Myths and Obstacles in Tqm Practice

Obstacles and Myths in Total Quality Management Practice

by

Mah Kong Howe
SQI Management Consultants

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This paper represents some research work and ideas extracted from the author’s dissertation entitled “Total Systems Intervention & Quality Management - A Student’s Practitioner’s Critique” [Mah (1994b)] that was submitted as partial fulfilment of the University of Hull, U.K. Master in Business Administration degree in 1994.

ABSTRACT

Although quality awareness has been on the increase amongst organisations in both the private and public sectors alike, there is still much to be done in terms of real benefits and returns to organisations that made the decision to "improve quality". No one denies that it is not easy to design and implement a viable quality system that is sufficiently customised to meet an organisation 's unique requirements.

One common obstacle is the myth that "Quality Activities" represent some form of additional or "extra" effort when it should be the norm. This is seen wherever managers of organisations make statements like:

a). "We are not ready...maybe next year when we have the staff and the time..." (Response to a query on a SME 's intention to obtain ISO 9000 certification)

b). "Our customers are not that demanding...there 's no point improving quality to a level beyond what 's agreed to." (Response to a query on quality improvement plans)

c). "Our product is quite simple and is not very critical in the sense that it does not involve safety or tight tolerances; therefore, we don 't really need a sophisticated quality system." (Response to a query on quality systems for product development)

d). "We 'll set up the new operation first, you know, sort things out, settle down, and let the system

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