Overcoming The Barriers In Implementing TQM and Sustaining The Success Through Continuous Quality Improvement Demings 1 !

!oints "evisited Dr. R. Jagadeesh #$stract Total Quality Management (TQM) became a popular buzzword during the last three decades and is considered to be the globally accepted success formula across the organizations. number of success stories ha!e been well documented in literature and widely circulated to spread the spirit and practice of TQM. "hile many organizations ha!e reported success through TQM implementation as seen by the !ariety of outcomes and benefits# there are also discordant notes about TQM. These usually include $failure% of TQM which has resulted in abandoning of the TQM pro&ects. This paper e'amines how TQM can be successfully implemented and further tries to throw light on sustaining the spirit and practice of TQM. (t also pro!ides insight as why the TQM practice need to be sustained and re!iews the usual practice of )uic*ly mo!ing on to other techni)ues without clear reasons. Deming+s ,- points published se!eral decades ago and discussed and debated worldwide are again highlighted in this paper for their capacity to answer the )uestions about TQM. "hile these ,- points per se are not originally ad!ocated as part of TQM# they share a common tas* of )uality impro!ement. critical analysis and appreciation of Deming+s ,- points can thus ha!e a wonderful impact in understanding and implementing TQM across the organizations. "hile companies do realize the benefits of !arious )uality impro!ement techni)ues# the tendency to &ump to new tools and techni)ues is commonly obser!ed. This leads to a conclusion albeit wrong# that the e'isting techni)ues are either incapable or not worth continuing. This *ind of a generalization ma*es it imperati!e to adopt new techni)ues rapidly in succession wasting costly resources and ending up with unsatisfactory results. .ence sustaining the spirit of TQM is strongly emphasized in this paper. This can be accomplished by the underlying philosophy of continuous )uality impro!ement. This paper narrates how the policy of continuous )uality impro!ement can be a good dri!er to continue the &ourney along the path of TQM. /ey "ords0 Total Quality Management# (mplementation# 1arriers# (mpro!ement.

Introduction Quality# cost and deli!ery# aptly described as 2manufacturing deli!erables3# are the *ey !ariables for the success of any organization. dditionally in the recent times# factors li*e speed of deli!ery# customization# fle'ibility# and competiti!e price are also considered as strategic !ariables. These de!elopments ha!e tremendously increased the pressure on the operations managers who are loo*ing out for possible ways and means of achie!ing these multiple ob&ecti!es. 4rganizations today face two common challenges (,) sur!i!al in the era of globalization and liberalization# and (5) ensuring reasonable profits for the sustenance and possible growth of the operations# amidst a tough competition. The increasing demand for $high )uality at low price% from the customers# adds new dimension to the e'isting challenges. .ence de!eloping an o!erall strategy to sur!i!e and progress in the competiti!e en!ironment is recognized as an important and crucial step in establishing the organizational long6term goals and ob&ecti!es. 1oth the newly started organizations and the established organizations# find it challenging to formulate strategies that can put them in commanding or winning positions under different mar*et conditions. ccording to 7iegenbaum (,899)# this 2world wide awareness on )uality2 has naturally forced the managers of all industrial and business acti!ities to concentrate on !arious tools and techni)ues to impro!e the )uality le!els of products and ser!ices. The companies ha!e decided that :total )uality3 approach can be successfully employed to meet the challenges from the mar*et. Total )uality approach implies# focusing all the resources of all business functions on meeting the needs and e'pectations of the customer. Total Quality Management (TQM) is seen as an important brea*through in the )uest for )uality which became popular in the second half of 5;th century. "hile TQM was seen as a lu'ury in the beginning# it has been pro!ed by successful applications that it is indeed an essential ingredient for success. TQM is customer oriented# and in!ol!es organizational effort# team wor* and scientific approach. The components of TQM are di!ided under three groups# namely# philosophy# management policies and procedures# and tools. This di!ision helps in the successful understanding and implementation of TQM. (n this paper it is e'amined as to how TQM has established itself as a stepping stone to success. brief literature re!iew enables the reader to understand the de!elopment and proliferation of the TQM concept. This is followed by a critical !iew of the application of TQM concept and also its success rate. The paper later describes the way in which the implementation of TQM is done and reasons for its failure. (t is further shown as to how implementation leads to continuous )uality impro!ement. The paper then demonstrates how Deming3s ,- points are useful in implementing and sustaining the spirit of TQM. %iterature "evie& Many organizations ha!e realized that they are not able to sur!i!e or ma*e profits unless they constantly meet the changing needs# wants and re)uirements of their customers. This also enables them to successfully meet competitors+ pressures. <lobal changes in the micro6 electronics# information technology# telecommunication# and labor mar*et ha!e created an increase in international competition and concern for producti!ity le!els. These high6tech re!olutions ha!e created higher e'pectations in customers globally. =ustomers are becoming more aware as they e'ercise their *nowledge and power of choice of the number of product and ser!ice alternati!es a!ailable. Their re)uirements are becoming more difficult to meet since they demand faster responses# better !alue for money for the products or ser!ices they

buy# more product !arieties# and e'pect lower prices# reliable deli!ery# and product integrity. These issues ha!e prompted the manufacturers and ser!ice pro!iders to de!elop or introduce new techni)ues and tools to impro!e their products and ser!ices. TQM has blended !arious tools and techni)ues under one common philosophy which in!ol!es e!eryone in an organization in a continual effort to impro!e )uality and achie!e customer satisfaction. Though many and !aried definitions of TQM can be found in a !ast literature# 7eigenbaum3s (,899) definition of TQM3s predecessor# Total Quality =ontrol (TQ=)# seems to include all the elements contained in other authors3 lists0 an effecti!e system for integrating the )uality6 de!elopment# )uality6 maintenance# and )uality6impro!ement efforts of the !arious groups in an organization so as to enable mar*eting# engineering# production# and ser!ice at the most economical le!els which allow for full customer satisfaction. That is# elements of TQM include0 a focus on customers# continuous impro!ement of products and processes# employee in!ol!ement and management commitment to TQM. 7rom an integration perspecti!e# organizations which include many of the following elements could be said to be 2practicing TQM2 =ontinuous impro!ement in all phases of operations# ,;; percent accuracy in performing acti!ities (n!ol!ement and empowerment of employees at all le!els# Team6based wor* design# 1enchmar*ing# and Total customer satisfaction The road to total )uality in!ol!es the following elements as stated in literature in general0 =learly defining what Quality is De!eloping )uality standards De!eloping meaningful measurements of )uality =onducting )uality training for the entire organization TQM is often associated with the phrase 6 2doing the right things right# first time2. This means $defect pre!ention# and not defect detection and subse)uent correction. (t is to be noted that customer satisfaction is the dri!ing force in TQM and thus TQM basically ad!ocates two principles namely0 ,. =ompletely satisfying the customer 5. =ontinuously impro!ing the ability to satisfy the customer in future s stated by =orbett and Rastric* (5;;;)# the benefits of TQM ha!e been well documented and include bottom line impro!ements in competiti!eness# producti!ity and mar*et share. They further state that e!idence shows companies that pursue best practice and TQM achie!e higher profits and cash flows# as well as greater shareholder !alue. ccording to <ehani (,88>)# there is no consensus on a single definition of TQM. 1ut most authors see it as an integrati!e philosophy of management of continuously impro!ing the )uality of products and ser!ices to achie!e the customer3s satisfaction or re)uirements. ?upplapati et al.# (,88@)# comment that TQM is based on the premise that an organization must build )uality into its products and processes# and that e!eryone in the organization has a responsibility in this effort. ccording to ?ermeulen (,88A) the attitudes e'hibited by the members of an organization decide the future of the organization which may be decline or growth. (t is obser!ed that

management+s failure to recognize the importance of attitudes and to foster a change in them is the primary reason for the failure of the )uality transformation process. 7ailure may also occur when implementation of the )uality management structure outpaces acceptance of the change and the understanding of the need and benefits. (t is further stated that an assessment of the company culture will help to determine changes in company programs# policies and management beha!ior that are necessary to support a TQM process. (t is absolutely essential to find out the culture of a company before embar*ing on the TQM &ourney. s stated by 7o' (,88,) culture means the way in which )uality is !iewed# tal*ed about and interpreted in the company. Bnless the cultural changes are ta*en care of# TQM initiati!es do not succeed. Cs*ildson (,88-) has discussed about some sur!eys which reflected the poor results of TQM. .e has suggested how to impro!e the chances of getting good results from the TQM programs. ccording to Dooley and 7lor (,889)# o!er time# there does appear to ha!e been a significant shift in the aggregate# or 2a!erage2 perceptions concerning TQM success and failure. They propose that0 t the early stages of TQM adoption (before early ,88;3s) a great deal of positi!e attitude towards TQM began to slowly shift downward 2crisis2 of negati!e attitudes towards TQM occurred in the early and mid ,88;3s. (ndi!iduals too* specific actions to reduce these negati!e attitudes. These points clearly e'pose the reasons why TQM may not succeed and what needs to be done. 1ased on these points se!eral researchers and practitioners ha!e suggested how to implement TQM and also loo*ed at the ways of o!ercoming barriers to effecti!e implementation. TQM Implementation Strategies The effecti!e transformation to the total )uality management (TQM) organization has been lin*ed to the e'tent to which firms successfully implement certain critical )uality management practices. Duch practices ha!e been thoroughly discussed in the literature by !arious )uality gurus such as Deming (,89E)# =rosby (,8A8)# and Juran (,89E). These include top management commitment# training and education# supplier management# process management# and human resource de!elopment. s stated by Ford and Fawrence (5;;,)# the introduction of TQM into an organization in!ol!es a change in culture. new way of thin*ing and acting# a new philosophy# has to be inculcated. 4ften the attempts end in failure. 7ailures of TQM implementation may be as high as 9;G as mentioned by Morris and .aigh (,88E). The !ast ma&ority of the literature appears undaunted by such magnitude of failure. (t is not the philosophy that is )uestioned but the implementation that must be at fault. (n the normati!e literature# where failure is ac*nowledged# it is used merely to identify barriers that must be o!ercome for successful implementation (ibid# p. 8>). TQM is not a $)uic*6fi'%# $off6the6shelf% solution to competiti!eness for any organization. (t must be a totally integrated# continuous# professional system based on the commitment of employees and top management# wor*ing together with customers so that the needs of all are met. t the same time thin*ing TQM as a panacea for all *inds of problems is also an o!erestimated e'pectation. s stated by =upello (,88-)# successful TQM implementation is dependent on the e'istence of a total )uality culture among all personnel. The research pro&ect has indicated that although some positi!e elements do e'ist# for e'ample# a common accepted !isionH accepted

responsibilitiesH customer6focused and group (departmental) cohesi!eness# much still needs to be done to pa!e the way for a total )uality culture. (t is therefore recommended that top management should appoint a steering committee in order to pay attention to the problem areas indicated in the research process. The steering committee should pay particular attention to the following aspects0 de!eloping methods to stress top management+s commitment to total )ualityH lead the way by top management in setting a )uality culture and en!ironmentH introduction of TQM and related concepts to all employeesH continuous TQM training for all employeesH impro!ing communication systems (top6down and bottom6up) and communication on )uality issuesH participation of employees in strategic planningH de!eloping an en!ironment to encourage creati!ity and inno!ationH lin*ing rewards to )uality impro!ements. (mplementing TQM is a ma&or tas* that can ne!er be understated. ccording to =la!er# Tari and 7rancisco (5;;>) critical factors need to be identified for ensuring success in implementing TQM. 7urther# TQM# as stated earlier# is a ma&or socio6technical system and an organization6wide inter!ention. s such# TQM must be approached in a systematic# pragmatic# well6thought6through fashion. Din* (,88,) has suggested the following approach to the design# de!elopment and implementation of TQM0 Dtage ;0 understanding the organizational system. Dtage ,0 de!eloping a strategic plan for the TQM effort. Dtage 50 planning assumptions. Dtage >0 specifying strategic ob&ecti!es. Dtage -0 specifying tactical ob&ecti!es. Dtage @0 implementation planning. Dtage E0 pro&ect management. Dtage A0 measurement and e!aluation. Dtage 90 e!aluation# accountability# follow through# ensuring effecti!e implementation. (n another interesting illustration# Fuchsinger and 1lois (,88;) outline the TQM implementation plan of 7D= ( ir 7orce Dystem =ommand) as follows0 awareness and commitmentH incorporation into the ac)uisition processH assessment of progressH elimination of barriers. 'hy TQM (ails and ho& to overcome the $arriers ccording to 1acal (http0IIperformance6appraisals.org I 1acalsappraisalarticles I articles I whyt)m.htm)# there are se!eral reasons as to why TQM fails. These could be summarized as0 (mproper Jlanning Management =onfusion (nade)uate Dupport To Managers Jartial (mplementation (.edging) (nade)uate Mar*eting (mpatience

ll these suggestions and recommendations need to be obser!ed while implementing TQM. (t is e)ually interesting to *now why TQM initiati!e may not succeed. Dome of the obser!ations are as follows0 Fac* of top management Too many changes too )uic*ly Jressure for immediate results Quality ?s Quantity conflict Too much negati!e feedbac* 7ear of being openIhonest Fittle input from superiors Dubordinates unwilling to change Kon6producti!e time on meetings and paper wor* Jroblems not being fi'ed the first time 1ased on these obser!ations# it is suggested to remember the following before embar*ing on the TQM &ourney0 Cmphasize the time re)uired Quality once achie!ed needs more efforts to sustain the results TQM is ongoing commitmentH there is no end. s )uoted in http0IIwww.tutor5u.netIbusinessIproductionI)ualityLt)m.htm# TQM is not an easy concept to introduce into businesses 6 particularly those that ha!e not traditionally concerned much with understanding customer needs and business processes. (n fact 6 many attempts to introduce TQM failM Then how to o!ercome the barriers would be the ne't )uestion. This means following a systematic and time tested approach based on what the )uality gurus say. This is where Deming+s ,- points are re!isited. Deming)s 1 points Through out the history of )uality Cdward Deming has been fre)uently )uoted as the crusader of )uality and his JD= cycle and ,- points ha!e become legendary. ccording to Tamimi (,889)# )uality e'perts often stress the importance of implementing prescribed )uality practices in concert with each other in order to realize the full benefits of the TQM program. 7or instance# Deming (,89E) emphasizes that the success of his philosophy# propounded in terms of his ,- principles# is conditional on implementing the ,- points as a whole rather than indi!idually. Tamimi (,88@) has empirically collapsed Deming+s ,- principles into eight meaningful factors using e'ploratory factor analysis. These factors were defined as top management commitment# super!isory leadership# education# cross functional communication# supplier management# )uality training# productIser!ice inno!ation# and pro!iding assurance to employees. Deming+s ,- points ha!e been illustrated by se!eral researchers and authors and one such description as )uoted by Ritchie Nhttp0IIwww.geocities.comI thensI585,Ideming.htmlO is gi!en here. fter each of the ,- points# the action to be ta*en# shown in boldface# is also illustrated. ,. =reate constancy of purpose toward impro!ement of product and ser!ice with a plan to become competiti!e 66 to stay in business and to pro!ide &obs. Set a Mission Statement* pu$lici+e it, re(er to it, -uestion activity against it.

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dopt a new philosophy. "e are in a new economic age. "e can no longer li!e with commonly accepted le!els of delays# mista*es# defecti!e materials and defecti!e wor*manship. /se $rainstorming sessions to identi(y areas (or &or0. Brea0 the paridigm1 =ease dependence on mass inspection. Re)uire instead# statistical e!idence that )uality is built in to eliminate need for inspection on a mass basis. Dont rely on end o( line inspection. 2nsure -uality o( the product $y statistical techni-ues. Cnd the practice of awarding business on the basis of price tag alone. (nstead# depend on meaningful measures of )uality along with price. Identi(y your and supplier processes and set per(ormance measures or -uality indicators. (mpro!e constantly and fore!er the system of production and ser!ice. (t is management+s &ob to wor* continually on the system. 3ave a system in place that $rings per(ormance results to regular revie&. (nstitute a !igorous program of education and retraining. Institute t&o4&ay accounta$ility (or development, ma0e a system that &on)t (orget. /se it. dopt and institute leadership. The responsibility of super!ision must be changed from sheer numbers to )uality. (mpro!ement of )uality will automatically impro!e producti!ity. Create accounta$ilities that speci(y (or -uality. Dri!e out fear so that e!eryone may wor* effecti!ely for the company. /se t&o &ay accounta$ility. !romote it, rein(orce it. 1rea* down barriers between departments. Jeople in research# design# sales and production must wor* as a team to foresee problems of production that may be encountered with !arious materials and specifications. 5et into !rocess, 6ame and Chart your processes, change to organi+ation to support the processes. Climinate numerical goals# posters and slogans for the wor*force that as* for new le!els of producti!ity without pro!iding new methods. 7ocus on per(ormance in terms o( -uality indicators. Climinate wor* standards that prescribe numerical )uotas. Institute a system that allo&s speci(ication and communication o( -uality indicators. Remo!e barriers that stand between the hourly wor*er and his right to pride of wor*manship. %isten to the &or0ers, Do &al0a$outs, put ideas li0e this in every supervisor)s per(ormance contract. Cncourage education and self6impro!ement for e!eryone. 2m$race t&o &ay responsi$ility (or personal development. =reate a structure in top management that will push e!ery day on the abo!e thirteen points. Create a &or0er supported system that provides you status on all o( the a$ove.

ccording to "ilson (,88@) if the word TQM is used to refer to a specific pac*age of )uality measures then the name to which it is sometimes attributed is Deming+s ,-6point plan for the achie!ement of TQM. "hile Deming+s points were not proposed as part of TQM no doubt they ha!e pro!ed to be sharing the same principles.

CO6C%/SIO6 TQM has seen its glorious days when it became the buzzword in )uality worldwide. Many firms ha!e arri!ed at the conclusion that effecti!e TQM implementation can impro!e their competiti!e abilities and pro!ide strategic ad!antages in the mar*etplace. number of success stories ha!e been well described in literature and TQM went on becoming a widely sought after management techni)ue to sol!e )uality related issues. .owe!er after some time# TQM was criticized as not effecti!e and e!entually was pro&ected as failure. De!eral researchers also reported that TQM implementation has led to impro!ements in )uality# producti!ity# and competiti!eness in only 5;6>;G of the firms that ha!e implemented it. (n fact it went to the e'tent of describing TQM as another fad. Thus# conflicting research findings ha!e been reported surrounding the effects of TQM implementation on o!erall business performance. .owe!er# on careful e'amination it was clearly brought out that it is not TQM that is to be blamed but the way in which it is being implemented. (t is clearly pointed out in this paper that there are se!eral factors that need to be considered before implementing TQM and also cultural transformation of the organization is necessary for TQM to be successful in any organization. De!eral organizations are !iewing a TQM campaign as a panacea and a cure6all for e!ery problem. They embrace this approach without understanding its impact on the long6 term management practices of their organizations and fail to achie!e lasting results. (t is essential for these organizations to understand the short6 and long6term implications of embar*ing on a TQM initiati!e. To be successful# a TQM program should also include the generation of timely and reliable information on the results of implementing TQM. 1esides a re6e!aluation of e'isting methods of communication between departments implementing TQM should be made. 7urther# standards to measure and control the cost of )uality should be de!eloped. The paper has analyzed the issues related to TQM implementation and come out with se!eral approaches to implement TQM based on different models. This enables the managers to smoothly introduce TQM and ensure success. 1esides# two important re)uirements are patience and long time frame. .ence it can be concluded that it is not correct to )uestion the efficacy of TQM if desired results are not seen. (t is rather important to meticulously plan for the implementation and fi' a &udicious time frame to get the e'pected results. "272"26C2S ,. 5. >. -. @. E. 1acal# Robert. $'hy TQM 7ails8% (http0IIperformance6appraisals.org I 1acalsappraisalarticles I articles I whyt)m.htm). ccessed on 5- Deptember 5;;A. =la!er# Cnri)ue.# Jose# Juan Tari.# and Molina Jose 7rancisco. (5;;>)# 2=ritical 7actors and results for )uality management0 an empirical study2# Total Quality Management# ?olume ,-# Ko. ,# pp 8,6,,9 =orbett# Fawrence M. and Rastric*# /ate K. (5;;;)# $Quality performance and organizational culture Kew Pealand study%# (nternational Journal of Quality Q Reliability Management# ?ol. ,A Ko. ,# 5;;;# pp. ,-65E. =rosby# J. (,8A8)# Quality is 7ree# Mc<raw .ill# Kew Ror*# KR. =upello# James M. (,88-)# 2 new paradigm for measuring TQM Jrogress2# Quality Jrogress# May ,88-# pp A8695. Deming# C. (,89E)# 4ut of the =risis# Massachusetts (nstitute of Technology =enter for d!anced Cngineering Dtudy# =ambridge# M .

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Dooley# /.# and R. 7lor (,889)# 2Jerceptions of Duccess and 7ailure in Total Quality Management (nitiati!es#2 Journal of Quality Management# ?ol. ># Ko. 5# pp. ,@A6,A-. Cs*ildson# Foyd. (,88-)# 2(mpro!ing the 4dds of TQM success2# Quality Jrogress# pril ,88-# pp E,6E> 7eigenbaum# .?. (,899)# 2Total Quality =ontrol2# >rd Cdition# Mc<raw .ill =o.# KewRor*. 7o'# R. (,88,)# Di' steps to Total Quality Management# Mc<raw6.ill# Dydney. <ehani# R.# (,88>)# ::Quality !alue6chain0 a meta6synthesis of frontiers of )uality mo!ements33# cademy of Management C'ecuti!e# ?ol. A# pp. 586-5. Juran# J. (,89E)#$The )uality trilogy%# Quality Jrogress# Ko. 8# pp. ,865-. Ford# 1. R. and Fawrence# D. (5;;,). 2TQM (mplementation0 =ase Dtudy of MQT (Management3s Questionable Technology)2. Jroceedings of Third sian Jacific (nterdisciplinary Research in ccounting =onference# delaide# ,@6,A July. Fuchsinger# ?.J. and 1lois# J.?.(,88;) $TQM0 Defence c)uisition (nitiati!e%# Management ofTechnology ((. The /ey to <lobal =ompetiti!eness S Jroceedings of the Decond (nternational =onference on Management of Technology# Miami# 7F# pp. ,;@>6E;. Morris# D. D.# and .aigh# R. .. (,88E). 4!ercoming the barriers to TQM. (n /an&i# <. /. (ed)# Total Quality Management in ction# =hapman and .all# Fondon. Ritchie # Far*. $#nd 6o&* # !ractical #pplication9* http0IIwww.geocities.comI thensI585,Ideming.html. ccessed on 5- Deptember 5;;A. Din*# D. .(,88,) $TQM S The Ke't 7rontier or Just nother 1andwagonT%# Jroducti!ity# ?ol. >5# Ko. ># pp. -;;6,-. Dit*in# D.1.# Dutcliffe# /.M.# Dchroeder# R.<. (,88-)# 2Distinguishing control from learning in total )uality management# a contingency perspecti!e2# cademy of Management Re!iew# ?ol. ,8 Ko.># pp.@>A6ETamimi# K. (,88@)# $ n empirical in!estigation of critical TQM factors using e'ploratory factor analysis%# (nternational Journal of Jroduction Research# ?ol. >> Ko. ,,# pp. >;-,6@,. Tamimi# Kabil ( ,889)# $ second order factor analysis of critical TQM factors%# (nternational Journal of Quality Dcience# ?ol. > Ko. ,# ,889# pp. A,6A8 ?ermeulen# "erner (,88A)# $=ultural change0 crucial for the implementation of TQM%# Training for Quality# ?olume @ U Kumber ,U ,88A U pp. -;6-@ ?upplapati# /.# hire# D.F. and <upta# T. (,88@)# ::J(T and TQM0 a case for &oint implementation33# (nternational Journal of 4perations and Jroduction Management# ?ol.,@ Ko. @# pp. 9-68-. "ilson# D. (,88@) $Deming+s ,- Joint Jlan for TQM%# http0IIwww.educesoft.comI)ualityIdemming.htm. ccessed on 5- Deptember 5;;A.