes for TV’s and shavers

Your task is to prepare an annotated outline of your Final Project, briefly indicating the content you plan to
include in each section of the report and the concepts and techniques you plan to apply for analysing any
data and developing your argument. The outline should not include detailed sections of the Final Project.
Instead, it should be a specific and crisp overview of the contents that will comprise the final report.

You need to briefly describe what information you will include in each section of the report that will work to
satisfying these requirements. The work that will be carried out in the outline should represent a higher-
level view than the contents of the Final Project. As such, you must remain at this level to avoid reusing
the same wording in the final document.



Monitors, lighting, color picture tubes for TV’s and shavers are among the products of
Philips, one of the three top world’s producers. 50 million integrated circuits are turned out each
day by the factory, 30 million tubes of pictures and 1.5 billion lamps of incandescent are
produced by the company every year. The company has interests listed on 16 stock market in 9
states, has over 25 locations that has global network of 400 designers, has 265000 employees and
has service and sales outlets in 150 countries and over 40 states with 240 production places
(Robert, 2013). The company also has also invented 1000 products, has six research laboratories
and employees 3000 scientists (Robert, 2013).
In 2003, Philips announced it’s signing of the agreement regarding the transfer of the
Audio, Video, Multimedia and Accessories business to Funai on January 29, 2013. Since
signing, the company, has been working hard to prepare the business for transfer in the second
half of the year 2013. This process has now been completed (Robert, 2013).
BEST represents breakthrough leadership process in Philips. Through alignment of all
business and leadership process, BEST drives the company to a World-class level by those
improvements. To make things better, Philips is guided by principles to manage the enterprise,
commitment and seek betterment. Speed improves programs and makes them focused, clear and
correct. Delay of deliveries of programs are seen if the speed is slow. Shorter process cycle
accelerates the learning speed at Philips.
At Philips, the managerial knows that without teamwork they cannot compete to get full
potential. Hallmark of business at Philips are teamwork, business Excellency, hallmarks and
speed. There is always a difficulty in convincing the sales and promotion managers to hold

responsibility for TQM. The resistance was partly caused by concern of quality as the main
responsibility of the quality department (Ad banjo, 1997).
It is agreeable that most organizations in an attempt to implement TQM would have faced
considerable philosophical and practical obstacles. With managers and executive’s difficulty in
interpreting and understanding TQM, they could not be expected to sell the idea to the remaining
companies. This is hence the reason for failure rate as high as 75% by programs of TQM (Cao et
al, 2000).
Ad banjo, (1997) the commitment for TQM implementation by the chief executives is
vital. If the chief executives is from a finance or sales background and has a historical or
personal skepticism management issues, it will be tricky getting to buy-in. However, while chief
executives and organizations performance is scrutinized on a yearly or even quarterly basis,
TQM tends to have a medium to long-term payback.
However, though lacking the power to deal adequately with the other dimensions, TQM
is an approach to change management that focuses almost entirely on changes in the process.
TQM’s benefits may all be regaled by structural, cultural and political constraints, but its value
in process improvement is not disputed. (Cao et al, 2000).
Dale et al. (2000) some chief executives, have started to return to quality and cited six
sigma as the rebirth of classic quality because they are fed up with excellence without
performance, this may not be too surprising and there are likely to be wider issues involved,
While there appears to be some justification for this view.
Effective EFQM has provided a holistic model termed as business excellence to hold
such a purpose. New directions to the quality movement and deep and lasting changes into

participating organizations has been given by the model and the associated self-assessment
process (Dale et al, 2000). Due to the raised question whether or not it makes any sense to
compare companies according to an arbitrary weight structure, which has never been empirically
tested, research on weight structure has been limited and this is problematic regarding the use of
the model (Eskildsen, Kristiansen, Juhl, 2002).
The strong mechanistic history of TQM was as a result of change in focus from quality to
excellence was believed. Convince managers in departments such as sales and production to take
responsibility for quality was found to be difficult by researchers. When such managers saw the
word quality they thought TQM to be the sole responsibility of the quality department. It was
evidently difficult to enable the whole organization to understand the philosophy and broaden the
ownership of TQM from the quality department to all levels in an organization (Ad banjo, 2001).
Sun et al, (2004) TQM may have been misunderstood narrowly as a tool for quality
improvement only. The principles of TQM improves the enterprise performances in terms of
productivity, cost, customer satisfaction, quality, delivery, market share and profit. More
explanation is needed to justify the move from the EFQM model to the European Business
excellence model. However, a feeling may rise that the TQM movement is over.
Chapman, (2000) two organizations, one each from the private and public sectors,
applied the EFQM excellence model to improve their performance by using a flexible and
innovative approach. The aim of any business excellence model is to remain in dynamic and
flexible enough to change depending on the influence and opinions of organizations using them (
Ashton, 1997).

Jeanne’s, (2000) every type of organization should be able to include any of the dozens of
quality initiatives under the model and identify the relevance of the model to several practices
and initiatives. Quality of goods was totally removed though it can be argued that it’s the slow
growth of the use of classical quality management that caused the wide acceptance of business
There are a lot of parallels between six sigma and excellence model, both are
complementary approaches. The US equivalent of the UK business excellence award ,two of the
early winners of the Malcolm Baldrige National Quality Award, have been proponents of the six
sigma approach, including Motorola, the organization that first came up with the idea (Morgan,
Increasing use of initiatives may be stirred by use of techniques and management tools
for the desire to succeed at excellence of a business, though it is entirely based on TQM
principles. For the survival in today’s market, there should be need for complement between
organizations by the quality and business excellence to enable the success of the business.


Reference list

Adebanjo, O. A. (1997), A framework for total quality culture development, PhD, University of
Liverpool. United Kingdom.
Cao, G, Clarke, (2000), A system view of organizational change and TQM, the TQM magazine,
United Kingdom.
Dale, B. (1999), Excellence and total quality management: is there a difference, Food Industry
Journal, Vol. 3 No.2 pp105-14. London.
Jeanne’s, C. (2000), Death by a 1000 initiatives, quality world. Bristol.
Kristiansen, K, Juhl, H.J, (1999), beyond the bottom line- measuring stakeholder value. Sage,
Morgan, J. (2000), Six Sigma excellence, UK excellence, United Kingdom.
Robert Biel, (2013), News line: Philips to take legal action against Funai. London.

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