The main barriers to TQM practices References
Failure to incorporate quality management to all departments Harris, 1995 [83];Smith et al., 1994 [84]
Resistance of the workforce; inadequate use of empowerment and teamwork; failure to develop employee participation Harris, 1995 [83]; Whalen and Rahim, 1994 [85]; Masters, 1996 [78]; Goetsch and Davis, 2010 [27]; Bohan, 1998 [86]
Lack of proper training and preparation Whalen and Rahim, 1994 [85]; Masters, 1996 [78]; Bohan, 1998 [86]; Burril and Ledolter, 1999 [87]
Inappropriate supervisory structure or culture of the firm for implementing TQM Whalen et al., 1994 [85]; Masters, 1996 [78]; Mcabe et al., 1998; Burril and Ledolter, 1999 [87]
Lack of involvement and commitment of top management Baillie 1986 [88];
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to focus on meeting customer needs and organizational objectives."
[Abstract Besterfield D, Michna Besterfield C, Besterfield Glen and Besterfield-Sacre Mary Total Quality Management (3rd Edition) (2002)]
The team of the organization that the TQM is implementing tries to take part in improving processes, products, services as well as the culture which they work. This approach is inspired by quality leaders such as Philip B Crosby, W. Edwards Deming, Kaonru Ishikawa and Joshep M. Juran.
According to Deming TQM involves 14 principles.
1. Create constancy of purpose
2. Adopt a new philosophy of cooperation
3. Cease dependence on mass inspection to achieve
Arumugam, V., Chang, H., Ooi, K., and Teh, P. (2009). "Self-assessment of TQM practices: a case analysis", The TQM Journal, 21(1), 46 – 58. Retrieved from http://www.emeraldinsight.com.ezproxy.liberty.edu:2048/journals.htm?articleid=1766744&show=abstract#sthash.TkDGZoZ7.dpuf
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Hooton, T., Bradley, S., Cardenas, D., Colgan, R., Geerlings, S., Rice, J., Nicolle, L. (2010).
Schmidt, S. W., Shelley, M. C., Bardes, B. A., Maxwell, W. E., Crain, E., & Santos, A. (2010).
Conner, K. O., Copeland, V. C., Grote, N. K., Rosen, D., Albert, S., McMurray, M. L., Koeske, G. (2010).
Bates, D. W., M. Cohen, L. L Leape, J. M. Overhage, M. M. Shabot, and T. Sheridan.
(Cohen, 1990; Spillane et al., 2002; Spillane, Reiser & Reimer, 2006; Cohen, Moffit & Goldin,
Melillo, K. D., Abdallah, L. M., Blanks, C., Campbell, I., & Herndon, L. (2012). Faculty
1 Ashton (1998), Johns (1998), and Plant (1998a, 1998b) – see bibliography. 2 Nutt and Nash (2001) – see bibliography.
2004; Evans, Scott, & Schultz, 2004; Scherr, 2008; Zethn & Weinberg, 2004; Zethn, Weinberg, & Shea, 2006).
Yasin and Alavi (1999) conducted a quantitative study to determine if Total Quality Management (TQM) can produce quality improvement
The President Ralph Larsen has realized that Wengart has some major problems with the quality however he is focusing on the profitability instead of the longevity of the company. He needs to have the team focus on improving the quality problem or the company’s profits will continue to decrease. Larsen in the effort to improve the quality has decided to seek out help from an OD practitioner who suggests to Ralph to implement Top Quality Management (TQM). Larsen feels that this should be easy to implement and hands it off to Kent Kelly the Vice President. He feels that the TQM program was a matter of common sense (Brown, 2011, p. 365).
Total Quality Management (TQM) is an improvement tool that is widely used in many companies. It consists of many aspects including Managing people as well as business processes in order to maintain customer satisfaction. With TQM, Businesses starts to do the right thing from the start and to ensure zero error. Therefore, it is important to learn the principle of TQM and how it acts in organizations with its advantages and disadvantages.
TQM was met by some resistance especially from line managers and supervisors. This was because the importance and aim of TQM was not clearly communicated to the supervisors and also, they were not involved in the TQM approach.
Introduction - Total quality management (TQM) has been defined as ‘continuous improvement of every production output whether it be a product or a service, by removing inefficient variations and by improving the backbone of the work process’. International managers like their domestic counterparts have found that incorporating the notion of total quality management into their management process and style can give the competitive advantage.