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Implementing Effective TQM.
According to recent figures, only 20-36% of organizations that have attempted to implement a TQM program have achieved some sort of significant or even tangible improvements in quality, productivity, competitiveness or financial return. So why is this much hailed management tool failing to live up t...
| Clasificación: | Libro Electrónico |
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| Otros Autores: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Emerald Group Publishing
2005.
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| Temas: | |
| Acceso en línea: | Texto completo |
| Sumario: | According to recent figures, only 20-36% of organizations that have attempted to implement a TQM program have achieved some sort of significant or even tangible improvements in quality, productivity, competitiveness or financial return. So why is this much hailed management tool failing to live up to expectations? One possible reason is the all-encompassing nature of Total Quality Management. Ask most practicing managers what exactly TQM is, and you will receive a variety of responses, ranging from "TQM is about systems improvement" to "senior management is key in TQM". And whilst statements such as these are not completely inaccurate, when taken in isolation, they simply do not do full justice to TQM as a philosophy. And this is the key. TQM is about a mindset and a culture. Quality management involves working to improve all systems and processes as much as possible, but it can only be described as 'Total' when all employees and managers become engaged in the effort and think of quality not as a one-off program but as an ongoing, integral part of the business. Unfortunately, developing such a culture or mindset inevitably takes time, and time is one thing many organizations believe that they don't have. In today's hyper-paced business environment if results aren't immediate then programs are considered a failure and dropped faster than you can say "six sigma". In fact, when a number of senior managers were interviewed in relation to TQM, the primary reason they gave for failure of their initiatives was that it took too long to see results. Because it received cult status in the management world of the 80s, TQM is often viewed as a quick fix to business inadequacy. Managers see the likes of GE, Motorola or AT & T adopt the TQM approach and want to emulate their success overnight. What they tend to forget is that these organizations have been committed to TQM over decades, not months, and have been prepared to invest millions into its implementation. TQM is not an unattainable goal, nor is it a program that can produce results overnight. Our Briefing will help you to assess the pros and cons of this form of business excellence through case studies, surveys and practical hints. |
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| Descripción Física: | 1 online resource (74) |
| ISBN: | 1280706376 9781280706370 |