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Analysing TQM in the shipping and delivery industry

Eurasia International is a wholly held subsidiary which operate as a competitive alternative party ship manager. It offers collection of services that addresses end-to-end solution for the delivery industry. The key factors for shipping industry success are high quality, cost efficiency and personalised service. The Ship management company should be taking care of cost more proficiently than who owns ship.

The key concern highlighted by the situation report confronting Eurasia International is to keep the required HR emphasis while handling the ship's cost framework, staying in melody with customer requirements and anticipating your competition. The Strategic Issue determined for the organization is to support creating value for shareholders, customers and recruiting in the quickly evolving shipping and delivery industry. Therefore a advice and implementation plan is produced to confront the strategic issue after undertaking an in-depth research and analysis of alternatives against certain conditions of leveraging key strengths, mitigating/overcoming key impediments and exploiting key opportunities.


1. Preserving HR Focus:

According to the trend the regular improvement of the staff was essential to success: the two challenges experienced in this regard are bringing in the best people and training them. Predicated on past research high training days and nights contributes to low staff turnover rate:

The advice should integrate this key factor, and should further lead to a minimal turnover rate.

2. Image Advancement:

In days gone by the third party ship professionals received a great deal of blame for allegedly decreasing specifications and providing inadequately trained crew, Also safety and quality is an integral points accepted across industry to measure the efficiency of company. The increasing amount of polices, by national and international systems, imposes a lot of constraints and can indeed hamper trustworthiness of company if the conditions are not met.

3. Cost decrease:

While the cost efficiency is a significant criterion for selecting a ship manager, there is a very small portion of boats that are managed by alternative party professionals (Approx 10%), which means size of market is really small and with the growing volume of third party ship manager companies the competition is increasing for the tiny pie. Recently the ship owners could operate vessels internally at very low cost by using different flag says and alternative team arrangements.

The recommendation should better provide the business to deal with this concern and maintain itself in high competition condition.

4. In sync with Future:

The dispatch owners in high cost countries are currently facing shrinking home labour makes and rising costs. , high attrition rates within the industry and infrequent union problems. Also in the arriving years, high global reshuffling is expected all of this means continuing pressure for ship managers to adjust and be better trained for future.


Demings :

1. Build a consistency of purpose toward improvement of product and service with the aim to become competitive, stay in business and provide jobs

2. Adopt a fresh philosophy: We live in a fresh economic age

3. Cease dependence on mass inspections to boost quality

5. Improve constantly and forever the machine of creation and service, to improve quality and productivity, and therefore constantly decrease cost

6. Institute training on the job.

7. Improve leadership

9. Break down obstacles between departments

13. Institute a strenuous program of education and do it yourself improvement

14. Put everybody in the company to work to accomplish the transformation

Initiatives :

Cost effective alternatives by outsourcing functions to low cost areas

Establishing practices based on the latest know-how and technology

Offering a collection of services that spanned the entire life-cycle of the ship from engineering to demolition

Develop a five season plan to extend Eurasia's customer platform to position itself as a Asian company with global operations

To meet customer requirements, it's able to offer dedicated seafarers experienced for just about any size or type of tanker, mass carrier or pot ship

Deployed advanced database-management and computerised information systems that gave users access to timely and appropriate information

Generate economies of level by pooling resources with the four other management communities under the father or mother company

Offer cost competitiness and product differentiation as advantages over its rivals

By remaining relatively small within the parent or guardian company, it might offer more personalised services and unique business model

Ability to balance the goals of key constituencies and continuously add value through best practices

Adopt Total Quality Management (TQM) as a model to control the organization

Create more congenial conditions for shipboard staffs by allowing up to five members of the family to accompany during shipboard employment

Recruit seafarers internationally and assembled multinational crews

To operate easily and optimally, I's instituted a management composition made up of self-check, cross check and external-check components

Fleet-wide circulars were sent out regularly to dissiminate any lessons learned

Provide the foundation for constant improvement throughout the organization

Devising a framework for performance measurement

Ishikawa :


Continuous Improvement

Statistical quality control

SWOT Analysis


1. Prime location of headquarters

2. Offers suite of services (end to end solution)

3. Dedicated seafarers for differing types or sizes of ships

4. Timely and appropriate information: advanced database-management and computerized information systems.

5. Economies of size without merger: part of Schulte Group of Companies.

6. Cost competitiveness and Product Differentiation

7. Provides more congenial conditions for shipboard staff

8. Operations propagate over several countries.


1. Fortunes rely upon greater developments in world trade.

2. Services are not product centric.

3. Struggling to catch the attention of the best and the brightest people.

4. No benchmarking with industry's best.


1. Labour problems in high cost countries.

2. Growing importance of ISMA: can prove to be platform for


1. Small & small market place: Minor increases in the size of world fleet and only 5000 (10%) ships are supervised by third gatherings.

2. Complex and evolving restrictions by maritime administrations.

3. Global reshuffling of industry players.

4. Moving towards automation contrary to Bajpaee's anticipation.

5. Fundamental image problem for third party management.

6. Ship owners can operate their vessels internally at suprisingly low costs.


Quality Solution

After analysis of high produce by successful implementation of TQM; it could be concluded that with execution of quality rules the main element resources for Eurasia can be altered into deliverable end result. Following are the alternatives for implementing quality insurance plan in future:

Status Quo: Continue with the existing TQM policy, with no further quality initiatives.

Status Quo with benchmarking: Implementing the TQM policy and also benchmarking against various other industry or past year performance to judge progress.

TQM with Six Sigma: New quality recognition can be employed for, to consider the quality effort into next era by implementing Six Sigma quality methods.

Operations Solution:

The problems presently experienced by ship-owners related to lowering cost and labour uncertainty, can be rectified by change in functions strategy. Following will be the alternatives:

Status Quo: continue with the prevailing procedures and office locations.

Shifting Operation Platform: Shifting basic operations to ports in developing countries, also moving back hand functions.

Automation: Move towards automation by growing unmanned boats.


First, following the successful execution of TQM, Eurasia is currently ready for the execution of six-sigma as a complementary model to accomplish higher degrees of deliverables. Six-sigma is an effective tool in slicing excess costs. So that it be able to improve the cost competitive advantages to the organization when compared with the other option and in so doing being more cheap than the dispatch owners. Among the key strength that may be leveraged most effectively, by execution of six-sigma, is the experienced labor force and low turnover proportion. Six-sigma can be very effectively be used to market the key success factor of professionalism and thereby getting more customers from the same pie, hence mitigating the impediment of limited market. However, implementation of six-sigma is relatively more expensive than the other alternatives, especially in high cost countries. But it is certainly in sync with future movements in the field of quality management.

Second advice of shifting procedures is recommended. The other alternatives against which moving base operations proved to be most viable are status quo and moving towards automation. Taking into consideration the size of the organization and risks involved with allocating significant resources and expenses to automation, shifting base businesses to slots in developing nations can be the optimal solution for the cost competitiveness. This cost competitive edge against the ship owners internal procedures addresses effectively one of the key success factors. Leveraging the key strength of experienced workforce can successfully streamline the shifting of procedures. So moving the Eurasia's platform businesses to these countries is totally in lines with future expectations and it could also reduce cost incurred.


Six-sigma implementation can be quite hectic and challenging in the beginning, as it needs significant amount of management time and resources. Timeline: 12-16 Months

Shifting base businesses to slots in developing nations is a tiresome process and should be carried out in orderly steps to mitigate hazards. Timeline: 33 - 43 Months

Major Issues or Hurdles:

Major issues in this process are the pursuing:

Timeline and Difficulty for Implementation: Six Sigma is a relatively complicated process and requires a lot of your time for implementation. It could take a great deal of determination and seriousness with respect to staff to achieve this.

Relocation reluctance: with the relocation of jobs and base there may be high reluctance among the prevailing staff to relocate and the business can witness very high attrition rate due to this decision, which can lead to new team hiring and additional cost.

Challenges :

Greater environmental awareness

Increase amount of polices by national governments and international bodies

To attract the best people

To train people into management positions

To retain the talented crews

Voluntary culture of self-regulation

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