Introduction
Total quality management refers to the approach used by the management to improve the quality of production and the organization’s performance in tandem with the needs of its goals.
In this case, quality management combines various elements of the organization connected with the improvement, development and maintenance of operations. Thus, these include factors such as cost control, employee performance, revenue accrual and management functions. These factors should be balanced to assure the success of the organization.
Advantages of TQM
TQM is important to organizations. It assists them attain efficiency in production and processing by preventing errors before they happen during work in process. Oakland (2001) notes that TQM addresses fundamental problem extents such as redundant processes, identical efforts, work processes and unnecessary tasks.
Besides, TQM intervention plays a key role in predicting errors and providing appropriate measures to pre-empt them before they actually occur. This aspect encouraged efficiency and enables an organization to save on time and costs.
Guasch (2007) points out that TQM enhances customer satisfaction. TQM intentions are tailored towards improving product or service through value addition. It attains this aspect by embracing a suitable strategy to correlate with the customer’s expectations.
For instance, Oakland (2001) explains that to guarantee customer satisfaction, TQM reduces waiting time by changing how a customer is handled. It also makes changes in the delivery process to ensure a product/service reaches the customer on time and improves on the quality of products eliminating the needs of repair improving customers’ loyalty.
Also, TQM is important in improving the organization’s development. TQM builds the culture of change in the organization by championing for education of all employees on quality practices. This helps to make quality a concern for all and not just for Total Quality Assurance department. Focusing on quality contributes to a culture of proactive work tailored towards preventing errors.
For instance, Guasch (2007) demonstrates that by focusing on teamwork, TQM succeeds in enhancing cross-departmental cooperation, thereby facilitating knowledge sharing. Knowledge sharing benefits an organization because it contributes to improved communication among employees and simplifies the organization’s communication hierarchy.
Besides, knowledge sharing leads to widening of knowledge and skill-set of employees and breeds a culture of flexibility when an organization is deploying personnel in various epartments. This ensures cost competitiveness is achieved in the organization.
Pfeifer (2002) explains that TQM improves human management in an organization. In human resources management, TQM spreads the rights of the business process to employees involved by empowering them to correct errors on the spot without waiting for directions from their superiors.
This characteristic provides a total fulfillment environment and fixes an intrinsic enthusiasm among employees. Similarly, the TQM emphasizes improving productivity by eliminating mistakes and fixes the completion of objectives much faster. The employees may use the available free time to gain more knowledge aimed at improving existing products or services or coming up with new ones.
TQM fixes an all round benefits enabling an organization achieve competitive advantage. In contemporary business, where borders are decreasing and barriers eliminated, there is free flow of information and products; an organization may embrace TQM to preserves its efficiency by creating new products, redesigning old ones and lowering prices. Hence, TQM strategy enables organizations to achieve all these benefits more easily.
Disadvantages of TQM
Although many organizations have accrued tangible benefits by embracing TQM, there are various disadvantages associated with the practice. Oakland (2001) points out that TQM calls for a new approach in the organization focused on process improvement and continuous customer fulfillment.
Thus, for these aspects to take place, an organization should aim at changing its attitude and embrace prioritization of its daily daily operations. Additionally, TQM needs assurance and calls for all employee participation.
However, Guasch (2007) notes that there are challenges involved in changing an organization’s culture because the aspect integrates an intertwining array of roles, values and processes. These aspects receive some resistance from employees who term them as a danger to their jobs.
Also, TQM calls for planning, resources and time. Implementing a TQM system may take years of planning and resources of the organization. This is also coupled with management commitment. Where there is no support from management in terms of availing resources, TQM may fail.
Seaver (2003) points out that quality is expensive to implement. Implementation requires additional costs such as consulting fees, training, infrastructure improvement and team development fees. In the long-run, the investment may be costly to an organization.
TQM takes years to yield results. Hence, an organization opting to get instant result is disadvantaged. It calls for dedication, patience, motivation and perseverance during the whole process. However, many organizations have given up when results are not forthcoming. Besides, organizations operating in a stiff competitive environment have seen it a waste of time.
TQM is tailored towards standardization. Standardization weakens creativity because it, discourages new skills and innovation in an organization which could have increased productivity.
Benefits
TQM improves the organizational performance. The performance of an organization is tied to how its processes are efficiently executed. Thus, TQM ensures that the organization’s processes are consistent with its quality standards; thus increasing its performance. Pfeifer (2002) carried out an investigation in Malaysia to determine the effectiveness of TQM in improving performance in an organization.
About 400 hundred organizations were evaluated. After analyzing the data collected, it was found out that a strong relationship existed between TQM and commitment to customers, sales and profit, product quality and development, communication between divisions, marketing and respect for management (Pfeifer, 2002)).
TQM is an approach taken by organizations to keep aligned to the goal of striving to give the best of service by constantly improving the services offered. TQM systems are put in place to constantly continuously watch and evaluate the organization’s determination to quality.
For instance, the Ford Company, since its inception, has continuously aimed at sustaining TQM in its production line of Ford Vehicles. Ford has formulated and implemented the quality management philosophy, where more emphasis is particularly integrated in designing and coming up with a finished product that met the requirements of the customers.
Similarly, in order to avoid wasteful production, Ford arranges for the production system, which entailed reducing the finished product immediately, in order to detect any element of malfunctioning. In case a default is detected, the product is rechecked to clarify the amount of damage. In case the damage is huge, the product is redesigned to facilitate construction of another default- less product.
Conclusion
TQM is an important component that organizations should deploy in order to attain efficiency, streamline processes and improve customer satisfaction, among others. Due to the present competitiveness of firms, TQM assures business has a competitive advantage over others in terms of service delivery, quality, operations and reduced costs.
However, despite the efficiency of TQM in businesses, organizations should be aware of the challenges posed by embracing the TQM system. They should understand that TQM might call for a change in an organization’s culture. The results also take longer to be visible and it encourages standardization which weakens creativity and innovation.
References List
Guasch, L. (2007). Quality Systems and Standards for a Competitive Edge.Washington: World Bank
Oakland, J. (2001). Total organizational excellence: achieving world-class performance. Oxford: Butterworth-Heinemann Publishers
Pfeifer, T. (2002). Quality management: strategies, methods, techniques; with 3 tables. Cincinnati: HanserGardner.
Seaver, M. (2003). Gower Handbook of Quality Management. Aldershort: Gower Publishing, Ltd.