tqm exxonmobil
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Corporate Sustainability: Examples of TQM
The high quality of the directors, officers and employees of Exxon Mobil Corporation is the
Corporation's greatest strength. The resourcefulness, professionalism and dedication of those
directors, officers and employees make the Corporation competitive in the short term and well
positioned for ongoing success in the long term.
The Corporation's directors, officers, and employees are responsible for developing, approving and
implementing plans and actions designed to achieve corporate objectives. The methods ExxonMobil
employs to attain results are as important as the results themselves (ExxonMobil Corporation, 2010).
Exxon Mobil Corporation recognizes that customer satisfaction is of primary importance to its
success. Mindful of its responsibility to the consumers it serves directly and the customers who resell
its products, the Corporation strives to understand their requirements and concerns and to merit
theirbusiness by responding effectively to their needs.
Specifically, the Corporation's policy is to:
? provide high-quality products that meet or exceed equipment specifications and consumer needs
under all reasonable circumstances;
? furnish services that reliably meet responsible standards of performance, efficiency, and courtesy;
? furnish accurate and sufficient information about its products and services, including details of
guarantees and warranties so that customers can make informed purchasing decisions;
? require truth in advertising and other communications.
In addition, where the Corporation's products reach the ultimate consumer through independent
parties, such as service station dealers and distributors, the Corporation's policy is to actively
encourage such parties to achieve standards comparable to those which have been established for
the Corporation's own performance.
At its core, Total Quality Management (TQM) is a management approach to long-term success
through customer satisfaction. In a TQM effort, all members of an organization participate in
improving processes, products, services and the culture in which they work. The methods for
implementing this approach come from the teachings of such quality leaders as Philip B. Crosby, W.
Edwards Deming, Armand V. Feigenbaum, Kaoru Ishikawa and Joseph M. Juran. A core concept in
implementing TQM is Deming's 14 points, a set of management practices to help companies
increase their quality and productivity:
1. Create constancy of purpose for improving products and services.
2. Adopt the new philosophy (ASQ, 2010).
3. Cease dependence on inspection to achieve quality.
4. End the practice of awarding business on price alone; instead, minimize total cost by working with
a single supplier.
5. Improve constantly and forever every process for planning, production and service.
6. Institute training on the job.
7. Adopt and institute leadership.
8. Drive out fear.
9. Break down barriers between staff areas.
10. Eliminate slogans, exhortations and targets for the workforce.
11. Eliminate numerical quotas for the workforce and numerical goals for management.
12. Remove barriers that rob people of pride of workmanship, and eliminate the annual rating or
merit system (ASQ, 2010).
13. Institute a vigorous program of education and self-improvement for everyone.
14. Put everybody in the company to work accomplishing the transformation.
As standards surrounding corporate sustainability initiatives evolve, companies are beginning to
weave sustainability capabilities more deeply into their organizational process and culture. These
early adopters are poised to profit from corporate sustainability on more than one front-in a similar
way that their forward-thinking predecessors succeeded during the quality revolution two decades
ago. Given the ambiguity to the total quality management (TQM) movement is instructive.
Companies that benefited dramatically from the quality revolution, such as; Exxon, treated quality as
an opportunity for process improvement rather than as cost. Companies are beginning to embrace
sustainability as an opportunity to gain competitive advantage (Fust and Walker, 2007) .
Solution Summary
The high quality of the directors, officers and employees of Exxon Mobil Corporation is the
Corporation's greatest strength. The resourcefulness, professionalism and dedication of those
directors, officers and employees make the Corporation competitive in the short term and well
positioned for ongoing success in the long term.
The Corporation's directors, officers, and employees are responsible for developing, approving and
implementing plans and actions designed to achieve corporate objectives. The methods ExxonMobil
employs to attain results are as important as the results themselves (ExxonMobil Corporation, 2010).
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