Problems in Total Quality Management - Research Paper Example

Problems in Total Quality Management Quality improvement in the workplace is a factor that affects many organizations, and an analysis of research onthis topic reveals some similar factors. An introduction to total quality management in the workplace is that this is a concept that tries to integrate all the processes in an organization (Godard, 2010). From research, TQM is referred to as a process in which the performance of an organization is improved through an integration of the workforce, the technology and the processes in the organization. Despite the widespread interest in total quality management as a concept, many organizations report that the concept still faces myriad challenges, all of which are related to the implementation of the chosen technique. This paper will analyze the common problems regarding to total quality or process improvement in the workplace, and try to propose some solutions to these problems. According to Fairhurst and Wendt (1993), the concept of total quality in a work environment requires the input of several experts, therefore, it is expected that one of the main problems is the issue of different quality experts. In any organizational context, different experts propose different solutions to quality issues; therefore, the organization is faced with the problem of choosing the best solutions. Some organizations choose to utilize a specific group of experts to solve their quality issue, while other organizations use several experts. From prevailing consensus, it is evident that the later approach is the most efficient, since an organization gets the chance to get diverse opinions. The second problem of total quality management in the workplace is the issue of problem identification (Shin, Kalinowski, & El-Enein, 1998). Many organizations will focus on identifying different TQM techniques in the workplace, which presents a problem since the organization does not fixate on the root cause of quality issues. In this regard, there are two main approaches, which are the method-focus and problem-focus methods. From research, it is evident that the problem focus method is the most efficient, since it provides a strategic view of the problems faced by an organization. In contrast, the method-focus concept tries to fit every problem in a new TQM method, which results in a confusion of ideas. According to Shin, Kalinowski, and El-Enein (1998), one of the major issues facing organizations with regard to total quality management or performance improvement is the issue of managing diversity. In the workplace, there are usually diverse groups of employees, which mean that the process of total quality management is severely hampered. The achievement of an optimal working environment is focused on finding the optimal working mix for employees, and the diversity factor usually hampers improvement. Research indicates that the diversity of employees in an organization results in low turnover, where employees do not perform to the best of their ability. The issue of diversity can be best solved by introducing a workplace culture that tries to orient employees and make them understand that the workplace is not a cultural or social environment, therefore, their inner differences can be applied for the good of the organization. As previously stated, total quality management in the workplace is focused on improving the quality of work done. This distinction usually poses a problem in most organizations, since management is usually focused on increased productivity (Reed, Lemak & Mero, 2000). In this regard, most managers are fixated on improving productivity at the expense of quality in the workplace. For example, many organizations will require their employees to achieve a certain benchmark in productivity, and in some cases, these benchmarks are too high. Therefore, most of the employees in an organization of this kind will disregard quality in an effort to achieve their benchmarks, in which case, the quality of the workplace is hampered. The overriding solution to this problem is the introduction of policies that try to redirect focus from productivity improvement to quality improvement, which ultimately proves more beneficial to an organization. According to Shin, Kalinowski, and El-Enein (1998), the other problem facing total quality achievement in an organization is the tendency to find methods that worked for other organizations and copy them to an organization. In this case, management fails to understand that the internal makeup of every organization is diverse; therefore, the methods used to enhance quality must differ. The focus of an organization should not be on finding practices that work for other organizations, instead, an organization should identify the internal strengths of the individual organization and try to enhance these qualities. The main result of this is that the organization will have a specific TQM model to implement, which improves the quality of performance in the organization. Management commitment to the improvement of quality in an organization is usually the main hurdle in the achievement of total quality (Reed, Lemak & Mero, 2000). In this case, many organizations usually have a statement that commits them to improving the quality of their services and products. However, it is rare to find organizations that actually commit to their quality statements, in which case the management in an organization does not push for the statement. This means that most organizations will claim that they will improve their quality procedures, but rarely do they actually commit to improving their quality. The creation of a TQM environment requires more than just a statement of intent; it also includes the actual identification of systems that need to be improved in an organization, and a serious identification of a TQM schedule. In conclusion, it is evident that the information from the articles identifies the most common problems facing the implementation of TQM procedures in most organizations. In this case, a distinction should be made between conceptual agreements to implement TQM procedures from the actual implementation process. The execution of an identified TQM procedure in an organization requires the commitment of both employees and the management of an organization, since quality is spread through the whole organization. The solutions presented in this paper concerning the TQM process will help most organizations in improving their performances. Quality management is a process that will always help an organization improve performance; however, the process is hard and faced with many challenges. The experimental process usually deters most organizations from implementing the chosen TQM procedure, yet the result will be beneficial. References Fairhurst, G. and Wendt, R. (1993). The Gap in Total Quality: A Commentary. Management Communication Quarterly, Vol. 6(4). Pp. 441-451. Godard, J. (2010). What Is Best for Workers? The Implications of Workplace and Human Resource Management Practices Revisited. Industrial Relations: A Journal of Economy and Society, Vol. 49(3). Pp. 466-488. Reed, R., Lemak, D. and Mero, N. (2000). Total Quality Management and Sustainable Competitive Advantage. Journal of Quality Management, Vol. 5(1). Pp. 5-26. Shin, D., Kalinowski, J. and El-Enein, G. (1998). Critical Implementation Issues in Total Quality Management. SAM Advanced Management Journal, Vol. 63(1). Read More