TQM obstacles TQM is management philosophy that seeks to integrate all organizational functions (marketing, nance, design, engineering, production, customer etc) to focus focus on meetin meeting g custom customer er needs needs and organi organizat zation ional al object objective ivesT sTQM QM vie! vie!s s an orga organi niza zati tion on as a coll collec ecti tion on of proc proces esse ses s "t main mainta tain ins s that that organizations must al!ays strive to continuously improve these processes by incorporating the kno!ledge and e#periences e#periences of !orkers !orkers
1. Impl Implem emen enta tati tion on of Qual Qualit ity: y: The implementation of total $uality is similar to that of other decentralized control methods "n developing TQM, compan companies ies need need to under understan stand d ho! consum consumer ers s dene dene $ualit $uality y in both both goods and services s ervices o%ered o%ered
2. Compet Competiti itive ve marke markets ts:: & competitive market is a driving force behind many of the other obstacles to $uality 'ne of the e%ects of a competitive market is to lo!er $uality standards to a minimally acceptable level This barrier to $uality is mainly a mental barrier caused by a misunderstanding of the denition of $uality nfortunately, too many companies e$uate $uality !ith high cost
3. Bad
attitudesabdication
of
responsibilitymana!ement
infallibility The competitive environment, poor management practice, and and
a
gene generral
lack ack
of
high highe er
e#pect pectat atiions ons
hav have
contr ontriibute buted d
to
unprodu unproducti ctive ve and unheal unhealthy thy attitu attitudes des This This !ill !ill foster foster motiv motivatio ation n and creativity and build productive and healthy attitudes that focus employees on basic fundamentals, such as keep customer needs in mind, constantly look for improvements, and accept personal responsibility for your !ork
". #ack #ack of lead leader ers$ s$ip ip fo for r %ual %ualit ity y *#cess layers of management $uite often lead to duplication of duty and responsibility This has made the lo!er employees of an organization to leave the $uality implementation to be a management+s job
&. 'e(ciency of cultural dynamism: *very organization has its o!n uni$ue !ay of doing things This is dened in terms of culture of the organization The processes, the philosophy, the procedures and the traditions dene ho! the employees and management contribute to the achievement of goals and meeting of organizational objectives
). Inade%uate resources for total %uality mana!ement: ince most companies do not involve $uality in their strategic plan, little attention is paid to TQM in terms of human and nancial resources Much of the attention is dra!n to increasing prot margins of the organization !ith little regard as to !hether their o%ers- supply to customers are of e#pected $uality
*. #ack of customer focus: Most strategic plans of organizations are not customer driven They tend to concentrate much on prot.oriented objectives !ithin a given time frame /ittle (if any) market research is done to ascertain the product or service performance in the market relative to its $uality
+. #ack of e,ective measurement of %uality improvement: TQM is centered on monitoring employees and processes, and establishing objectives that anticipate the customer0s needs so that he is surprised and delighted This has posed a considerable challenge to many companies Measurement problems are caused by goals based on past substandard performance, poor planning, and lack of resources and competitor.based standard
-. oor lannin!: The absence of a sound strategy has often contributed to ine%ective $uality improvement 1ompanies using TQM should al!ays strive to!ards impressing upon o!ners the need to spend money and time on planning "f management took reasonable time to plan projects thoroughly and invest in partnering to develop an e%ective project team, a lot could be achieved in terms of product performance as these
investments
in prevention.
oriented management
can
signicantly
improve the $uality of the goods or services o%ered by an organization
1/.
#ack
of
mana!ement
commitment: &
$uality
implementation
program !ill succeed only if top management is fully committed beyond public announcements uccess re$uires devotion and highly visible and articulate champions /ack of commitment in $uality management may stem from various reasons Major obstacles include the preoccupation !ith short.term prots and the limited e#perience and training of many e#ecutives
11.
0esistance of t$e orkforce: & !orkforce is often un!illing to
embrace TQM for a variety of reasons TQM project must be supported by employee objectives
trust,
acceptance
*mployees,
and
therefore,
understanding should
be
of
management0s
recognized
by
the
management as vital players in the decision making processes regarding to $uality improvement as involving them !ould have motivating e%ect on implementation of $uality programs
12.
#ack
of
proper
trainin!Inade%uate
uman
0esource
'evelopment: There is evidence that lack of understanding and proper training e#ists at all levels of any organization, and that it is a large contributor to !orker resistance <hough companies invest heavily in $uality a!areness, statistical process control, and $uality circles, often the training is too narro!ly focused 2re$uently, 3uran+s !arning against training for specic organizational levels or product lines is unheeded TQM should provide comprehensive training, including technical e#pertise, communication skills, small.team management, problem.solving tools, and customer relations
0oles of team members 1. nderstanding the purpose and objectives of the project
2. *nsuring a correct balance bet!een project and non.project !ork 3. 4orking to timescales and !ithin cost constraints ". 5eporting progress against plan &. 6roducing the deliverables-products to agreed specications ). 5evie!ing key project deliverables-products *. "dentifying issues +. "dentifying risks associated !ith the project -. 4orking together as a team 1/. 1ontributing to!ards successful communication 11. 1ontributing to!ards positive motivation
