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... has role of statistical and quantitative methods (5) Recognises the different contexts of Japan and America." He goes further in saying, " the weaknesses of Deming's model are (1) Action plan and methodological principles are sometimes vague, (2) the approach to leadership and motivation is seen by some as idiosyncratic, (3) does not treat situations that are political or coercive." My personal opinion is that the work of Deming was extremely important to the success of TQM, and his model offers a logical systematic approach to the problem of improving quality. I also believe, although Slack 1998 picks up on weaknesses of Deming's approach, the strengths far outweigh these. The success of TQM through Deming's approach can be seen in Japanese industry (Honda, Toyota and Mazda are examples of this). Crosby in the 1970 's also did a considerable amount of work on TQM. Philip Crosby is best known for his work on the cost of quality.
Crosby's views were that many organizations do not know how much they spend on quality. In his book "Quality is free" Crosby provided a zero defects programme, which he believed, would reduce the total cost of quality (8). This is summarised as: 1) Quality is conformance to requirements 2) Prevention not appraisal 3) The performance standard must be "zero defects" 4) Measure the price of non-conformance (PONC) 5) There is no such thing as a quality problem Much like Deming's model Nigel Slack 1998 (10) also states the strengths and weaknesses of Crosby's approach. Firstly the strengths are; (1) Provides clear methods to follow (2) Worker participation is recognised as important (3) Strong on explaining the realities of quality and motivating people to start the quality process. The weaknesses of Crosby's are; (1) Seen by some as implying that workers are to blame for quality problems (2) Seen by some as emphasising slogans and platitudes rather than recognising genuine difficulties (3) Zero defects sometimes seen as risk avoidance (4) Insufficient stress given to statistical methods (10). Success of TQM depends on how well a company evaluates the processes, products, and the markets of today to try and find out what the customer of tomorrow wants.
It has been evident from past marketplaces that companies show more support to short-term interests that even if they do have a long-term strategy if often lacks commitment from top management. Implementation and the success of TQM can be seen clearly using the example of Honda. Many other Japanese car manufacturers have also followed pursuit. When trying to implement TQM it requires both behavioural and cultural change. A successful TQM brings together management, behavioural and cultural commitment to customer quality. There are three approaches to implementing TQM.
Firstly there is the "concept of management." This basically fine tunes and revitalise's management in producing bottom line products or services resulting hopefully in customer satisfaction. With this approach management and individuals of the organization are usually operating at fairly effective levels and have already taken the idea of TQM aboard. Kawamoto CEO of Honda implemented TQM with the advice from the founder of the company, So ichiro. When TQM was implemented at Honda production lines were reconfigured to speed the process and allow greater flexibility. Engineers were expected to create designs that could be manufactured more efficiently. Honda's new strategy, which the CEO describes as "customer focused", has increased sales and improved profit (7).
The second approach can be seen as a "system of management." This approach is used when TQM is already in place but needs to be brought up to speed. The basic area of this approach is to resolve conflict, decision-making, meeting management as well as traditional areas of measurement and continuous learning. With this approach the Q-STEP is used (10). The Q-STEP simplifies quality into five basic competencies. Q-Quality Maximisation, S-Skill Maximisation, T-Team Participation, E-Excellence for customers, P-Prevention of waste. The Q-STEP works with existing culture and takes advantage of current "good practices." The final approach is usually the most common and is also the cause of most failure.
This approach usually aims mainly at changing behaviour not culture that drives or supports that behaviour. TQM has in the past failed however there here have been many reasons why, but the most common are (2): (1) Lack of management commitment- executives may demand TQM because they may see it as purely a cost-cutting strategy. (2) Poor timing and pacing-organizations sometimes implement TQM when there is no compelling need. (3) Wasted education and training- TQM can fail because organizations are not committed enough on the training of the individual. (4) Lack of short-term bottom line results- TQM can be seen as a strategy that only harvest the best results many years down the line, hence organizations are encouraged to focus on process, not results, as the organizations scare resources are poured into quality activities without any immediate results. (5) Lack of TQM concepts being implemented such as Just in Time, Quality Circles and Lean manufacturing. Total Quality Management, a concept created by Dr William E. Deming and developed further by Fredrick W. Taylor is a management approach to long-term success through customer satisfaction. For TQM to be successful in the organization all members of the organization must be committed to maximising customer satisfaction.
Although complex, Dr Deming's concepts of constancy in improvement and total customer satisfaction are the foundation. Dr Deming's 14 points are essential to helping companies achieve their goal. The points must be used together with emphasis on each other to maximise results. In order for a company to achieve implementation of TQM, they must realise that both behavioural and cultural change is necessary for success.
Dr Deming's philosophy of total quality management has proved effective in many organizations, and if companies are willing to embrace all of its ideas and concepts, it can be hugely successful for them. As with all theories there have been criticisms to whether Dr Deming's TQM model works. Heller (1997) (5) makes the point: "The successes of TQM in the Japanese auto motive industry are evidence that, when applied correctly TQM delivers-and you can't argue with the results." Like many of the management guru's who have praised TQM, I believe it is a management concept that could help deteriorating organizations achieve, both a competitive advantage over others, as well as increasing sales, customer satisfaction and profit levels; similarly TQM can help a successful company build a better relationship with its customers, supply base and inevitably increase...
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Research essay sample on Total Quality Management Customer Satisfaction
