2a) Explain the level of TQM adoption in detail with relevant examples.
2b) Explain the stages in design and development. Explain the features which could enhance the quality in product design at the conceptual stage.
1.0 Level of Total Quality Management Adoption
The Six different levels of TQM implementation, this includes uncommitted, drifters, tool pushers’ improvers’ award winners and world class. According to them, these stages do not necessarily represent the stages through which organizations pass on their TQM journey. These levels are to help organization in identifying their weaknesses and proffering solutions to them through the use of continuous ...view middle of the document...
The management of the organizations in this stage tends to review the performance of the firm based on the implementation of TQM and expect immediate gains from it. These organizations view TQM as a program rather than a process thus making the policy have a low profile among employees. Organizations with such an approach to management are termed drifter because they drift from one program to the other in a start stop fashion with concepts, ideas and initiative being reborn and re-launched under different guises. Organizations which fall within this stage usually have no plan for the deployment of TQM philosophy throughout the organization thus limiting the implementation of TQM to the managers while leaving the shop floor out of the implementation process.
Other common features of this level include:
• Managements are overly susceptible to outside interventions and easily get distracted by the latest “fads” which are put to them under various guises (i.e. they are quality fashion victims).
• The quality department has low status within the organization.
• Continuous improvement activities are little more than cosmetic ‘off-line’ motivation programs, with little impression on the company’s organizational structure, internal relationships, and overall business direction.
• Any team working is superficial and departments only tend to co-operate in order to lay the blame on another department. Considerable in-fighting, rivalry and ‘politics’ exist between departments
• No real changes in corporate culture have been made since the start of the TQM initiative. The activities associated with TQM are not given time to come to fruition before they are discarded and replaced by others.
• A fear of failure and uncertainty pervades the organization and there is the view that TQM will be sidelined in the medium term.
1.3 Tool pushers
Organizations in this category look at quality improvement programs but in most cases fail to use such tools appropriately. They adopt quality management tools such as quality cycles, quality improvement groups. These organizations often blame the failure of TQM on the tools adopted. It explained that organizations in this stage find it difficult to sustain the momentum of its improvement initiatives and it is continually on the lookout for new ideas. (Anders Hederstierna)
Some characteristics of the drifters include:
• A major concern for meeting sales target.
• Solving current problems rather than future problems
• Non commitment of every senior management to TQM
• TQM does not operate in every facet of the organization.
• Companies under this category are more experienced in quality improvement when compared with the drifters.
Organizations in this category have engaged in a process of quality improvement for between five and eight years and during this time made important advances. They understand that total quality involves long term cultural change and have recognized...