OPM 658

QUALITY MANAGEMENT
INDIVIDUAL ASSIGNMENT
ARTICLE CRITIQUE

FACULTY OF BUSINESS AND MANAGEMENT

BACHELOR OF BUSINESS ADMINISTRATION (HONS)
OPERATION MANAGEMENT

PREPARED BY:

NAME MATRIC NUMBER

MOHAMAD HAZIM BIN MHD HATA 2022771805

MUHAMAD SHAHADAN BIN MADZLAN 2022931071

NURUL HANANI BINTI JAAFAR SIDIK 2022996531

NOOR TASNEEM BINTI HASRAN 2022765133

NUR EMIZA IZZATY BINTI ZAINI 2022736295

NUR AINI ASHIKIN BINTI AHMAD RIZAL 2022787743

PREPARED FOR:
MADAM NOOR MALINJASARI BINTI ALI
TABLE OF CONTENT

Content Page

Introduction 1

1.0 Summary:

 Article 1 2
 Article 2 3
 Article 3 4
 Article 4 5
 Article 5 6
 Article 6 7

2.0 Article Critique:

 Article 1 8
 Article 2 10
 Article 3 12
 Article 4 14
 Article 5 16
 Article 6 18

Conclusion 19

Reference 20
INTRODUCTION

Quality defined as a basic tool for a natural property of any good or service that allows it
to be compared with any other good or service of its kind. The degree to which an item or entity
such as a process, product, or service fulfills a certain set of characteristics or criteria is referred to
as the quality of that object or thing. Comparing a collection of something's inherent features to a
set of criteria is one way to establish the level of quality that something has. When all of these
fundamental features are satisfied, the quality level is considered to be high or even superb. If such
traits do not fulfill all of the standards, then the degree of quality that is obtained is either low or
bad. The degree to which a certain collection of innate qualities satisfies criteria is the quality of
that set.

A subjective word, the meaning of which might vary depending on the individual or the
context. In the context of technical discourse, the qualities of a good or service that have an impact
on its capacity to fulfill explicit or tacit requirements for the absence of defects in the product or
service in question. In the end, quality is both a result and a feature of a product or service that is
offered to a client. It is also the trademark of an organization that has pleased all of the stakeholders
in its operations. The needs of the customer should be the central focus of any and all definitions
of quality. Other aspects that go into determining quality include: the precise and desired quantity
of a product that will be manufactured and made available; the rate at which the product will be
distributed; the rate at which customer service will be provided; appropriate pricing that is in line
with the pressures of supply and demand; the degree of accuracy with which a product is
manufactured in regards to its design, ease of use, and safety; the reliability impact that the product
has on society and the environment, as well as other aspects.

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1.0 SUMMARY

1.1 ARTICLE 1

Title: The Quality Management Ecosystem for Predictive Maintenance in the industry 4.0 era

Businesses must be nimble, robust, and dynamic. Digital technology allows companies to
reinvent quality management. A 200-m part of the Ponte Morandi Bridge fell on August 14, 2018,
killing 41, missing 5, and injuring 15. SHM uses modern technology to identify system
weaknesses. IT technologies enable predictive maintenance, often known as condition-based
maintenance.

This case study shows how predictive maintenance can increase service and operational
efficiency. The study discusses relevant literature and advanced technology and device scenarios.
It discusses study findings, limits, and future research. Many industries use AI to improve facility
maintenance productivity, quality, and efficiency. "Quality 4.0" is a method that maximizes value
for technology users, not a technology.

Industry 4.0 quality management should use digital technologies to foresee rather than
avoid issues. Automatically identifying 97% of problem patterns saves hundreds of thousands of
dollars in scrap costs. Predictive maintenance reduces costs and prevents failure by predicting
when product parts will fail and replacing or repairing them. IoT, CPS, sensor, and AI smart
factories optimize with flexibility.

Intelligent maintenance is condition-based in Industry 4.0. Real-time equipment parameter

monitoring is predictive maintenance. It demands a lot of resources and skill but can forecast errors
earlier than preventative maintenance. Industry 4.0 smart manufacturing systems can predict RUL
of mechanical equipment and systems, averting breakdowns and lowering maintenance costs.
Quality 4.0 case studies in manufacturing and service organizations are seeking predictive quality
management method.

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1.2 ARTICLE 2

Title: Relationship of total quality management to quality product and corporate performance

Small and medium-sized businesses (SMEs) in Indonesia are having trouble growing
because they lack good products, access to raw materials, marketing, and technology. TQM is an
all-around quality control method that can help a company improve its image, the reliability of its
products, and its ability to compete. TQM is a process that makes sure that all parts of an
organization are responsible for quality. It includes Prayogo, Dermott, Goest, Focus on Customers,
Obsession with Quality, Scientific Approach, Long-term Commitment, Teamwork, Continuous
Improvement, Education and Training, Controlled Freedom, Unity of Purpose, Employee
Engagement and Empowerment. Quality is important for hospitals and goods, and it can be
measured in 8 ways: performance, features, reliability, and conformance to standards, durability,
usability, aesthetics, and perceived quality. Measures of financial success are used to figure out
how well a company is doing.

The 10 parts of TQM are customer focus, quality obsession, scientific method, long-term
commitment, teamwork, system improvement, education, controlled freedom, unity of purpose,
employee engagement, and empowerment. Implementing TQM has a big effect on the quality of
products and the success of a company. The more TQM is used, the better the quality. TQM
improves the quality of products and the performance of companies, but it has flaws in the areas
of quality obesity, customer focus, scientific method, long-term commitment, Continuous System
Improvement, and training and education. Small and medium-sized enterprises (SMEs) need to
make customers a good gauge of product quality, improve education and training, keep track of
data, and find good sources of raw materials.

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1.3 ARTICLE 3

Tittle: Quality 2030: Quality Management for The Future

The article from Anders Pundin's paper, "Quality 2030: quality management for the
future," describes a study that was conducted to find strategies to uphold quality in the future,
specifically in the year 2030, which is ten years in the future. 22 academics and practitioners
participated in a collaborative brainstorming session, while 20 researchers and practitioners
attended an appreciative inquiry summit. These two were both used in the research, which was
carried out with two separate approaches.

Resulting from a two-step workshop procedure, there were identified 22 particular project
ideas for Quality Management research that were deemed intriguing and useful for both the
industry and academics. Regarding the Appreciative Inquiry Summit, the second stage led to a
variety of conclusions, including success factors of experiences shown during 20 reflective AI
interviews.

Finally, the study highlighted the five research themes for the Quality 2030 agenda. The
five themes for future QM research and practice in Quality 2030 are (a) systems perspectives
applied, (b) stability in change, (c) models for smart self-organizing, (d) including sustainable
development, and (e) higher purpose as Quality Management booster. The outcomes also show
that practitioners are in favor of developing new Quality Management strategies. Quality 2030
suggests that numerous clashing forces may be necessary in an operational reality with many
competing forces in order to create a sustainable future.

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1.4 ARTICLE 4

Tittle: The Top Risk of Not Having a Quality Management System.

The author of the essay claimed that organizations that wish to expand their size and market
share need a quality management system in order to continue to be economically viable in the
future, but important components are only available in pieces.

Businesses who don't have a formal total quality management programed aren't getting the
most out of a total quality management (TQM) system because they're missing out on its
advantages. Businesses are not utilizing the full potential of a robust TQM system if none of these
principles are in place.

TQM is a method of continuous improvement that involves finding and minimizing flaws
in a product's manufacturing process. It can raise production through analysis and improvement of
the manufacturing process, lower manufacturing costs by reducing defective goods, and identify
and get rid of inefficiencies throughout the entire organization. Second, TQM calls for employee
participation in the design and production processes, which can result in disengagement, lower
output, and higher attrition rates.

Customer satisfaction and shrinking market share for stagnating businesses require whole
quality management since customers will move to rivals who meet their expectations. According
to the author, firms lack accountability, a recognized method of manufacture, and product control
without a document control and management system, which results in irreplaceable information
and expensive scrap. A business cannot bid on or be awarded a contract without a quality
management system, which restricts its capacity to increase its reach and position. This is the final
risk of not fully engaging in the TQM process.

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1.5 ARTICLE 5

Tittle:

This article investigates the relationship between the implementation of total quality
management (TQM) and competitive advantage in organizations, with a focus on the roles of
structural control and exploration. The authors argue that TQM can result in a competitive
advantage by augmenting the quality of products and services, boosting customer satisfaction, and
lowering costs. However, the success of TQM implementation is contingent on the organization's
capacity to strike a balance between the need for structural control, which emphasizes efficiency
and standardization, and the need for exploration, which entails creativity and innovation.

The article proposes several hypotheses regarding the relationship between TQM,
structural control, and exploration based on a conceptual framework that emphasizes their
interrelationship. Organizations that can achieve a balance between structural control and
exploration are more likely to effectively implement TQM and realize the associated competitive
advantages, according to the authors.

The article also provides empirical evidence from a survey of Malaysian manufacturing
company managers to support the proposed framework and hypotheses. The findings indicate that
structural control and exploration are crucial to the success of TQM implementation and the
achievement of competitive advantage.

Overall, the article emphasizes the significance of harmonizing structural control and
exploration in TQM implementation and suggests that companies that can do so are more likely to
achieve competitive advantage in today's volatile business environment.

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1.6 ARTICLE 6

Tittle: Increasing the value of quality management system (QMS)

More than one million businesses and institutions are ISO 9001-certified worldwide (ISO,
2018 Survey). Quality management focuses heavily on quality management systems (QMS).
According to Lenning and Gremyr, in 2017 QMS must be advantageous to organisations. The
capacity of the QMS to support sustainability initiatives through integrated management systems
or environmental management systems based on QMS principles has increased its popularity.
Nonetheless, this potential has not yet been fully realized, and a certified QMS may increase
formalization and bureaucracy, which may impede sustainability. QMS has been criticized for
stifling innovation, being divorced from actual practice, offering limited support for quality
improvement, having negative effects on process compliance, and concentrating on production
and management systems as opposed to sustainable development and g.

According to the article, QMS can create value, enhance product quality and operational
performance, increase net asset value, and support continuous improvement. To optimize the value
of the QMS, management must support and value quality management work, as well as
demonstrate and communicate their understanding of the QMS's purpose. This paper contributes
to QMS research by describing various ways to use a QMS, elaborating on why QMS may be
perceived as non-value-adding, and extending research evaluating QMS's effect beyond financial
performance. This paper assists practitioners in comprehending how QMS utilization affects
management's perception of quality management, which may influence their propensity to invest
in QMS. This study investigates three QMS applications: QMS as a support for quality supply,
QMS as a tool for daily administration, and QMS as a tool for standardization and documentation.

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2.0 ARTICLE CRITIQUE

2.1 ARTICLE 1

Tittle: The Quality Management Ecosystem for Predictive Maintenance in the industry 4.0 era

Every new piece of technology that expands our understanding of quality management is
guaranteed to have some drawbacks. The bridge was involved in an accident on August 14, 2018,
which caused it to collapse; this demonstrates that the condition of the bridge is not one hundred
percent perfect. It is possible to establish a connection between this scenario and the Juran Trilogy,
which describes quality planning as the process of bringing plans to an operational level. When it
comes to quality control, there are three processes that should be familiar to you: evaluating actual
quality performance, determining how long quality can be maintained, and comparing
performance to goals. From this process, it utilizes industry 4.0, which is pursuing optimization
for each individual product while requiring there to be zero defects. The final step is an
enhancement in the overall quality. It is important that quality improvement be ongoing and
persistent at all times. It is necessary to determine which specific areas are in need of improvement
and then to put improvement projects into action. Create a project team that will be accountable
for finishing each improvement project once it has been initiated. It gives teams the tools they need
to identify problems, figure out their core causes, come up with solutions, and set up controls that
will keep the improvements they've made.

Big data gathered from a variety of Internet of Things sensors can provide real-time help
for predictive maintenance. Expansion of smart devices with characteristics such as self-diagnosis
and predictive failure will help reduce the number of failures as well as operating costs, optimize
inventories, increase access to maintenance, minimize the need to retain spare inventory, and better
the timing of replacements. The Internet of Things (IoT), Cyber-Physical Systems (CPS), Sensor
Technology, and Artificial Intelligence (AI) Technologies enable optimization while maintaining
flexibility in smart factories. BOSCH is utilizing a software application for the purpose of
implementing predictive maintenance and quality control. This aspect should be emphasized
because the employment of technology in its entirety will result in a rise in costs. Must also be

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carried out in the conventional manner in order for it to be of assistance in informing them of what
it is that they need to know and in being able to control the quantity.

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2.2 ARTICLE 2

Tittle: Increasing the value of quality management systems

The critiques of the principles covered come from Chapter 1, our introduction to quality,
and are referenced according to the article we are looking for.

SMEs care more about product quality than large corporations. Businesses are improving
because they must produce better products to compete in the 21st century. In the 1920s, sellers had
to pass checks, and no one made a mistake. Six Sigma, TQM, MBNQA, QFD, and others are
evolving rapidly in the 21st century. One research examines total quality management (TQM),
where all firm departments collaborate to ensure product quality. Indonesia's economy depends on
SMEs, which employ 97% of the workforce and contribute 60% to GDP with 5% growth.
However, SMEs struggle with quality, raw resources, marketing, technology, and money. Small
and medium-sized firms expanded slower than middle-sized and huge enterprises under these
circumstances. The author found that SMEs' top issue is product quality.

TQM reduces input-output failures. Leadership-to-operations TQM works. Prayogo and

Dermott define TQM as top-down direction, strategic planning, customer focus, data analysis, HR
management, and process optimization. While Goest: Customer-First, Quality-First, Science-
Based, Long-Term Dedication, Teamwork, Continuous System Improvement, Education,
Training, Controlled Independence, Goal Alignment, Employee Engagement, and Empowerment.
Customers are mentioned. Two: New items are better. Three: Statistical quality control and seven
instruments for scientific causes and cures. Superior strength.

As a result, everyone deserves quality and collaboration. Be excellent. To ensure quality,

organizational employees must be trained regularly. Team members decide on quality
improvements. Our company's mission is greatness. QCC promotes TQM. Nice idea. A product's
quality can't be assessed until it's used in the field. Hospitals should be clean, simple, cheap,
friendly, and rehabilitative. Consumers emphasize quality, comfort, variety, durability,
reparability, and customer service while buying shoes. Trylogi Juran created it. Deming highlights

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that all organization components are accountable for quality, whereas Crosby promotes
specification compliance, preventative quality, zero defects, and connection quality with
compatibility.

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2.3 ARTICLE 3

Tittle: Quality 2030: Quality Management for The Future

The objective of Anders Pundin's paper, "Quality 2030: quality management for the
future," is to draw attention to some subjects that have been deemed crucial and significant for
research initiatives in Quality Management over the next ten years. The study also aims to launch
research for the upcoming Quality 2030 agenda for quality management. This paper is based on
significant data acquired during two workshops that were held in 2019: (1) a collaborative
brainstorming workshop with 22 academics and practitioners (spring 2019) and (2) an appreciative
inquiry summit with 20 researchers and practitioners (fall 2019).

This is not a simple challenge, as you can see from the article's abstract. The author says
in the opening paragraph that quality management (QM) has demonstrated a unique ability to
modify and react in response to the situation and switching organizational needs. The article's
disposition is as follows: The study technique is first discussed, and then the actual findings from
the workshop process are compiled. The Quality 2030 agenda is then summarized, together with
suggestions for resources and viewpoints for initiatives connected to each study area. The article
concludes with recommendations for further study.

According to the author, the report is based on a number of sources of information obtained
during workshops. I can see from this article that step one, which is a group brainstorming
workshop, produced some results. 22 specific project ideas for upcoming QM research were
generated through brainstorming and were deemed intriguing and relevant by both the academic
community and industry. The appreciative inquiry meeting, on the other hand, produced a number
of findings, including the success aspects of the experiences shared during the 20 reflective AI
interviews. The five Quality Management research themes chosen and created for Quality 2030
are discussed in this section along with their final findings. According to the author, the topics

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were not only conveyed verbally but also visually through a variety of sketches and Lego
prototypes.

As a result, according to the author, Quality 2030 is composed of five jointly designed
themes for future QM research and practice: (a) systems perspectives applied, (b) stability in
change, (c) models for smart self-organizing, (d) integrating sustainable development, and (e)
higher purpose as QM booster. For me, it is a fairly clear justification.

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2.4 ARTICLE 4

Tittle: The Top Risk of Not Having a Quality Management System.

From the article I can see that the author takes the quality management system seriously
until he can come out with the idea of the risk of not having a quality management system. Quality
management systems were very important in each organization as it will see for 50 years ahead. It
is because having a quality management system will remain economically relevant in the future.

There are eight key principles that can work with a quality management system which is
firstly customer focus. In every business customer satisfaction is the main priority so it is very
important to see what customers focus on the product that is being produced. Next is the strong
leadership. Strong leadership is the main thing in each organization to have a smooth idea of
production and good vibe for the workers. Third is the involvement of people; it is needed to make
sure all the decisions are good with other opinions too. Fourth is the process of approach. This is
a way of thinking that is used to comprehend and plan the sequence and interactions of processes
in a system.

Next is the system approach, this considers the organization to be an open system
composed of interconnected and interdependent pieces that interact as subsystems. Sixth is
continuous improvement which is important for business to keep growth successfully. Other than
that decision making based on facts, this will make sure the decision is the best and has good
impacts. Lastly is creating value for the company, its clients and its suppliers.

The author also focuses on several risks in business if not follow the total quality
management. First point is the lack of a continuous improvement process whereby a continuous
improvement programed can reduce manufacturing costs by reducing defective products, enhance
productivity by continuously analyzing and refining the manufacturing process, and identify and
eliminate inefficiencies within the organization. Second is the workforce will become disengaged.
Total quality management (TQM) needs people to be continuously engaged and active in the

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development and manufacturing processes from start to finish. Workers will start to assume that
their ideas are not welcomed or valued if they are not involved, relegating them to an “eight-and-
the-gate” attitude.

Third is the lack of a customer satisfaction program. Customers will go elsewhere for
similar products from companies that meet their expectations. At the heart of total quality
management is the constant improvement of customer satisfaction. A corporation that is not
devoted to pleasing its customers will swiftly lose them to competitors who do.

Next is the lack of a document control and management system. Without such
documentation, the workforce is free to operate as it sees fit, with no responsibility and no
recognized manufacturing or product control methods. Long-term employees who leave the
company take irreplaceable information with them, allowing others to figure it out and the
company's quality to suffer. Without proper procedures, it is also nearly hard to pinpoint the reason
for a defect in the process and develop corrective activities, leaving a company to the founder with
exorbitant scrap expenses.

Lastly is not having a formalized quality management system which can make it difficult
for a company to obtain contracts or do business with top-tier organizations. Quality management
systems necessitate that suppliers to a business have their own formal quality management system.
So I can conclude from the article that quality management is very important in the organization
because it will lead to many problems if you do not use it.

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2.5 ARTICLE 5

Title: Total Quality Management Implementation and Competitive Advantage: The Role of
Structural Control and Exploration

The article "Total Quality Management Implementation and Competitive Advantage: The
Role of Structural Control and Exploration" examines the relationship between the implementation
of total quality management (TQM) and competitive advantage in organizations. The authors
contend that the implementation of TQM can lead to a competitive advantage, but the success of
such an implementation is contingent on both structural control and exploration.

The article provides a thorough literature review of TQM and its relationship to competitive
advantage. Although TQM has been extensively adopted by organizations as a means of enhancing
quality and performance, the authors argue that its impact on competitive advantage is not always
evident. The article emphasizes the need for a more comprehensive comprehension of the factors
that can impact the success of TQM implementation in achieving competitive advantage.

The authors then present their theoretical framework, which proposes that the success of
TQM implementation in attaining competitive advantage depends on both structural control and
exploration. Exploration refers to the willingness to experiment and innovate in order to improve
processes and outcomes. Structural control refers to the use of formal systems and procedures to
ensure consistency and standardization in processes.

The authors then present their empirical study's findings, which support their theoretical
framework. The study involved a survey of 173 manufacturing firms in Iran, and the results
indicated that structural control and exploration positively influenced the success of TQM
implementation in attaining competitive advantage.

Overall, the article provides valuable insights into the connection between TQM
implementation and competitive advantage and emphasizes the significance of both structural
control and exploration in achieving success. The article is well-written, and its arguments are
supported by an exhaustive literature review and empirical evidence. However, the study was

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limited to Iranian manufacturing firms; additional research is required to determine if the findings
are applicable to other contexts and industries.

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2.6 ARTICLE 6

Tittle: Increasing the value of quality management system.

After studying and researching this article, we can say that one of its strengths is that it
gives a detailed look at three different uses of quality management systems (QMS), including
business management, improvement, and compliance. The goal of this study was to find out if
there was a link between how management sees quality management systems and how they are
used in three different ways.

Control of quality in terms of how important it is, how much it costs, and how important it
is strategically. Overall, the result is that the different ways of working with QMS have an effect
not only on the value of QMS by itself, but also on how management views quality management
and how much respect they have for it. There is a link between how QMS is used for business
management and how it is used for improvement. Quality management is valued and seen as
strategic, not as a cost-driver. This is one way to tell the difference between the three different
ways QMS can be used. Previous research has shown that a compliance-focused use of QMS was
the cause of many of the bad things people thought about it. It was also thought that these beliefs
made people think badly about quality control in general.

The results of this study, on the other hand, seem to contradict this and paint a more
nuanced picture. They suggest that, in general, negative opinions might not be caused by a focus
on compliance and that it is important to make compliance work by documenting and standardizing
processes. One line of thought says that the work on standardization, which is also a part of a QMS
that is focused on compliance, does not have the same bad effects. This suggests that the view that
QMS is not very useful is mostly due to the focus on paperwork. In a sense, the results of this study
show how the design and choice of an organization's quality management systems (QMS) can
increase the strategic value that people think quality management has.

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3.0 CONCLUSION

A solid quality control system is an essential component in the creation of high-quality

clothes. As a result, a factory must be capable of producing an acceptable quality level as agreed
upon in advance between the maker and the buyer. Because quality control has been universally
recognized as a scientific approach of enhancing quality, a well-organized system based on the
following proposals will generate superior quality products with a random quality checking
procedure. The imported yarn's quality should be examined. Before launching new yarn batches,
trials must be conducted. The amount of samples collected for trials should be determined using
statistical methods. Statistical quality control mechanisms must be implemented, and the quality
controller should be knowledgeable.

Different department heads should be trained on how to use modern technology and tools,
and there should be good contact between departments so that problems can be found and fixed as
soon as they happen on the line. The person in charge of production should know everything there
is to know about the teams that work under him. A study should be done to figure out the best
winding tension for getting the most out of the knitting section and to figure out how much the
fabric will shrink. It would help figure out raw measurements and cut down on waste.

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REFERENCES

Lee, S. M., Lee, D., & Kim, Y. S. (2019). The quality management ecosystem for predictive maintenance
in the Industry 4.0 era. International Journal of Quality Innovation, 5(1). https://doi.org/10.1186/s40887-
019-0029-5

International Journal of Quality and Service Sciences. (2021, June 4). Increasing the value of quality
management systems. Discover Journals, Books & Case Studies | Emerald Insight.
https://www.emerald.com/insight/content/doi/10.1108/IJQSS-10-2020-0170/full/pdf?title=increasing-the-
value-of-quality-management-systems

Anders Fundin, Johan Liljab, Yvonne Lagrosen, Bjarne Bergquistd (29 Dec 2020) Quality 2030: quality
management for the future Full article: Quality 2030: quality management for the future

Total Quality Management Implementation and Competitive Advantage: The Role of Structural
Control and Exploration. (n.d.). Total Quality Management Implementation and Competitive
Advantage: The Role of Structural Control and Exploration.
http://www.jstor.org/stable/3069343?origin=JSTOR-pdf

Douglas, T. J., & Judge, W. Q. (2001). Total Quality Management Implementation and
competitive advantage: The role of structural control and exploration. Academy of Management
Journal, 44(1), 158–169.https://doi.org/10.2307/3069343

Tramontana, D. (2018, November 15). The Top Risks of Not Having a Quality Management
System | QAD Blog. QAD Blog. https://www.qad.com/blog/2018/11/the-top-risks-of-not-having-
a-quality-management-system

Ayi Tejaningrum. (2020, April 13). RELATIONSHIP OF TOTAL QUALITY MANAGEMENT TO

QUALITY PRODUCT AND CORPORATE PERFORMANCE. ResearchGate | Find and share
research.
https://www.researchgate.net/publication/346760666_RELATIONSHIP_OF_TOTAL_QUALITY_
MANAGEMENT_TO_QUALITY_PRODUCT_AND_CORPORATE_PERFORMANCE

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