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The critical success factors of TQM

Nowadays, in small firms implementation of Total Quality Management becomes important. There are plenty of quality gurus who give different critical factors for Total Quality Management. Here Porter and parker give the eight critical success factors after a study. You can find little difference between each one of these critical factors. You will find eight critical success factors which affects the implementation of Total Quality Management. Among all of those factors Management behavior is the most important. One study of different ten organizations following TQM was carried out. Overview of surveyed organizations is also given in the stand. The interviews were conducted during summer 1991 and each interview lasted around two time. TQM is employed at many areas like in education, making, services, public sectors and so many more. Assessment of critical factors distributed by the Porter and Parker, Saraph et al and standard Malcolm Baldrige National Quality Honor is given.

2) What this article is about

This article is approximately the critical success factors that makes possible to use Total Quality Management. Porter and Parker have likened their critical success factors with Saraph et al (1989) and Malcom Baldrige National Quality Prize (1992). They surveyed ten organizations if they were following the TQM factors or not. At last they give quick introduction about almost all their eight critical success factors. The survey mentioned that the eight critical factors can be organized in ascending or descending order. Out of these eight factors, management behaviour is the most important.

3) How exactly does the article match the rules & concepts of Quality Management?

Principles of Quality Management are as pursuing:

Customer focus

Leadership

Involvement of people

Process approach

System approach to management

Continuous process improvement

Factual method of Decision making

Mutually beneficial company relationship (Goetsch, internet pages 12 - 17)

In this post there are eight critical success factors from those eight some fit with the principles and ideas of Quality Management.

1. Customer Concentrate:

There is not a evidence in the article that discusses this matter.

2. Leadership:

There is many proof management behaviour. This means management behaviours of top position should be good to put into action Total Quality Management. Managers should personally respond to motive their employees plus they should encourage their employees to execute high levels plus they should be focused on TQM. Management behaviours like understanding, authority for TQM is the critical success factors. Change in company culture is the main area to put into practice the Total Quality Management. Management see the TQM as an optional thing then it will be very tuff to put into action TQM. Relating to M. P. Follett, the mom of management, if the workers or employees have relevant knowledge then managers should give agreement to improve the process. Managers should respond like mentors and facilitators rather than controller. To execute TQM, management should adopt behaviours necessary to create environment for TQM. Importance to get to the partnership between senior management as a driver and the facilitator as a lubricator of TQM process.

3. Engagement of People

There is clear evidence of in engagement of employees. To apply higher level TQM all the staff should take part in TQM process. Management should construct a solid strategy like pay back so employees require -ment in process increase automatically. Professionals should not become a controller. Motivation can encourage employees to take part in the TQM process

4. Process approach

There can be an proof process management in the article. Documentation is the integral part of TQM. Processes should be under ISO 9001/BS5750. To make positive contribution in process management, top management should be committed with TQM procedures. A need to achieve the highest degree of integration was required for the business to have significantly more matured TQM functions. Management must entail others in the put into action process nevertheless they should not supply the overall responsibility and must be observed to drive the procedure. The account of TQM must be increased to a level in a way that the employees are given sufficient time for TQM. A restricted course of control is essential in order to keep effective control and procedure of the teams. Need for trained in communication and demonstration skill for professionals and supervisors to ensure the performance of the communication. The training task of an director must be properly phased in order to give necessary support and reinforcement to the subordinates. Must ensure careful selection of relevant course material to allow the employees to relate the course samples to particular activities for the business.

5. System method of management

The methodology of the company was to build up a key technique for the procedure of management by doing precisely what TQM designed for their particular business. The results suggested the need for better planning of the execution strategy. TQM must be observed as an optimistic business strategy rather than as an "optional extra" by the management.

6. Ongoing process improvement

A presence of certain management behavior such as understanding, dedication, leadership and ongoing support for TQM process will be the success factors needed by the business for constant process improvement.

7. Factual method of Decision making

There is some proof factual method of decision making.

8. Mutually beneficial distributor relationship

There is some proof mutually beneficial supplier relationship.

4) What exactly are the key issue/problem that the article addresses and its conclusion?

Critical success factors for TQM will vary for each and every company. Many authors published different critical success factors for TQM so that's the primary key concern. Porte and Parker surveyed 10 organizations plus they found many organizations finding some problems for putting into action TQM.

Management behaviour is another key issue of this article. Where in fact the management needs TQM as an 'optional area', it does not put into practice Total Quality Management. It means management is not devoted for TQM.

Many times compulsory or optional participation of staff was considered the disadvantage. In optional participation leads to lack of quality and compulsory involvement leads to disruptions in TQM process because of undesired contribution.

5) Critique of the article

Strengths

The mother nature to help role to the employees was found to be unique in each group.

The course of control to be a key issue in the development of appropriate team structure for the organization.

Personal communication was seen as a powerful tool for the organization.

Provision of improved upon opinions mechanisms was loved by staff although the amount of feedback was regarded as generally low.

For the implementation of TQM, it could be useful for many organizations.

This article is very useful and knowledgeable for me because I am doing Quality management and it would be ideal for my future.

By reading this article mangers are able to understand the incident of problems and solution of those problems.

Authors have given critical success factors of TQM for Malcom Baldrige Country wide Quality Award so it would be helpful to those organizations who wish to achieve that prize.

They have surveyed 10 organizations and completed their problems for applying TQM and at last they gave alternatives for those problems so organizations can improve their processes by reading this article.

Training was seen as a continuous process for the organization offering a chance for enforcement of TQM process.

Weakness

The strategies developed cover the wide ideas of TQM, however they generally appeared to be underdeveloped and insufficient details.

Unclear explanation of phases of activity got resulted in early projects considerably overrunning.

The amount of integration was suprisingly low due to that your company has immature TQM process.

Senior management was slow-moving in delegating the duty for quality improvement activity leading to slow-moving rate of improvement.

Critical success factors will vary for each group. They surveyed only ten organizations. At the time of review particular company might be experienced some problem that's why they were unable to put into action TQM.

They never have elaborated much about the eight critical success factors.

They have described management behaviour as a most important factor for the implementation of TQM. I think there could be various other factors like Training and education, communication which are more important.

There is not a evidence of inspiration of employees in this article. It'll be useful for achieving the goals.

The necessary management behaviour needed to be developed further.

Viewing TQM as an "optional extra" by the management likely led them towards failing.

Use of in your free time facilitators to redistribute the work theoretically creating insufficient time for the TQM.

The option of resources was a restricting factor in the variety of media used for communication.

6) Conclusion

In the first part of paper eight factors are critical to successful execution of Total Quality Management where determined evidence was collected in the second part. A model was developed from the results recommending the process that mature management need to undertake a successful strategy for putting into action TQM, which can only be developed when the necessary management behavior has been implemented. The article discusses necessary behavior that has to be developed keeping in view for perceptions of TQM.

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