Characteristics of organizations not committed to total quality management

1997 ◽  
Vol 211 (5) ◽  
pp. 377-384 ◽  
Author(s):  
B G Dale
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Business Process ◽  
Management Style ◽  
Senior Management ◽  
Fire Fighting ◽  
Total Quality ◽  
Necessary Evil ◽  
Employee Responsibility

The focus of the paper is to examine the characteristics and behaviour of organizations that are not committed to the ideals of total quality management (TQM). In the five cases presented a number of conditions have helped to stifle the TQM initiative including: the lack of a plan, inadequate understanding of TQM, TQM seen as a necessary evil by senior management, inappropriate management style, poor channels of communication, no attempt to understand the needs and requirements of customers, proposals for improvement blocked by senior management, lack of integration between the ‘soft’ and ‘hard’ issues of quality management, a failure to understand the basics and linkages between concepts such as business process re-engineering, people empowerment and TQM, emphasis on quick-fix solutions and fire-fighting, and extending employee responsibility without adequate training. In turn these types of conditions have resulted in a lack of willingness by employees to participate in improvement initiatives and quality is seen as an added cost and something to be avoided.

scholarly journals Análise sobre os conceitos e práticas de Gestão por Processos: revisão sistemática e bibliometria

2015 ◽  
Vol 22 (1) ◽  
pp. 164-180 ◽  
Author(s):  
Diego Rodrigues Iritani ◽  
Sandra Naomi Morioka ◽  
Marly Monteiro de Carvalho ◽  
Aldo Roberto Ometto
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Total Quality ◽  
Business Excellence

Este artigo tem como objetivo analisar a teoria sobre Gestão por Processos de Negócio (BPM - Business Process Management). Para isso foi realizada uma revisão bibliográfica sistemática e foram utilizadas técnicas de análise de publicações, citações e de bibliometria. Os resultados mostram a multidisciplinaridade de BPM, como as diferentes áreas de pesquisa compreendem o tema e como praticam essa abordagem. Dentre os periódicos relevantes para o tema, destacaram-se o Business Process Managament Journal, Knowlegde and Process Managemente Total Quality Management & Business Excellence. Dentre as abordagens de aplicação foi possível verificar que existem três tipos adotados pelo estudo e ao todo foram identificadas oito práticas de BPM. As redes de bibliometria mostraram a existência de agrupamentos bibliométricos que pouco interagem, e a relação de BPM com as abordagens de gestão da qualidade e reengenharia. Apesar do aumento de publicações na área, o que mostra a relevância do tema, as publicações tendem a seguir escolas distintas e que ainda atuam de forma isolada na área de BPM.

Why Are There So Many Different Continuous Improvement Models?

2019 ◽  
Vol 9 (1) ◽  
pp. 73-91 ◽  
Author(s):  
Brian J. Galli
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Continuous Improvement ◽  
Business Process ◽  
Six Sigma ◽  
Lean Manufacturing ◽  
Profit Maximization ◽  
Customer Retention ◽  
Total Quality ◽  
Maximum Profit

This article examines the implementation of continuous improvement patterns and the various continuous improvement (CI) models used in an organization. Despite the size of an organization, the goal is to achieve the maximum profit by pursuing continuous improvement. There are certain models and theories used in organizations for this reason, which include total quality management, business process re-engineering, Six Sigma, and Lean manufacturing methodology. These models are not only concerned with customer retention and profit maximization, but they are also equally effective for the employee's wellbeing. Different methodologies used in continuous improvement processes will help industrial engineers simplify complex tasks by applying CI tools to different situations. However, the key is to understand what tools and models are appropriate for each application.

Formal strategic planning

2002 ◽  
Vol 8 (5) ◽  
pp. 416-429 ◽  
Author(s):  
Nicholas O’Regan ◽  
Abby Ghobadian
Keyword(s):  
Quality Management ◽  
Strategic Planning ◽  
Total Quality Management ◽  
Business Process ◽  
Business Planning ◽  
Total Quality ◽  
Implementation Barriers ◽  
Major Drawback ◽  
Implementation Stage

The literature contends that the lack of strategic business planning is a major drawback in the implementation of business process initiatives such as total quality management. In addition, it is evident that strategic planning firms achieve better performance than other firms. However, strategic planning often fails due to problems or barriers encountered at the implementation stage. It is unclear from the limited research carried out to date what actions, if any, firms can take to minimise or eliminate these barriers. This paper examines the concept of strategic planning and identifies the barriers to its implementation. It considers the suitability of formal strategic planning as the key to eliminating or reducing implementation barriers by comparing the extent to which the barriers are experienced in formal and non‐formal planning firms. The paper also examines the extent to which the barriers are experienced by high and low performing firms.

scholarly journals Crossing the management fashion border: The adoption of business process reengineering services by management consultants offering total quality management services in the United States, 1992–2004

2016 ◽  
Vol 22 (5) ◽  
pp. 702-719 ◽  
Author(s):  
Dong-II Jung ◽  
Won-Hee Lee
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Business Process ◽  
Business Process Reengineering ◽  
The United States ◽  
Organizational Capabilities ◽  
Process Reengineering ◽  
Total Quality ◽  
Management Consultants ◽  
Management Fashion

AbstractBuilding on prior research on management fashion, this paper seeks to understand how management consultants respond to the boom-to-bust cycles of competing management fashion trends. Specifically, we examine how US management consulting firms offering total quality management (TQM) services responded to the rise and fall of the rival management practice, business process reengineering (BPR), with an empirical focus on the adoption of BPR services. We find that a consulting firm offering TQM services was more likely to adopt BPR services if the firm’s organizational capabilities and institutional environments were more connected to BPR’s principles than to TQM’s principles. This suggests that management fashions are not simply bandwagon phenomena, but involve resource- and identity-based decision making. We also find that the significance of organizational capabilities increased while that of network influences decreased as BPR’s boom turned to bust. The reversal of well-established institutional accounts of innovation diffusion is explained by reference to the characteristics of management fashion.

scholarly journals Total quality management and business process reengineering: A contemporary business focus

2012 ◽  
Vol 9 (2) ◽  
pp. 153-157
Author(s):  
Patsy Govender
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Business Process ◽  
Business Process Reengineering ◽  
Two Dimensions ◽  
Process Reengineering ◽  
Business Organizations ◽  
Total Quality ◽  
Potential Benefits ◽  
Core Areas

The purpose of the study is to compare and contrast the two approaches of total quality management (TQM) and business process reengineering (BPR). This exploratory study focuses on the core areas, assumptions and scope pertinent to both TQM and BPR. Even though the two approaches focus on performance, organizational effectiveness and efficiency, the practical usage and approaches differ. The key drivers of the two dimensions provide futurists with a guide not to obliterate its salience in today’s competitive business organizations. The article examines each approach and acknowledges the potential benefits in situation-specific circumstances and encounters. Certainly, the practices differ, and with a contingency focus, the study probes into salient features of TQM and BPR, hence enriching the study to speculate about the future in order to create an efficacious effect. Lastly, the study attempts to determine whether one approach has the potential to outshadow the other.

Successful Business Process Improvement through E-Collaboration

2011 ◽  
pp. 132-160
Author(s):  
Ned Kock
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Process Improvement ◽  
Business Process ◽  
Total Quality ◽  
Business Process Improvement ◽  
Successful Business ◽  
The 1950S

The idea of business process-focused improvement has been with us for many years. Many speculate that it is as old as the total quality management movement, which began in Japan in the 1950s. Some think the idea is much older, dating back to the time of the Pharaohs of Egypt.

Total quality management versus business process re-engineering

1997 ◽  
Vol 8 (1) ◽  
pp. 33-40 ◽  
Author(s):  
Zulema Lopes Pereira ◽  
Elaine Aspinwall
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Business Process ◽  
Total Quality

The National Quality Campaign: A Study of its Impact on Industry

1989 ◽  
Vol 203 (4) ◽  
pp. 201-209
Author(s):  
P M Lascelles ◽  
B G Dale
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Senior Management ◽  
Total Quality ◽  
High Expectations ◽  
Related Information ◽  
British Industry ◽  
National Quality ◽  
Future Direction ◽  
Prime Target

This paper presents some findings, based on three studies funded by the Department of Trade and Industry, on the influence of the National Quality Campaign on British industry. The Campaign material has been relatively successful in reaching its prime target of senior management; the majority of respondents have found the material to be useful and believe that the Campaign has benefited their organization in terms of increased awareness of the importance of total quality management. It is also pointed out that people have high expectations of government in continuing to promote national awareness of quality management and disseminating quality-related information. The paper goes on to explore the possible future direction of the Campaign.

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