Operations Management: An Integrated Approach, 5th Edition

WHY TQM EFFORTS FAIL

In this chapter we have discussed the meaning of TQM and the great benefits that can be attained through its implementation. Yet there are still many companies that attempt a variety of quality improvement efforts and find that they have not achieved any or most of the expected outcomes. The most important factor in the success or failure of TQM efforts is the genuineness of the organization's commitment. Often, companies look at TQM as another business change that must be implemented due to market pressure without really changing the values of their organization. Recall that TQM is a complete philosophy that has to be embraced with true belief, not mere lip service. Looking at TQM as a short-term financial investment is a sure recipe for failure.

Another mistake is the view that the responsibility for quality and elimination of waste lies with employees other than top management. It is a “let the workers do it” mentality. A third common mistake is over- or underreliance on statistical process control (SPC) methods. SPC is not a substitute for continuous improvement, teamwork, and a change in the organization's belief system. However, SPC is a necessary tool for identifying quality problems. Some common causes for TQM failure are

• Lack of a genuine quality culture
• Lack of top management support and commitment
• Over- and underreliance on statistical process control (SPC) methods

Companies that have attained the benefits of TQM have created a quality culture. ...