COLLEGE OF BUSINESS HOSPITALITY & TOURISM STUDIES

DEPARTMENT OF MANAGEMENT
MGT702 TOTAL QUALITY MANAGEMENT

QUALITY CIRCLES PRACTICES FOR VODAFONE, FIJI

Pravinesh Prasad S2017140866

Kaajal Kartika S2019004539
Rimple Prasad S2019004594
Statement of Declaration

We, as a group, do solemnly declare that this assessment was originally draft, complied and
composed by our group and if similarities were found it was merely coincidence and where we
have copied information, we have referenced accordingly.
Acknowledgement

We would like to thank each and every member of this group for their time, effort and
contribution in order for us to complete this project as per the guideline and within the given
time frame.

We would like to express our gratitude towards all those who directly or in-directly assisted us in
completing this project successfully.
Contents
Statement of Declaration.............................................................................................................................2
Acknowledgement.......................................................................................................................................3
Introduction.................................................................................................................................................5
Research Methodology................................................................................................................................6
Secondary Research Method...................................................................................................................6
Literature Review:.......................................................................................................................................7
Total Quality Management......................................................................................................................7
QUALITY CIRCLE....................................................................................................................................9
Company profile....................................................................................................................................10
Discussions................................................................................................................................................11
Conclusions...............................................................................................................................................21
Recommendations.....................................................................................................................................22
Bibliography:.............................................................................................................................................23
Introduction

The greatest assets of any organization are its people, because it is through people other
resources are able to switch into utilizes. However, management of human activities has always
being a problematical. Therefore, one of the managerial response was the introduction of quality
circles that can be defined as a small group of employees doing similar work who voluntarily
meet on a regular basis to enhance improvement. They use various techniques for analyzing and
solving problems that hinders the path of achieving and sustaining excellence as well as leads to
motivating employees to do better.

This research proposal provides a general understanding of quality circle practices for Vodafone
(Fiji), a concept that is aimed at ensuring with continuous improvements. This purpose of the
study is to evaluate factors contributing to the success of Vodafone Fiji. It also analyzes the
challenges of quality circles management practices adopted by the organization. Lastly, it also
elaborates on the importance of quality circles in the company.
Research Methodology

Secondary Research Method

Secondary methods used for this project was through: Internet Research, newspaper article and
Journal articles.
 Literature Review:

Total Quality Management

Total quality management (TQM) is a firm-wide management philosophy of continuously

improving the quality of the products, services and processes by focusing on the customers’
needs and expectations to enhance customer satisfaction and firm performance as stated by
(Kaynak 2003). Total Quality Management is led by top management; it involves all departments
and members and is a continuous process which involves leadership, customer satisfaction and
collective responsibility of and organization. TQM can be summarized as a management system
for a customer-focused organization that involves all employees in continual improvement. It
uses strategy, data, and effective communications to integrate the quality discipline into the
culture and activities of the organization. Many of these concepts are present in modern quality
management systems, the successor to TQM. Here are the 8 principles of total quality
management (asq.org):

1. Customer-focused: The customer ultimately determines the level of quality. No matter

what an organization does to foster quality improvement—training employees, integrating
quality into the design process, or upgrading computers or software—the customer determines
whether the efforts were worthwhile.
2. Total employee involvement: All employees participate in working toward common
goals. Total employee commitment can only be obtained after fear has been driven from the
workplace, when empowerment has occurred, and when management has provided the proper
environment. High-performance work systems integrate continuous improvement efforts with
normal business operations. Self-managed work teams are one form of empowerment.
3. Process-centered: A fundamental part of TQM is a focus on process thinking. A process
is a series of steps that take inputs from suppliers (internal or external) and transforms them
into outputs that are delivered to customers (internal or external). The steps required to carry
out the process are defined, and performance measures are continuously monitored in order to
detect unexpected variation.
4. Integrated system: Although an organization may consist of many different functional
specialties often organized into vertically structured departments, it is the horizontal processes
interconnecting these functions that are the focus of TQM.
 Micro-processes add up to larger processes, and all processes aggregate
into the business processes required for defining and implementing strategy. Everyone must
understand the vision, mission, and guiding principles as well as the quality policies,
objectives, and critical processes of the organization. Business performance must be
monitored and communicated continuously.
 An integrated business system may be modeled after the Baldrige
Award criteria and/or incorporate the ISO 9000 standards. Every organization has a unique
work culture, and it is virtually impossible to achieve excellence in its products and services
unless a good quality culture has been fostered. Thus, an integrated system connects business
improvement elements in an attempt to continually improve and exceed the expectations of
customers, employees, and other stakeholders.
5. Strategic and systematic approach: A critical part of the management of quality is the
strategic and systematic approach to achieving an organization’s vision, mission, and goals.
This process, called strategic planning or strategic management, includes the formulation of a
strategic plan that integrates quality as a core component.
6. Continual improvement: A large aspect of TQM is continual process improvement.
Continual improvement drives an organization to be both analytical and creative in finding
ways to become more competitive and more effective at meeting stakeholder expectations.
7. Fact-based decision making: In order to know how well an organization is performing,
data on performance measures are necessary. TQM requires that an organization continually
collect and analyze data in order to improve decision making accuracy, achieve consensus, and
allow prediction based on past history.
8. Communications: During times of organizational change, as well as part of day-to-day
operation, effective communications plays a large part in maintaining morale and in
motivating employees at all levels. Communications involve strategies, method, and
timeliness.
QUALITY CIRCLE
The concept of the quality circle is based on ‘respect for the human individual’ as against the
traditional assumption based on suspicion and mistrust between management and its employees.
It is based on the premises that the people who do a job everyday know more about it than
anyone else and hence their voluntary involvement is the best way to solve their work related
problem .Moreover ,it is primarily upon recognition of the value of the worker as a human
being,as someone who willing to activate on his job, intelligence ,experience, attitude and
feelings. The human resource management considered as one of the key features in the
improvement of product quality and productivity ;
Circle concept has three major attributes;
Form of participation management
Human resource development technique
Problem solving technique
Company profile

Vodafone Fiji was founded in 1994 to operate as the first mobile telecommunications operator.
It continues to be the communication choice to over 760,000 Fijians. The company leads the
technology in the country as it provides with the rollout of 4g plus networks and recently the
testing of 5g network .Moreover, adoption of smart handsets and devices, has opened a wide
pathways to a world of opportunities that are possible with internet. Innovation and continuous
improvement have being developed as the organization culture as well as being the employer of
choice for many enthusiastic and career oriented individuals.
The business excellence framework has being in our favor, as we have won the prestigious
president’s award for excellence for a record of four times and recently continued the trend by
winning for the fifth time. Two of Vodafone Fiji limited staff won top awards introduced by
TPAF to acknowledge individuals that has made a difference in their organization .Adding on,
Vodafone has being recognized as a world class, only group in the pacific to be recognized with
the esteem award.
Lastly , the company continues to strive for business excellence through our people and
innovation to delight our customers with the highest level of quality and service delivery.
Discussions

What factors contribute to the success of Vodafone Fiji?

Quality is about meeting the needs and expectations of customers. Nowadays customers are who
define what quality is for them based on their needs and preferences. The father of quality
management W Edward Deming introduced the concept of management named Total Quality
Management (TQM).

It is a system for a customer focused organization in continual improvement that involves all
employees of all aspects in an organization. Customers want the best return for the money they
pay to buy something. Therefore industries and organizations try to ensure that the products
launched or marketed by them should be well prepared to satisfy the consumers’ need. TQM
aims to manage the quality of product and services provided by the organizations to make
customers satisfied.

Quality is an integral part of Vodafone Fiji’s day-to-day business operations. Their vision is to
enrich their customers’ lives through the unique power of mobile communication. Their
internationally accredited Quality Management Systems based on ISO 9001:2008 assists them to
achieve the highest standard in providing world-class services to their valued customers.

Vodafone Fiji encourages continual business improvement and the achievement of their goals
and objectives, while driving customer satisfaction to higher levels. Their aim is to maintain and
improve the quality of their products and services. They have participated in and won Gold in
many national Quality Control Circle competitions. Also, their track record in the distinctive Fiji
Business Excellence Awards is unprecedented.

Total Quality Management Practices at Vodafone

Vodafone Fiji practices these six Total Quality Management Practices which they are enjoying
and benefiting from:
Customer Focus
Customer focus and satisfaction is at the heart of TQM. Vodafone Fiji has a proactive approach
to responding to changing customer needs which is vital to attract and retain customers. By
close interaction with customers, it determines customers’ changing requirements, trends and
uses this as a yardstick. Vodafone Fiji views customer satisfaction as the foundation of its growth
and places customer satisfaction on top priority through setting high standards of services and
maintains the trust in the brand. They also provide better network (reaching out to people in the
interiors of Fiji), superior customer care and high quality for their customers’ satisfaction.
Since Vodafone Fiji’s shared vision is to enrich the lives of their customers and helping
individuals, businesses and communities to be more connected in a mobile world, they monitor
and assess all business processes regarding customer experience through assessment of
customers’ complaints. They also review customer service policies, and facilitate the change of
organizational structure in order to promote customer relationships and to ensure customer
satisfaction, both internal and external. They also develop quality plans for service and products
taking into consideration customers’ needs through questionnaires, surveys, complaints reports
etc.
Mobile technologies have evolved and its customers use their mobile phones not only to call and
text but also connect the Internet, watch television, play music and take pictures. Thus Vodafone
Fiji has focused on customer value enhancement to maintain their loyalty and trust. They
enhance value through delivering affordable, reliable, and customized communication services
which are simple to use, enjoyable, seamless and secure. They also have a dedicated customer
service line for 24 hours.
Employee Involvement
One of the most important practices of Vodafone Fiji concerns employee involvement or often
called as empowerment. Vodafone believes that by involving employees in problem solving,
decision-making, and business operations, performance and productivity will increase.
Employees are encouraged to control their destiny and participate in the processes of Vodafone.
They also believe that to be effective, employees should be given power, information, knowledge
and rewards that are relevant to business performance. They provide training, opportunities and
benefits that meet the needs of today’s workers. They provide benefits so that they can retain
and engage talented people who will deliver strong performance and help them achieve the
business goals and objectives. These benefits include health and protection such as sick leave
entitlements, business travel accident insurance, pay and rewards, company care and paid
holidays. This assists in higher level of employee commitments which in turn continuously
improve employee retention rates.
Continual Improvement

Total quality management is the process of continuous improvement. Continuous improvement

is defined as ongoing small, incremental improvements in all parts of an organization, all
products, services, functional areas and work processes. Thus Vodafone Fiji has implemented
total quality management to continuously improve organizational performance. Skills and
competence development is considered as a key source of competitive advantage and it is of
considerable value to continuously invest in people along with continuous focus on efficient and
effective organizational structures.

Vodafone Fiji believes that it is less expensive to do it right the first time. Of course, there are
many costs involved in creating quality products and services like training, equipment and tools.
But they are less than the costs of dealing with poor quality, for example, those costs arising
from lost customer, junked materials, time spent reworking, and frequent inspections. For
Vodafone Fiji, continuous improvement is an everyday matter, no improvement is too small,
there must be an ongoing effort to make things better a little bit at a time, all the time. It also
emphasizes that the collection of accurate data throughout every stage of the work processes is
important.

Vodafone uses accurate standards to evaluate progress and eliminate progress and eliminate
small variations, which are the source of many quality defects. Also, there is a strong
commitment from top management who go beyond lip service to support high-quality work thus
employees and middle managers focus on making small incremental improvements.

Leadership

Leadership encompasses the role of top management in defining a vision, mission, strategic
objectives, and shared values for the organization’s growth and development. In quality
management context, the visionary leaders need to emphasize the importance of transformation
through open communication to achieve a shared approach to the change. Quality Gurus stressed
that leadership is vital for effective implementation of total quality management initiatives.
Leaders focus on employee autonomy, recognition, coaching, and development. Vodafone Fiji’s
top management is responsible for quality leadership and providing support to achieve superior
performance.
Vodafone emphasizes the importance of leadership in the process of ascending to world-class
status, and emphasizes the need for leadership to establish a high-performance culture, high-
performance delivery processes and services in support of this objective. Thus spectacular
growth and organizational culture is attributed to its visionary leadership and senior management
involvement. At Vodafone, top management commitment is the most critical and crucial
prerequisite for institutional success when implementing TQM.

Systems Approach to Management

The success ratio of any organization depends on the management approach taken. The
organization should function as a unit to achieve its goals. Identifying, understanding and
managing interrelated processes as a system contributes to the organization’s effectiveness and
efficiency in achieving its objectives. The systems approach to management enables the
leadership to see the organization as a unified part or a major section of the larger outside
corporate environment. This approach states that, for realizing the operations of an entity, it is
essential to see the entity as a whole system. Even a small activity in a section of a company has
a substantial effect on other sections of the company. Vodafone has various subsystems such as
advertising, sales, operations, administration and finance. These are the internal subsystems that
lie within Vodafone. Their external subsystems are the buyers or customers. Only when all
these subsystems work together, the system is said to function effectively.
Total Participation
Vodafone Fiji understands that all work is performed through people. This begins with
leadership. Top management takes personal responsibility for implementing, nurturing, and
refining all total quality management activities. They make sure people are properly trained,
capable and actively participate in achieving organizational success. Management and
employees work together to create an empowered environment where people are valued. Also at
Vodafone Fiji, customers, together with their requirements and expectations are identified and
plans are made to see how their requirements and expectations can be fulfilled. This requires
feedback from the customers.
To get everybody to participate demands the education and motivation of both management and
employees. The Chief Executive Officer of Vodafone makes demand on managers who make
demands on their subordinates (the ground level employees). The management at Vodafone
ensures that every employee in the organization participates actively in a team.

Factors Contributing to Success of TQM and Commitment of

Vodafone to Quality
Some of the factors that contribute to the success of total quality management practices in
Vodafone Fiji are the Awards program like the Fiji Business Awards. This has seven principles
of Business Excellence which are: Leadership and Innovation; Strategy and Planning Process;
Data Information and Knowledge; People; Customer and Market Focus; Processes, f and
Services; and Organizational Performance. Also other factors are commitment of management,
the role of quality department, training and education, employee involvement and continuous
improvement.
Vodafone Fiji is totally committed to quality principles and its implementation. Thus they have
been awarded the Fiji Business Excellence Awards on a number of occasions. Direct
involvement of top management allows all decisions to be made quickly and facilitate total
quality management journey. It is necessary to prove the availability of concrete actions.
Continuous improvement is considered as the ‘wheel of the organizational vehicle’. It is the
effort of the wheel which makes the vehicle move forward.
Continuous improvement is able to elevate the performance of an employee who is able to assist
in the implementation of total quality management. Customers are more aware now than ever
and are able to select a product or service of high quality at a reasonable price. Vodafone Fiji has
customer satisfaction as their top priority. Employee involvement is also implemented as it really
builds employees so that they know more and do more to make Vodafone successful.
Vodafone recognizes that increased involvement means more responsibility which requires a
greater level of skills through training. Therefore, for staff development, they focus on training
needs. They also believe that teamwork can unite entire staff in the success of quality
improvement. It builds self-confidence and improves communication.
 Function of Senior Managers, Middle Managers and Employees of
Vodafone Fiji

The Chief Executive Office of Vodafone Fiji believes that total quality management is the way
to do business and manage the organization and demonstrates that Vodafone is serious about
quality. The middle managers have an important role to play, since they not only grasp the
principles of total quality management but also go on to explain them to the people for whom
they are responsible.
Thus total quality management spreads throughout Vodafone. Their function involves
developing specific improvement plans for the organization and processes; ensuring that the
objectives, values, policies and improvement initiatives of their sections are aligned with
Vodafone’s business goals, total quality management strategy and quality management systems;
communicating approach to total quality management in simple language to employees; acting
as, the total quality management coach and counselor to the employees; acting as a guardian or
mentor to improvement teams and securing the means to reward employees; providing top
management with views on how to manage the continuing implementation and development of
total quality management.
Employees are the strength of an organization. They are the price contributors to its success and
can bring about any improvement. Therefore, employee involvement is essential for total quality
management.
Vodafone has an overall steering committee of which the Chief Executive Officer is the leader.
Under him are the various managers of sections like finance and operations who are in a section
steering committee. Employees in the individual sections are organized in quality improvement
teams or quality circles, each team having a team leader appointed by management. The CEO,
section managers and ordinary employees work on equal terms in the quality improvement teams
and they all strive to find common solutions to quality improvement problems.
Organization culture is the organization’s legends, rituals, beliefs, meanings, values, norms and
language, the way in which ‘things are done around here’. Every organization including
Vodafone has its own way of doing things. Culture affects the performance of organizations.
Sticking to organization culture is integral in delivering of the mission of the organization. In
future, however, culture has to be reviewed and for that matter readjustments have to be done in
tune with the prevailing economic, political, social and technological realties so as to improve on
efficiency.
Inadequate cultural enthusiasm could make total quality management practice difficult because
most of the top level management may become rigid in their way of doing things. Also
organized culture affects the way employees think, perform and communicate with each other
and has been regarded as one of the most influential aspects of the organization. A deep
understanding of these aspects will result in better communication and interaction among
customers of Vodafone Fiji and employees in future. These are the eight principal of quality
management.

Factors Leading to Failures Later in Vodafone Fiji

Failures are due to the too much-too-soon effort without proper foundation and focus. Although
Vodafone Fiji has always been known for its attention to quality and uses ISO 9001:2008
standards, total quality management initiatives could still prove to be a failure because of
common mistakes that could include allowing external forces and events to drive a total quality
management initiative, an overwhelming desire for quality awards and certificates, organizing
and perceiving total quality management activities as separate from day-to-day,work
responsibilities, treating total quality management as add-on with little attention given to the
required changes in organization and culture, and senior management underestimating the
necessary commitment to total quality management.
Also, lack of understanding and proper training at all levels can contribute to worker resistance
due to the advancement in technology. Although Vodafone invests heavily in quality awareness
and quality circles, but often the training could be too narrowly focused. Total quality
management should provide a comprehensive training including technical expertise, problem-
solving tools and customer relations. Resistance to change by employees can also lead to failure.

Importance of quality circles

 In task society, having good communication strategies and if it was put up on a notice
board everyone would view the new launched products n services. however ,electronic
information can be only received by mangers in the Vodafone store thus the manger than
 passes the information to its employees .the method of electronics makes work easier
and fast receive as well as it gives a feedback to the employees on their performance.
Moreover by letting them know what new products and offers they are more motivated at
work. Vodafone uses benchmark for carrying out process therefore they implanted the
method of quality circles. This could be an advantage to Vodafone as it would increase
efficiency.
 The company maximizes profit, due to the fact that the employees are working together
,carrying out in depth research due the competitive business environment.
 If the group carry out research and surveys, they could bring in new products which most
customers look forward, and it also helps Vodafone to survive in the business
environment.
 To increase market share, Vodafone is trying to expand its variety thus quality circles
increase market share by selling a wide range in which people who are not reach can also
afford a mobile.
 The company provides a good working environment for its workers, as quality circle
groups are also capable of in solving problems therefore the group tells the workers how
to solve the problem that leads to motivating them at their job thus less errors occur
during production.
 Extra after sales service- quality circles will help this objective as it will teach workers
how to deal with customer queries ,suggest methods and state ways to keep up the good
reputation.
Conclusions

Quality Management is a holistic and ethical approach to continuously improve Vodafone Fiji
Limited’s products, services and processes involving all stakeholders in order to satisfy their
customers and to improve performance and sustainability. Vodafone Fiji ltd has applied a total
quality management practice which is the amalgamation of three main activities: customer focus;
continual improvement; and total participation. This has contributed to the success of Vodafone
Fiji thus leading to the receiving of the prestigious Awards.
Everything Vodafone Fiji does is designed to satisfy their customers. This leads to greater
market share and also increased profit. Thus total quality management is a very important
concept used to apply in an organization’s daily operations as to be effective in improving
quality from the lowest level employee to the highest managerial department.
There are also some factors that can lead to failures of total quality management. It is necessary
to identify them though it is difficult to identify which ones causes total quality management
failure. A combination of these would be causing failure of quality management of the
organizations. The understanding of the perspectives of quality Gurus, the principles highlighted
in awards framework and these factors can help Vodafone management to initiate a proactive
approach to quality management efforts in Vodafone Fiji Ltd for sustainable performance
excellence.
Recommendations

Vodafone Fiji should focus on creating a consistency of purpose toward improvement of its
products and services so as to become more competitive, stay at the top in the market and
provide jobs. It should also find the problems and constantly improve the system of services.
There should be continual rise in productivity and service and a decrease in costs.

Quality circle can be more connected with productivity which cannot be seen on monetary terms.
Thus, implementing improvement can bring in new scope and it also shifts dependence for
decisions and actions therefore the company should look into more ways to which extend they
can solve the challenges faced by quality circles and bring more creative ideas to outstand their
competitors.
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