Total Quality Management Assignment

1. TQM involves empowerment and inverts the management pyramid, for, or if it is to

achieve the results, it must work horizontal or vertically across the organisation, across
discipline and departments. Discuss this employing references where appropriate to
substantiate any theoretical argument.

Simplest form

1. Total Quality Management (TQM) shift traditional management structures by

empowering employees and flipping the pyramid upside down. This means decision –
making authority spreads horizontally or vertically across the organisation, reaching all
levels, disciplines, and departments. In simple terms, TQM breaks down hierarchical
barriers and encourage collaboration for better results.

TQM involves empowerment and inverts the management pyramid, for, or if

it is to achieve the results, it must work horizontally and vertically across the
organisation, across disciplines and departments. Discuss this employing
references where appropriate to substantiate any theoretical argument.

Total Quality Management (TQM) embodies a substantial alteration in organisational ideology,

departing from the traditional top-down hierarchical framework and steering towards fostering
collaborative, empowered employee cultures. This transition holds paramount importance in the
pursuit of TQM’s primary aim of continuous improvement. It involve shifting away from rigid
structures towards more flexible, inclusive environment. This paradigm shift encourages active
participation and engagement from all levels of the organisation, fostering a sense of ownership
and responsibility among employees. It also facilitates the creation of a conducive atmosphere
for innovation, where ideas flow freely and feedback loops are integral to the improvement
process.

Total Quality Management (TQM) is a holistic philosophy that infiltrates all facet of an
organisation’s operations. At its essence, it revolve around the steadfast commitment to
continuous improvement, fostering on the involvement of all stakeholders, notably customers
and employees. Through the cultivation of a culture characterized by collaboration,
empowerment and data – informed decision making, TQM ultimately aims to achieve:
1. Enhanced customer satisfaction: Meeting and exceeding customer expectations through
consistent quality products and services (Oakland, 2003; Evans & Lindsay, 2005).
2. Reduced defects and waste: Minimizing errors and inefficiencies throughout the process,
leading to cost savings and improved resource utilization (Deming, 2012; Crosby, 1984).
3. Increased employee engagement and morale: Empowering employees to contribute to
quality improvement fosters a sense of ownership and commitment (Juran,1995).
4. Improved overall organizational performance: By addressing quality issues
systematically, TQM can lead to higher profitability, market share, and competitive
advantage (Oakland, 2003).

The Demise of Hierarchies in TQM:

Hierarchical structures, with their rigid chains of command and limited information flow, often
impede quality improvement. Communication gaps arise between departments and levels,
creating siloed thinking and hindering problem-solving. Fear of blame discourages employees
from raising concerns or offering suggestions, stifling innovation and improvement. Deming, a
pioneer of TQM, highlights this weakness: "Involvement of everyone to improve the system is
what brings success"(Deming, 2012). He argues that breaking down barriers and fostering a
culture of continuous improvement necessitates dismantling hierarchical structures that obstruct
communication and participation.
Empowering Employees for Excellence:
TQM promotes empowerment, enabling employees at all levels to contribute to quality
improvement. This requires trust, training, and access to resources. Employees no longer
passively follow orders; they actively participate in problem-solving, process improvement, and
decision-making.
Crosby reinforces this by stating: "Every employee from chairman to the janitor is a quality
improvement inspector" (Crosby, 1984). By giving everyone ownership and responsibility for
quality, TQM unleashes the collective knowledge and expertise within the organization.

Collaboration and Teamwork:

Collaboration and teamwork are vital aspects of empowered employee cultures in TQM. Teams
composed of diverse perspectives across departments and levels work together to identify and
address quality issues. Information sharing and knowledge exchange become central, leading to
more effective problem-solving and innovative solutions. Juran emphasizes the value of
collaboration: "Quality improvement starts at the top, but it has to be done by everyone" (Juran,
1995). His concept of "fitness for intended use" underscores the importance of understanding
customer needs and collaborating across departments to deliver them effectively.

Leadership and Support:

Leadership plays a pivotal role in driving this cultural shift. Leaders must demonstrate
commitment to TQM principles, provide training and resources to empower employees, and
create an environment that encourages experimentation and continuous learning.
Oakland reinforces this point: "TQM is about creating an organizational culture that encourages
continuous improvement" (Oakland, 2003). Leaders must foster a supportive culture where
employees feel safe to participate, experiment, and share their ideas.

Real-world Examples:
Many companies have effectively adopted Total Quality Management (TQM), resulting in
enhanced quality, increased employee’s involvement, and enhance overall performance. One
notable example is Toyota, whose world-renowned production system, rooted in TQM
fundamentals, has propelled its global achievements in quality and productivity.

Some articles that support the assertion that TQM requires a shift from a hierarchical structure to
a more collaborative and empowered one:
1. Deming, W. E. (2012). The New Economics for a New World. McGraw-Hill.:
• This book by Deming, a pioneer of TQM, emphasizes the importance of breaking down
barriers between departments and creating a culture of continuous improvement. He argues that
top-down management styles hinder quality and encourages empowering employees to
contribute their knowledge and expertise.
• Relevant quotes:
◦ "Involvement of everyone to improve the system is what brings success."
◦ "Management must put fear out of business."
◦ "Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a
mass basis by building quality into the product in the first place."
2. Crosby, P. B. (1984). Quality is Free: The Art of Making Quality Certain.
McGraw-Hill.:
• Crosby, another key figure in TQM, focuses on prevention of defects rather than inspection. He
argues that achieving quality requires everyone in the organization to be responsible, regardless
of their position.
• Relevant quotes:
◦ "Quality is the conformance to requirements, not some nebulous, philosophical concept."
◦ "Every employee from chairman to the janitor is a quality improvement inspector."
◦ "The purpose of a quality system is to prevent defects, not just to find them."
3. Juran, J. M. (1995). Managerial Breakthrough. McGraw-Hill.:
• Juran emphasizes the importance of leadership commitment to TQM and the need for top
management to drive cultural change. He also highlights the importance of training and
empowering employees to use quality tools and techniques.
• Relevant quotes:
◦ "Quality is fitness for intended use, as judged by the user."
◦ "Quality improvement starts at the top."
◦ "Training in quality improvement requires a substantial, sustained commitment of resources."
4. Oakland, J. S. (2003). Total Quality Management (2nd ed.). Routledge.:
• This textbook provides a comprehensive overview of TQM principles and practices. It
emphasizes the importance of teamwork, collaboration, and communication in achieving quality
goals.
• Relevant quotes:
◦ "TQM is about creating an organizational culture that encourages continuous improvement."
◦ "Empowerment involves giving employees the authority and resources to solve problems and
make decisions."
◦ "Communication is essential for building trust and cooperation among employees."
5. Evans, J. R., & Lindsay, W. M. (2005). Managing for Quality: Integrating the Baldrige
Excellence Framework (4th ed.). ASQ Quality Press.:
• This book discusses the Baldrige Excellence Framework, a comprehensive approach to quality
management. The framework emphasizes customer focus, employee involvement, process
improvement, and leadership commitment.
• Relevant quotes:
◦ "Customer satisfaction is the key driver of quality improvement."
◦ "Employee involvement is essential for achieving and sustaining quality."
◦ "Process improvement is a continuous and iterative process."

Conclusion:
The transition from traditional hierarchical frameworks to fostering collaborative and employee-
centered cultures is essential to the success of Total Quality Management (TQM). By breaking
down silos, fostering trust, and harnessing the collective potential of its workforce, organizations
can achieve genuine continuous improvement, leading to enhanced customer satisfaction,
reduced costs, and increased competitiveness. TQM should be view as an ongoing process rather
than a final goal. By embracing its core principles and empowering employees across all levels,
organizations can embark on a path of continuous improvement and excellence.
References:
• Deming, W. E. (2012). The New Economics for a New World. McGraw-Hill.
• Evans, J. R., & Lindsay, W. M. (2005). Managing for Quality: Integrating the Baldrige
Excellence Framework (4th ed.). ASQ Quality Press.
• Oakland, J. S. (2003). Total Quality Management (2nd ed.). Routledge.

• Crosby, P. B. (1984). Quality is Free: The Art of Making Quality Certain. McGraw- Hill.
• Juran, J. M. (1995). Managerial Breakthrough. McGraw-Hill.