An industry betrayed: the case of total quality management in manufacturing

Abstract

Notes that researchers have cited various reasons for the high failure rate of total quality management (TQM) in manufacturing organisations and asks ± is TQM a wonderful philosophy or a disaster that was allowed to happen? Based on empirical case study material, this article considers the experience of a real manufacturing company which introduced TQM, with the assistance of an external firm of management consultants. The state of the company at the outset of the TQM initiative and the rationale which led it to go down the TQM road are examined. Considers the way in which the company sought to implement the tenets of TQM, the effect that the approach generated and its longer-term consequences. Further it will seek to elucidate why, in this instance, the TQM initiative, and with it the company, failed to survive in a competitive business environment. Finally, develops guidelines applicable to TQM implementation in companies which turn to that approach as a panacea for all their ills.

Similarities and differences between TQM, six sigma and lean

“…The failures of TQM implementation have been well documented, see, for example, Brown et al (1994), Eskildson (1994), Harari (1997), Cao et al (2000), Nwabueze (2001) and Foley (2004). In more detail, Harari (1997) states that, after studying all the independent research conducted by consulting firms, the conclusion is that only about one-fifth, or at best one-third, of the TQM programmes in the US and Europe have achieved significant or even tangible improvements in quality, productivity, competitiveness or financial results.…”

The barriers to realising sustainable process improvement: A root cause analysis of paradigms for manufacturing systems improvement

“…The most commonly reported reason for unsuccessful implementation is that of incorrect implementation (Miller and Congemi 1993, Regle et al 1994, Taylor 1997, Redman and Grieves 1999, Nwabueze 2001. This can include the inappropriate adoption of a particular tool, method or process given the industry sector of the organisation and its existing business processes (Beer et al 1990), and the incorrect tailoring of the tool, method or process to the business; its processes, people, procedures and products.…”

Health and Wellness Tourism

“…A more recent study was conducted by Magd ( 2014 ), in order to identify the critical factors that are taken into account by the different schools of thought, on the one hand, quality gurus (Juran 1974 ;Crosby 1979 ;Ishikawa 1985 ), on the other, models of quality awards (Singapore Quality Award, Swedish Quality Award, Fiji Quality Award, Brazil Quality Award, Australian Quality Award, Malcom Baldrige, EFQM amd Rajiv Gandhl) and fi nally, the results of empirical investigations (Saraph et al 1989 ;Al Aanazi 1993 ;Oakland 1993 ;Flynn et al 1994 ;Badri et al 1995 ;Ahire et al 1996 ;Black and Porter 1996 ;Tamimi 1998 ;Terziovski and Samson 1999 ;Ang et al 2001 ;Yusof and Aspinwall 2000 ;Zhang 2000 ;Lau and Idris 2001 ;Motwani 2001 ;Nwabueze 2001 ;Thiagaragan et al 2001 ;Antony et al 2002 ;Baidoun 2003 ;Bayazit 2003 ;Chin et al 2003 ;Al-Nofal et al 2004 ;Conca et al 2004 ;Noviyarsi and Yusof 2005 ;Karuppusami and Gandhinathan 2006 ;Chowdhury et al 2007 ;Abdullah et al 2008 ;Putri and Yusof 2008 ; …”