In supply quality management, · employee participation,

In order to improvise the organization’s overall business process which includes the quality of products and services, a methodical approach called Total Quality Management is used(H.C. Lau, M.A. Idris, 2001. This integrated program is used to gain competitive advantages through sustained progress in various aspects of organizational culture. Hence  TCQ emphasizes :

 teamwork  and employee involvement
continuous improvisation
meeting the needs of customers
team-based problem-solving
 continuous analysis of results
a closer connection with suppliers, and so on (Oke, M. A., & Oke, O. D., 2014). Among the organizations where total quality management (TQM) practices were adopted and executed systematically, the corresponding competitive advantages achieved is high (Thomas J. Douglas and William Q. Judge Jr., 2001). Yet many organizations fail to execute the program successfully.

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            Among the researchers based on the surveys, the major concern was to find what makes the TQM work. The failures in TQM initiatives due to lack of information and data on the critical success factors etc, made the researchers examine the problems associated with its implementation. They suggest that through TQM programs, less than half of the organizations have observed significant improvement. This can result even in the collapse of the previous system that existed before the implementing the Total Quality Management program(H.C. Lau, M.A. Idris, 2001). Hence they fail to bring sustained changes in the organization.

           

The researchers indicate that the major barriers to implementing TQM are :

·         inadequate human capital development and coordination

·         insufficient quality planning

·         lack of leadership and resources for TQM

·         lack of focus and direction on customer

(Sebastianelli, R., & Tamimi, N., 2003 & Bhat, K. S., & Rajashekhar, J., 2009).  

 

If these barriers are properly analyzed and understood, then it is possible to form a

structure to assess the relative significance of management-related barriers to the success of  TQM and to guide in developing policies for a production quality transformation.

The prime objective of TQM programs is to improvise the Business performance by

·         supply quality management,

·         employee participation, recognition and reward

·          quality system management

                         Oke, M. A., & Oke, O. D. (2014) suggested that management should try to upgrade themselves to the different TQM practices in order to face the competitive domain.

– Oke, M. A., & Oke, O. D. (2014). Exploring the Link between Total Quality Management and Business Performance. European Journal of Business and Management, 6(9), 75-86.

– H.C. Lau, M.A. Idris, (2001) “The soft foundation of the critical success factors on TQM implementation in Malaysia”, The TQM Magazine, Vol. 13 Iss: 1, pp.51 – 62

– Tata, J., & Prasad, S. (1998). Cultural and structural constraints on total quality management implementation. Total Quality Management, 9(8), 703-710.

-Douglas, T. J., & Judge, W. Q. (2001). Total quality management implementation and competitive advantage: the role of structural control and exploration. Academy of Management Journal, 44(1), 158-169.

– H.C. Lau, M.A. Idris, (2001) “The soft foundation of the critical success factors on TQM implementation in Malaysia”, The TQM Magazine, Vol. 13 Iss: 1, pp.51 – 62

– Beer, M. (2003). Why total quality management programs do not persist: the role of management quality and implications for leading a TQM transformation*.Decision Sciences, 34(4), 623-642.

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