Task Performance

I. Background

TNT Express is a global express parcels company which offers time definite and

day definite pickup and delivery. It delivers an average of 4.4 million parcels, documents,

and pieces of freight every week to over 200 countries worldwide. However, TNT

Express has experienced a major pitfall in 2004. With the new CEO, her strategy was to

change the company from traditional and entrepreneurial transport company to a global

customer centric service based in terms of logistics. However, the result does not equate

to its goal. Most of the employees provided negative feedback on the initiative. This

situation generated enormous maintenance costs and interface issues. With this, the

employees suggest that the company developed a graphical representation of the

different inflows and outflows of their logistical processes. Therefore, the CEO of the

company decided that TNT should map the existing processes and agree to a global

standard.

II. Statement of the Problem

a. How can TNT Express prepare their employees to a more complex work environment

using the 10-step model that lays the foundation for a quality culture?

First step is being aware of quality as a key cultural issue. This is with the help of

the CEO and managers to regularly instill in their minds the quality goals and its result.

Second is making sure that there are plenty of evidence of the management’s

leadership. In order for the employees to trust the company, the leadership must always

excel. Third is empowering employees and encourage self-development and initiative

among them. This is exactly what the higher-ups must do in order to have a well-

balanced and harmonious relationship with the employees. Fourth is keeping the

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 employees involved. With the specific problem in this scenario, the employees

suggested a way on how to make things work. This is what makes the relationship of

employee-employer should work. Not only the leaders, but also the followers who have

the right to speak up. Last is recognizing and rewarding the behaviors that tend to

nurture and maintain the quality culture. This is just like rewarding people like “Employee

of the Month” who exemplifies and excels in their work in a specific month. This is one

way to encourage people to work with positivity. This will also encourage other

companies to give benefits such as salary increase and incentives when there are

people who do their job very well.

b. What type of total quality tool/continuous improvement method should TNT Express

employ in order to create a graphical representation of the different inflows and outflows

of their logistical processes?

The company can use the flow chart which presents the inputs and outputs of

their logistical processes. In this graphical representation, people will know the process

by which the flow of the logistics can be set through. In continuous improvement method,

the company can make use of DMAIC Approach which aims to improve the processes of

certain production. This will greatly help the TNT Express to analyze the inflows and

outflows of their logistical processes.

c. How can ISO 9000 contribute in the overall improvement of TNT Express’

organizational performance?

ISO 9000 sets the requirement for the quality assurance and management’s

involvement. In the context of TNT Express, ISO 9000 can help through developing

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 Quality Management Systems (QMS) with regards the standards and guidelines of the

ISO 9001. This system must include a quality policy which aims to how the organization

must approach the term “quality.” It also needs quality manual which tackles all the

guidelines that aims to follow the ISO 9000 standard. Quality objectives must also meet

the quality policy of the company to create a balanced goal. It also needs quality

procedures from which describes how the company will meet the quality policy. This is

like how to meet the goals of the company. And this is through the procedures. Lastly, it

needs to have forms and records to become the company’s evidence that will support

the quality procedures.

III. Areas of Consideration

TNT chose to research the market for new head office multifunction devices

(MFDs) in 2009 because their current MFD fleet was nearly seven years old. The goal

was to reduce the number of devices and increase productivity while still meeting TNT's

future technical needs and lowering the equipment's total cost of ownership. They also

wanted a company that could provide cost and service reporting, as well as help them

expedite their electronic archiving needs by scanning dockets and papers.

Understanding and awareness of TNT's long-term effects It was critical to have a long-

term procurement mindset, in which there had to be considerable changes. In this

context, the TNT Express failed to recognize that there is a problem when it comes to

the services of the items. There were also IT systems which were disparate in tracking of

those items. That is when the costs for the maintenance were greatly affected.

IV. Alternative courses of action

Quality Awareness

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 Being aware of the ‘quality’ should always be discussed all throughout the action.

The company's alternative action should be taken for the best solution, including benefits

and drawbacks, which will serve as a guide toward developing a comprehensive solution

to achieve a better management system through recognizing the value of quality in each

product they ship.

People-centered

Another thing is involving the people in every decision. This is one way of letting

the employees know that they are valued. Advantage of being heard is that your voice

matters, however, when it comes to disadvantage, there will be a lot of employees’

decisions that must be address and it might be hard for the company to make a

corresponding decision.

Flow Charts

Using this organizational tool, this can greatly help the company in recognizing

the inflows and outflows of the logistical processes. It can be sought that through this,

systems of logistics will be empowered and organized.

DMAIC Approach

DMAIC is a problem-solving and quality-improvement strategy for improving

corporate performance. Improvement proceeds project by project during the DMAIC

process; a "project" is best defined as a "issue scheduled for a solution." This signifies

that management has determined that the problem is critical enough to schedule the

resources required to fix it.

ISO 9000

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 Because the ISO 9000 registration procedure necessitates so much

documentation and self-assessment, many organizations who go through it say it gives

them a better grasp of their company's overall strategy and processes.

V. Recommendation

The ISO 9000 is the optimum line of action for TNT. ISO 9000 is used in almost

every industry, and its widespread adoption demonstrates its value. Under the ISO 9000

quality management system, products and services improve and flourish by focusing on

customer satisfaction. A company can establish processes by combining continuous

improvement and corrective actions, which are both ISO 9000 tenets. In order to build a

solution, it is critical to identify the problem's root cause. The most obvious cause isn't

always the best one. This is why ISO 9000 emphasizes the necessity of identifying the

problem's fundamental cause(s). There could be a number of subtle reasons why a

procedure isn't functioning properly. Finding the root causes will bring a corporation

closer to a solution and the deployment of corrective measures. The purpose of root

cause analysis is to improve problem management. Recognizing the core causes of an

issue will result in a reduced impact, the containment of error, and the avoidance of

recurrence. Identifying and addressing core causes will also result in fewer wasted

efforts, which will minimize the cost of quality maintenance. Processes will become more

stable as more corrective actions are taken, and continuous improvement will be less

disrupted. Propose data analysis or total quality techniques in the many logistics they

have for inflows and outflows. It will enable the corporation to track deliveries as well as

identify where issues inside the organization are occurring.

VI. Management Lessons Learned

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 TNT's difficulty caused a big stumbling block in 2004, when the newly appointed

CEO changed the company's direction. Her objective was to transform the company

from a typical, entrepreneurial transportation firm to a multinational, customer-centric

service firm. The new CEO's advocacy will undoubtedly improve the company's overall

performance in terms of logistics, as it seeks to adapt to the market's evolving needs on

a larger scale, but the outcome of the executed change initiative does not match the

purpose.

As a student analyzing this case study, my main takeaways are that change is

good, but only when it is done at the appropriate time and in the right place. If you know

the company is not ready yet, do not force changes. Because, as the TNT express

demonstrated, it can lead to failure and substantial negative feedback from your

workforce. Also, consider your personnel and the organization's capacities for the

changes that will be made in the company while making any business decisions. As a

student hoping to work for a firm in the future, always think about everyone on your team

before making judgments about the organization.

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