Por que os programas de qualidade falham?

After 20 years, what has remained of TQM?

“…Returning to the theoretical framework used in this study, the comparison between the hypotheses from the literature and the results obtained from the analysis of empirical data, some studies consulted demonstrate greater adherence to the results of this study. Tolovi (1994), Jesus (2000) and Cordeiro (2004) suggest that the lack of involvement of top management in TQM and the anxiety for immediate results are possible causes of the abandonment of many of these programs, which is consistent with reports collected from the surveyed companies. We highlight the similarities between the arguments by Zilbovicius (1999), who discusses dissonance between the discourse of managers and the practices that are implemented in the companies.…”

“…In addition, hypotheses about the possible factors that motivated this decline have been identified in various studies. The formulated hypotheses are based on the analysis undertaken by various authors, such as Porter (1996), Corredor andGoñi (2011), Wood Jr (2001), Tolovi (1994), Cordeiro (2004Cordeiro ( , 2009, Wood and Caldas (1995), Campos (1989), Jesus (2000), Vasconcelos and Teixeira (1997), Asif et al (2009), Zilbovicius (1999), Pyzdek (2001), Brown (2013), Antony (2013), Mosadeghrad (2013Mosadeghrad ( , 2014, Parvadavardini et al (2015) and Zu et al (2010).…”

“…The isomorphism is the process that causes organizations to resemble each other, which establishes a competitive advantage Corredor and Goñi (2011) and Zilbovicius (1999) Vision and treatment provided by some organizations, sectors of academia and gurus of TQM as a management fad and not a management philosophy, i.e., lack of understanding about the broader significance of the TQM model Wood Jr (2001), Cordeiro (2004), Campos (1989), Wood and Caldas (1995), Brown (2013) and Nwabueze (2014) Precarious training; inconsistent remuneration system; inappropriate choice of multipliers; carelessness with motivation Tolovi (1994) Excessive focus on standardization and certification proposed by ISO 9000; lack of involvement of operators in the program Cordeiro (2004) Barriers encountered in the western management culture; emergence of new managerial wave that accelerated the decline of the model Wood and Caldas (1995) and Cordeiro (2004) Inability of western companies to practice "socialization" Cordeiro (2009) and Asif et al (2009) Lack of emphasis given by the TQM model to the phenomenon of leadership as the driver of innovative processes and value creation Jesus (2000), Antony (2013) and Brown (2013) High deployment time and investment required by the program. Prioritization of short-term results and anxiety for immediacy results, which generates the perception of slow improvement in the results Jesus (2000), Cordeiro (2004), Tolovi (1994) and Parvadavardini et al (2015) Dissonances between discourse and effectively implemented practices Zilbovicius (1999) Lack of commitment and involvement of senior management Tolovi (1994), Cordeiro (2004), Mosadeghrad (2013Mosadeghrad ( , 2014, Zu et al (2010) and Nwabueze (2014) Negative perception for workers in relation to the TQM program (resistance to the proposed changes) and lack of appropriate technical and academic training at the operational level Vasconcelos and Teixeira (1997) and Mosadeghrad (2014) Excessive focus on long-term results. Weak objective definition of expected ...…”

Contribuições da área de recursos humanos para a gestão da qualidade total : um estudo de caso

“…O diagrama de causa e efeito mostrado na figura 1.2 coloca algumas possíveis causas geradoras de insucesso nos programas de qualidade. Adaptado de TOLOVI(1994) Conforme podemos perceber, todas estas causas de insucesso estão díretamente relacionadas ao elemento humano ou ao Departamento de Recursos Humanos, o que nos dá a liberdade de afirmar que a atuaçâo da Área de Recursos Humanos tem um papel bastante importante no sucesso dos programas de qualidade. Desta forma, a busca pela qualidade passa a ser uma área muito fértil para atuaçao dos profissionais de recursos humanos.…”

Implementação de sistemas da qualidade para a busca de certificação em pequenas e médias empresas do ramo automotivo.

“…Finalmente, ele e Henry tem a mesma opinião quanto à deveria ser escolhido como se escolhe um professor ou médico, optando por um que seja rigoroso, claro e que você possa se comunicar. partes do sistema depois.Para a implementação das normas ISO 9000 em pequenas empresas,KARAPETROVICK et al (1997) enumeram outras dificuldades como: dono/gerente não entende as normas, recursos financeiros inadequados para implementar o sistema, recursos humanos dentro da empresa não estão disponíveis ou não conhecem a norma, excessiva Após uma tentativa de agrupar as causas de insucesso em educacionais, psicossociais, técnicas e psicológicas,TOLOVI (1994) propõe algumas sugestões, que são apresentadas no quadro 11.…”