The Implementation of Total Quality Management in Manufacturing - Case Study Example

Among the several ‘schemes’ applied by managers internationally when dealing with particular business problems like reduced productivity, poor customer support and lack of appropriate internal and external communication are the total quality management (TQM). The particular ‘scheme’ involves mainly in the use of ‘quality’ as a criterion for business restructuring using many different plans of action that can refer to all entrepreneurial activities. The above ‘scheme’ has been proved to be particularly effective, however, in many cases, severe obstacles appear in its implementation within a particular organization.

The reasons can be many, however, the most crucial seems to be the resistance of the employees to accept the changes suggested even if all appropriate measures have been taken for their protection. On the other hand, because the effectiveness of TQM is strongly depended on the form of the particular enterprise it is useful to make the appropriate preparation before its application. This process includes – among other issues – the provision of information to the employees making sure that they will accept and apply the suggested changes.

The results of its use in all industrial sectors and particularly in manufacturing justify its choice as a premium tool of corporate restructuring.The particular topic has been chosen because of its significance for all business sectors. On the other hand, TQM has been an issue under examination by many researchers as well as entrepreneurs around the world, however, it seems that there are still many parts of its structure that need to be highlighted. The specific process has been considered as a difficult to be applied business strategy, however, in practice, its application presents the same levels of difficulty with all others business plans particular those involved in the corporate restructuring.

In the case of manufacturing, TQM has been traditionally used as the tool of support during the evaluation of the performance of the particular parts of a specific organization.