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or Federal Express Corporation is a logistics servicing company recognised as
one of the most admired brand in the world and the best placed to work. However
like many other successful company, FedEx started out as an idea champion by the
determined mind of Frederick W. Smith, whilst in University. On April 17, 1973
FedEx officially began operations with a team of 389 members and 14 small
aircrafts headquartered in Memphis Tennessee, USA. Though the company did show
any signs of financial growth until July 1975, it became the carrier of choice
for high priority goods and their business standards became benchmarks for the
express shipping industry. FedEx global outreach has continued to expand
tremendously, delivering to customers in more than 220 countries. According to
FedEx 2017 annual report revenue generated was USD$60 Billion. They currently
have a staff compliment of 400,000 and assets of over 650 aircrafts, motorized
fleet of over 150,000.00 and several acquired business entities.

Foster (2013) there are many different perception about quality management. However
he defined quality as a measure of goodness that is inherent to a product or
services (p.27). He further postulated that having
multiple definition/dimensions for quality can cause miscommunication across
functional teams and as result affects the smooth flow of the strategic plan.
Hence it is imperative that companies develop a common language for quality. His predecessor Dr. Joseph
Juran (1904-2008) the founding father of the concept called quality trilogy
(Planning, controlling and improvement) defines quality as all the activities
in which a business engages in to ensure that products meet the customers need.

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 for FedEx means getting the job done to meet
customer expectation, by setting goals of 100% customer satisfaction, 100% on
time deliveries, and 100% accurate information available on every shipment to
every location around the world (Foster, 2013). These goals held at high
standards by the FedEx Management team, lead to the integration of the Quality
Improvement Process (QIP) in all of their business activities. With this
systematic approach to analysing performance practices and implementing efforts
to improve gaps (QIP), philosophical themes such as ‘Do it right the first
time”, Make the first time you do it the only time anyone has to” etc Foster
(2013); became an important part of the company’s culture. To maintain these
themes, the company teaches its employees the 1-10-100 rule. According to this
rule if a problem is caught and fixed as soon as it occurs, it cost a certain
amount of time and money to correct it.

philosophy used by FedEx is the “People-Service-Profit which guides Management
policies and actions. They have implemented quality action teams (QAT) to
continuously improve its quality. QATs designs work processes to support new
products and services offering. A set of services quality indicators (SQI) was
established to determine the main areas of customers’ perception of their
services. So therefore no matter how good the quality is at FedEx they always
wants to do more for their customs. These quality standards practice by FedEx
has paid off, the company was awarded the Malcolm Baldridge Award, the AT
top Performer Award, the Quality Carrier of the Year Award and the Company of
the year Distinguished Service Foster (2013).

Thomas Foster in his book Managing Quality –Integrating the Supply Chain (5th
edition) has identify that they are several perspectives on quality, such as Operations,
Strategic, Marketing, Financial, HR perspective, and the Systems perspective
etc. and all which are based on the functional roles we play within the
organization, and in achieving quality we must see the whole as a sum of
different parts uniting to achieve an end (p. 32).  In maintaining its dominance in the industry we
have seen where FedEx has catered to the different perspective and has implemented
strategies in order to achieve quality…..

Operation Perspective is the first functional field of management to adopt
quality by focusing on products and process design. In order to be efficient
and effective within this global world, FedEx capitalises on technology, for
example its digitally assisted dispatch system (DADS) is used to communicate
with over 30,000 couriers, this system enable quick response to pickup and
delivery dispatches, in addition to effective time and route management. Other
tactics that have been used to ensure quality within the operations of the
company was the launch of an airliner from Portland, Oregon bound for Memphis
to pick up packages, as a contingency to the regularly scheduled airplanes, in addition
to other cost cutting strategies.

Perspective speaks to the planning processes used by an organization to achieve
its long term goals. In order to achieve quality companies should ensure that
their strategic processes are consistent and logical; areas such as Supply chain,
Finance, Marketing, and Human Resource should to be on integrated in the
process.   FedEx’s Quality Assurance Team
(QATS) strategy was to ensure the work processes were coherent and supported
their new products and services.

Marketing Perspective: at FedEx as
outlined in the case they implemented the Quality Improvement Process (QIP)
programme as measure of its total commitment to quality. Its mantra of 100%
customer service satisfaction, 100% on time delivery and 100% accurate
information to every shipment is a great example of this serious commitment.
The company has achieved a 99.7% on time delivery rate. FedEx has also created
Quality Action Teams (QAT) to further enhance its quality programmes. By
establishing service quality indicators they are able to ascertain external
customer’s level of satisfaction.

Financial Perspective: the goal of Finance
is to maximise return on investment for a given level of risk. Total Quality
Management is one of the strategies used by FedEx to increase ROI by investing
in its employee and system to ensure that defects are reduced and customers are
satisfied. Ethos of getting it right the first time in their business process results
in improvement in the company’s efficiency and profitability. The leadership
team has instilled this in employees which have become the culture of the
organization. The 1-10-100 rule has also save FedEx a great deal.

Human Resource
Perspective: In an effort to provide the level of service
and quality necessary to remain the leader in the industry; FedEx has developed
a unique relationship with its employees, based on a people-first corporate
philosophy (FedEx.Com). Founder and CEO Frederick Smith believed that the
practice of people are placed first will result in possible higher service and
then profit will follow. Hence FedEx corporate philosophy:
People-Service-Profit. This people priority approach acknowledges the
importance of employee satisfaction which helps to foster an environment where
employees feel secure enough to take risks and become innovative in pursuing
quality, service and customer satisfaction. There are many processes in place
at Federal Express to ensure that P-S-P becomes a way of life for all employees.
the years FedEx, through its People-Service-Profit (PSP) initiative has
instituted training programmes, competitive wages, benefits, profit sharing,
bonuses and a transparent grievance process. Another element that FedEx has
incorporated is that of employee recognition scheme for its top performing employees

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