TOTAL QUALITY MANAGEMENTIntroductionAttainment of Total Quality is often the goal of traditional manufacturing firms but not all of them succeed despite the enormous effort. Company A is one example how Total Quality can fail after a years of implementation. Although some of the initiatives of Company A were successful, the progress suddenly plateaud due to fatal flaws in Total Quality implementation. The following sections are analysis case study 38 which describes the problems in Total Quality implementation at Company A. These would answer three important questions associated with Company A’s Total Quality initiative and the findings and recommendations of the study group. The most likely approach used for quality management systems & processing before implementation of TQ started. An examination of the quality management systems and processing before the implementation of TQ started suggest that Company A’s management failed to apply the very basic of Total Quality– “genuine commitment”.
For instance, although it had put quality as a priority in all its efforts, management still prioritize quantity over quality in most cases. The process of introducing new product often takes time thus incurring additional expenses.
There was no real commitment in establishing strict monitoring as evidence by late modifications or and large rectifications in different areas of the business. Finally, SPC was introduced but only a few really knows how to use or implement it. There are actually a number of things that the company’s management failed to realize due partial commitment. For instance, the recommendation of the study group suggest that there are quality features that were not done applied correctly such as the role of supervisor and shop-floor control. Most of the working practices are still traditional or has returned to it thus there is a need to once again improve and intensify control.
Performance of suppliers was never monitored and some who are demonstrating poor quality performance are still connected with the company. Similarly, there are insufficiency in the implementation of design and preventive maintenance. Clearly, the company attempted to implement Total Quality approach in the wrong way as evidence by the fatal flows in the planning and implementation of such approach. This is the primary reason why it had plateaued and stayed in this level despite the enormous effort.
The study group did notice these flaws and reiterate the need to conform to single management quality philosophy and real commitment from everyone. According to Oakland (2003, p. 31), implementing Total Quality requires organization-wide commitment and the initiative must come from its management. The company management who truly wants a positive change should be serious enough to instil quality among their subordinates. Similarly, the middle-management to whom which the executives depends must be able to grasp the principles of Total Quality so that they can accurately transfer them to their people.
More importantly, their commitment to the program must be demonstrated or communicated otherwise quality will not spread throughout the organization. To ensure lasting commitment of everyone, the management may opt to recognize and reward those who are active and support the company’s initiative.