Analysis Of Total Quality Management

Institute Training

Zatzick, Moliterno, and Fang (2012) write that Total Quality Management “TQM primarily focuses on increasing inefficiencies and improving processes, particularly when implemented in manufacturing organizations” (p.1322). Deming (1988) writes that American companies do not work steadily towards process improvement. He feels that management should be consistent with its efforts to improve upon the quality of its products. Beer (2003) views TQM as an ongoing process in order to ensure product excellence. TQM has the ability to change the companies’ culture and work processes. Quality management is a long term process. These changes usually require new initiatives. Deming (1998) explains how the Japanese are at an advantage because they are not beholden to stakeholders. Japanese companies are able to concentrate on their employees. This type of environment encourages trust between workers and management. Beer (2003) feels that TQM involves “multiple stakeholder philosophy that equally values community, customers, and employees (p.624). Team work and collaboration are a big part of the TQM philosophy.

Diseases and Obstacles

Denning (1988) feels that American businessmen think their main goal is to make money. They forget that their mission is to create quality goods or services. Japan on the other hand feels that their mission is to create quality products and services. If a company keeps putting out the best goods within that given market, then profits will begin to trickle down. Denning (1988) also feels that performance reviews and merit raises slowly chip away at the morale and productivity of the employees. He feels that evaluations concentrate on the finish line. He feels that this is a way for managers to a...

... middle of paper ...

...roughout the supply chain. Both TQM and SCM seek to “strengthen organizational competiveness and customer satisfaction (p.63). Talib, F., Rahman, Z., & Qureshi, M. N. (2010) writes that TQM focuses on delivering perfect products and services while SCM focuses on expedient delivery times or excellent performance in order to please the customers. Both processes would complement each other nicely since, TQM deals with internal functions that seek to enhance the company’s outputs and SCM deals with the external partners in order to deliver perfect customer service. TQM offers less operation costs, increased market value, higher morale among employees, ongoing improvement, increase in employee participation, and the list goes on. SCM can improve sales, more accurate budgeting, better communication between links in the chain, and reduction in inventory overages.