The Effect Of Soft Factors On The Success Of The Tqm

Arumugam, V., Chang, H., Ooi, K., and Teh, P. (2009). "Self-assessment of TQM practices: a case analysis", The TQM Journal, 21(1), 46 – 58. Retrieved from http://www.emeraldinsight.com.ezproxy.liberty.edu:2048/journals.htm?articleid=1766744&show=abstract#sthash.TkDGZoZ7.dpuf

Quality management is an act that monitor all activities that needed to maintain and sustain high quality output, continuous improvement of process and product to a desire level of excellence in order to create customer satisfaction (Flynn, Schroeder, & Sakakibara, 1994, p. 342). Nowadays, increase in globalization and international trade had led to the increase of competition in the global market. The increase of competition had forced companies to focus on the concept of quality in their business and discover that effective quality management can increase their competitive advantage in the global market (Anderson, Rungtusanatham, & Schroeder, 1994).

3. The implementation of the TQM program is not being properly clarified for the other groups of management. The managers haven’t had proper training or guidance of what the expectations of the team to attain the desired results to improve the quality throughout the company.

TQM creates a greater financial yield by increasing output and productivity, making more profit which will please the shareholders and potential investors (Gilani, 2015). TQM is highly renowned for its strong improvement in customer satisfaction, by making changes and improvements to the delivery process, consumers will receive their produce quicker. Businesses can reduce warranty 's and support costs because of the improved quality of the product. There will be a fiscal discipline through eliminating unnecessary steps, allowing the business to cut costs, and offer lower prices to the consumer (Nayab, 2011). However there are also a lot of disadvantages some of the costs associated with TQM are; higher quality is expensive therefore will be noticed in the pricing of produce which may not be suitable for smaller businesses. Other costs are additional training, infrastructural improvement costs and maintenance and regular refresher training. TQM is not a quick fix solution it takes years of planning, dedication, time and resources. Highly competitive markets and environments don 't have the time for TQM because of the constant need for full dedication and resources to be spent on maintaining competitiveness, TQM would be seen as too much of a distraction (Gilani, 2015).

First, it is essential to decompose the concept “Total Quality Management” to clearly understand its goal: “Total” goes for the fact that quality involves everyone and all activities in the company, “Quality” means conformance to Requirements “ Meeting Customer Requirements” and “Management” because Quality can and must be managed. 2 The TQM model is based on the hypothesis that a company’s survival is only possible if a competitive level is achieved and maintained for each of the so called «6 dimensions of quality»: • • • • • • Product & service quality On-time delivery Fair price Employees satisfaction Product & process safety Environment conservation.

TQM is a way of life for a company. It has to be introduced and led by top management. This is a key point. Attempts to implement TQM often fail because top management doesn't lead and get committed - instead it delegates and pays lip service. Commitment and personal involvement is required from top management in creating and deploying clear quality values and goals consistent with the objectives of the company, and in creating and deploying well defined systems, methods and performance measures for achieving those goals. These systems and methods guide all quality activities and encourage participation by all employees. The development and use of performance indicators is linked, directly or indirectly, to customer requirements and satisfaction,

TQM involves the entire organization, from the most junior employee to the CEO. In particular, TQM provides management with the ability to ensure quality through more effective improvement channels

Dean and Bowen (1994) argue that TQM is more concerned with implementation than with intent and hence the need to explore to which particular generic strategy TQM can be associated with.

The team of the organization that the TQM is implementing tries to take part in improving processes, products, services as well as the culture which they work. This approach is inspired by quality leaders such as Philip B Crosby, W. Edwards Deming, Kaonru Ishikawa and Joshep M. Juran.

Focus on customer: When using TQM it is important to always remember that the level of quality will be determined by the customers

If an organization has a track record of effective responsiveness to the environment, and if it has been able to successfully change the way it operates when needed, TQM will be easier to implement. If an organization has been historically reactive and has no skill at improving its operating systems, there will be both employee skepticism and a lack of skilled change agents. If this condition prevails, a comprehensive program of management and leadership development may be instituted. A management audit is a good assessment tool to identify current levels of organizational functioning and areas in need of change. An organization should be basically healthy before beginning TQM. If it has significant problems such as a very unstable funding base, weak administrative systems, lack of managerial skill, or poor employee morale, TQM would not be appropriate.5

Total Quality Management (TQM) is an improvement tool that is widely used in many companies. It consists of many aspects including Managing people as well as business processes in order to maintain customer satisfaction. With TQM, Businesses starts to do the right thing from the start and to ensure zero error. Therefore, it is important to learn the principle of TQM and how it acts in organizations with its advantages and disadvantages.

In supporting the second objective, the questionnaire on barriers of TQM implementation was conducted. The research findings is taken together the various literatures had been discussed in Chapter 2 on the unfavourable circumstances that become hindrance to the TQM practices that summarised as following:

The fact that globalization has expanded the market for organizations means that TQM is more important than ever before. Customer demands are higher and if a company does not create products and services that meet their expectations they can easily access the same or similar products and services from another company. If managers do not implement TQM into their company procedure then they will fail to meet the high standards of customers all over the world and eventually lose their business. When it comes to implementing TQM, it’s the mangers responsibility to create an environment where people can work together to improve their work processes. If the ownership or senior management does not buy into this concept you will never succeed. Many people in leadership roles are either too set in their ways or closed minded to the necessary change needed to really improve the way things get done. You have to buy into the concept that there is always a better way to do something. By tapping into all the knowledge and experience your employees possess, you develop solutions that not only improve your execution, you provide everyone with a sense of accomplishment.. These "process improvement teams" give employees a chance to help steer the future direction

Continuous improvement of all activities is at the heart of TQM. it is recognized that customer satisfaction can only be obtained by providing a high-quality product, continuous improvement of the quality of the product. It is seen as the only way to maintain a high level of customer satisfaction. As well as recognizing the connection between product quality and customer satisfaction, TQM also recognizes that product quality is the result of process quality. As a result, there is a focus on continuous improvement of the organization’s processes.