Total Management
| BT Retail | | | M Mwelase | |
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Contents
1. Executive Summary……………………………………………………………………………………………1
2. Question 1………………………………………………………………………………………………………….2
3. Question 2………………………………………………………………………………………………………….8
4 .Question 3…………………………………………………………………………………………………….…..9
5. Recommendation…………………………………………………………………………………………….11
6. Conclusion………………………………………………………………………………………………………..12
7. Bibliography……………………………………………………………………………………………………..12
Executive Summary
BT Group a world leader in telecommunication started a new division called BT Retail. This division was providing telecommunication solutions to 21 million customers in the UK.
Their first CEO, Pierre Danon, instilled a culture that saw the division excel for a number of years. This culture was driven by all top management and its employees in order to realise their set targets.
The culture that was adopted by BT Retail was total quality management (TQM) throughout the organisation. This meant that all top management displayed and practised TQM.
The author takes us through what is TQM and what are the principles that BT Retail instilled in order to gain customer satisfaction.
The following principles were discussed: * Customer Focus * Continuous Improvement * Employee involvement and Empowerment * Systems Thinking.
These four pillars made sure that BT Retail was able to reduce the cost of poor quality, through continuous improvement methods and early identification of problems. In turn there was a decline in defective work, decline in dissatisfied customers, very little inspection was required and an increased sense of prevention.
BT retail remained to be successful because all stakeholders were involved and quality was a way of life from managers to employees.
In the next session we will answer three fundamental questions on the success of BT Retail.
Explain in detail the role customer satisfaction played in BT’s total quality journey.
Customer
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Contents
1. Executive Summary……………………………………………………………………………………………1
2. Question 1………………………………………………………………………………………………………….2
3. Question 2………………………………………………………………………………………………………….8
4 .Question 3…………………………………………………………………………………………………….…..9
5. Recommendation…………………………………………………………………………………………….11
6. Conclusion………………………………………………………………………………………………………..12
7. Bibliography……………………………………………………………………………………………………..12
Executive Summary
BT Group a world leader in telecommunication started a new division called BT Retail. This division was providing telecommunication solutions to 21 million customers in the UK.
Their first CEO, Pierre Danon, instilled a culture that saw the division excel for a number of years. This culture was driven by all top management and its employees in order to realise their set targets.
The culture that was adopted by BT Retail was total quality management (TQM) throughout the organisation. This meant that all top management displayed and practised TQM.
The author takes us through what is TQM and what are the principles that BT Retail instilled in order to gain customer satisfaction.
The following principles were discussed: * Customer Focus * Continuous Improvement * Employee involvement and Empowerment * Systems Thinking.
These four pillars made sure that BT Retail was able to reduce the cost of poor quality, through continuous improvement methods and early identification of problems. In turn there was a decline in defective work, decline in dissatisfied customers, very little inspection was required and an increased sense of prevention.
BT retail remained to be successful because all stakeholders were involved and quality was a way of life from managers to employees.
In the next session we will answer three fundamental questions on the success of BT Retail.
Explain in detail the role customer satisfaction played in BT’s total quality journey.
Customer
Bibliography: * Steyn, P.G. 2012. Operations Management. 3rd Edition – custom edition for Cranefield College. McGraw Hill Custom Publishing * Steyn, P.G, 2012. Organisational Quality and Performance Management. Module M3 Study Guide. Cranefield College of Project and Programme Management (unpublished) * Lynch, R. 2008. Strategic Management. 5th Edition. Harlow:FT Prentice Hall