Why Total Quality Management Fails
Why Total Quality Management Fails:
Perspective of Top Management
Even total quality management (TQM) was applied in organizaion, one 1990 survey shown that more than 36 percent employees do not participate in and dissatisfied with quality improvement programme. Also, the companies often fail to utilize employees and customers. The principles of TQM presume full commitment from all levels of management and the TQM is responding to changing market conditions.
There are some reasons listed as follows why TQM fails
Lack of Total Ownership of the TQM Process: quality must be ingrained in every employee, not only the management level.
Trying to Create TQM with the Use of a consultant: the consultants need to be selected carefully and fit the facility’s needs.
Lack of Incentive for Involvement: the company is not willing to provide incentive for employee to participate in the TQM programme.
Leadership Failure: the top management focuses on the wrong thing and set the wrong policies to implement TQM.
Not Measuring the Effects of TQM: benchmarks must be established and quality standards tracked against those baselines to determine the success or failure of the programme efforts.
Poorly Developed Vision: Improve quality without a clearly-developed plan or strategy.
Poor Ability to Communicate with the Workforce: management fails to give appropriate information to emplooyees and a lack of willingness on management’s part to involve employees in the decision-making process.
Prior History of Workforce Produces Resistance: the organization tends to find a comfort zone, unwilling to change.
Union Opposition: the union may be resistant to the new concepts; the possible way is we can approach for overcoming their concerns prior to implementation.
Short term Profitability Overrides Long term Plan: top management fails to compensate the management, so TQM processes are developed and passed on to lower level management
Underdeveloped Relationship with Suppliers:
Perspective of Top Management
Even total quality management (TQM) was applied in organizaion, one 1990 survey shown that more than 36 percent employees do not participate in and dissatisfied with quality improvement programme. Also, the companies often fail to utilize employees and customers. The principles of TQM presume full commitment from all levels of management and the TQM is responding to changing market conditions.
There are some reasons listed as follows why TQM fails
Lack of Total Ownership of the TQM Process: quality must be ingrained in every employee, not only the management level.
Trying to Create TQM with the Use of a consultant: the consultants need to be selected carefully and fit the facility’s needs.
Lack of Incentive for Involvement: the company is not willing to provide incentive for employee to participate in the TQM programme.
Leadership Failure: the top management focuses on the wrong thing and set the wrong policies to implement TQM.
Not Measuring the Effects of TQM: benchmarks must be established and quality standards tracked against those baselines to determine the success or failure of the programme efforts.
Poorly Developed Vision: Improve quality without a clearly-developed plan or strategy.
Poor Ability to Communicate with the Workforce: management fails to give appropriate information to emplooyees and a lack of willingness on management’s part to involve employees in the decision-making process.
Prior History of Workforce Produces Resistance: the organization tends to find a comfort zone, unwilling to change.
Union Opposition: the union may be resistant to the new concepts; the possible way is we can approach for overcoming their concerns prior to implementation.
Short term Profitability Overrides Long term Plan: top management fails to compensate the management, so TQM processes are developed and passed on to lower level management
Underdeveloped Relationship with Suppliers: