Post-Sale Customer Support Methodology in the TQM System

Dr.Sc. Elizabeta Mitreva, Dr.Sc. Nako Taskov, Darko Barishic

Abstract


In this paper a survey of the activities in the post-sale period of the product is made and based on the analysis of the results, a methodology that managers could use to design and implement the system of total quality management has been created. The implementation of this methodology is carried out in a simplified way and in less time, without having to study and deepen new knowledge for internal standardization, statistical process control, cost analysis and optimization of business processes The purpose of this paper is to lay a good foundation for Macedonian companies in their post-sale period activities of the product, to understand the philosophy of TQM (Total Quality Management) and benefits will be achieved by implementing the system and setting strategic directions for success. These activities begin by identifying the wishes and needs of customers/users, reengineering business processes for sales support, satisfaction of employees and all stakeholders. As a result of the implementation of this methodology in practice, improved competitiveness, increased efficiency, reduction of quality costs and increased productivity are noted.

The methodology proposed in this paper brings together all the activities in the spiral of quality in a company that deals with post-sales support.

Due to the necessity of flow of information about quality in the entire enterprise, an information system is designed accordingly to the QC-CEPyramid model in several steps.


Keywords


Sales Support; The Philosophy of TQM,;Wishes and Needs of Customers/Users;

References


Beardwell, I., Holden, L., Claydon, T. (2004), Human Resource Management; A Contemporary Approach, Prentice Hall, Fourth Edition, pp.124-387.

Ciampa, D. (2005), Almost Ready: How Leaders Move Up, Harvard Business Review 83, No.1.

Dale, B.G. and Lascelles, D.M. (2007), “Levels of TQM adoption”, in Dale, B.G. (Ed.), Managing Quality, 5th ed., Blackwell, Oxford, pp. 111-126.

Harung, H.S. (1996), A world-leading learning organization: A case study of Tomra Systems, Oslo, Norway. The Learning Organization: an International Journal, Vol. 3, No. 4, pp. 22-34.

Ishikawa, K. (1995), President Touka Henkau Sozo Gakkai, “Thoughts on risk management “Creativity and risk management”, JUSE, Societas Qualitatis, Vol.9, No. 3 July/Aug, 5.

Juran, J.M. (1988), Juran on Planning for Quality, Free Press, New York, NY.

Kratsu, H. (1995), Tokai University, “Concept engineering points in developing hit products”, JUSE, Societas Qualitatis, Vol.9, No.2, May/June, 3.

Kano, N. (1996), Business Strategies for the 21 sr Century and Attractive Quality Creation, ICQ, Yokohama, pp.105.

Latzko, Wand Saunders, D., (1995), Four Days with Dr. Deming, Addison-Wesley Publishing Company, USA, Canada.

Mitreva, E. (2013), "The superior customer’s value of the new economy implemented within Macedonian companies." International Journal for Quality Research Vol. 7, No. 2, pp. 215-220.

Mitreva, E. and Prodanovska, V. (2013), The Management Teams are a Unique Business Potential that can Initiate, Identify and Manage Change within the Organization. In: Applied Social Sciences: Administration and Management. Cambridge Scholars Publishing, Newcastle upon Tyne, UK, pp. 57-65.

Mitreva, E., Tashkov, N., Filiposki, O., and Dzaleva, T. (2013), Business processes optimization possibilities. International Journals of Marketing and Technology, Vol. 3, No. 8, pp. 89-97.

Mitreva, E., and Filiposki. O., (2012a), "Proposed methodology for implementing quality methods and techniques in Macedonian companies." Journal of Engineering & Processing Management, Vol. 4, No.1, pp. 33-46.

Mitreva, E. and Filiposki, O. (2012b), “Proposal methodology of the subsystem-internal standardization as part of TQM system", International Journal for Quality Research, Vol. 6. No. 3, pp. 251-258.

Mitreva, E., Jakovlev, Z., Koteski, C., Kitanov, V. and Angelkova, T. (2012), "Analysis of the existing management system in Macedonian companies and the necessity of accepting the TQM philosophy", International Journal of Pure and Applied Sciences and Technology, Vol. 8. No. 2, pp. 54-63.

Prodanovska, V. and Mitreva, E. (2012), Incorporation, authorization and encouragement of the employees in order to improve the quality of the educational process. In: Two decades of academic teaching, 18-19 June 2012, Timișoara.

Sasaoka, H. (1995), The QC circle evolution from TQC to TQM, a management perpective, JUSE, Societas Qualitatis, Vol.9, No.4, Sept/Okt, 5.

Woodall, J. and Winstanley, D., (1998), Management development: Purposes, processes and prerequisites. In Management development: Strategy and practice, Oxford: Blackwell, pp. 3-17.


Full Text: PDF

DOI: 10.21113/iir.v4i1.54

Article Metrics

Metrics Loading ...

Metrics powered by PLOS ALM

Refbacks

  • There are currently no refbacks.




Copyright (c) 2016 Dr.Sc. Elizabeta Mitreva, Dr.Sc. Nako Taskov, Darko Barishic

Creative Commons License
This work is licensed under a Creative Commons Attribution 4.0 International License.
x
Message