Implemention Process of Total Quality Management

Implementing a Total Quality Management system (TQM) can be a difficult process due to the changes that are brought about in the organization. Resistance to change in a TQM environment often does not come from the "lower" workers, but rather from middle managers who often feel a loss of control and a sense that their importance to the organization has been diminished. This research explores the implementation program for TQM in the accounting department of Company X.

Company X has an accounting department composed of 22 employees. The controller has been with the organization for more than 18 years, and is a middle aged man (Mr. Thompson) who oversees accounts payable, accounts receivable, and special programs. The special programs function has been of particular concern to Mr. Thompson since the hiring of a new supervisor six months ago. Ms. Taylor, the supervisor of Special Programs, came to Company X from a similar organization located in a different state, and has a master's degree in accounting as well as ten years experience in Special Programs. Her first major project was to suggest a Total Quality Management (TQM) program within the Special Programs area, and senior management has decided to use the implementation within the Special Programs office as a pilot program. Indeed, senior management is now considering implementing TQM programs elsewhere within the organization if the TQM program proves successful in its pilot st

s approach is that it enables a company to put in an entire, all-encompassing TQM system without investing in a large capital expenditure at a single stroke. Another advantage of this approach is that there is not a serious loss of downtime since the system is implemented over time rather than at a single stroke. There is also less resistance to change than with the retrofit approach since the system is, in effect, "phased in" rather than implemented at one time. Disadvantages of the startup approach include the downtime associated with applying a TQM system to an existing facility or company, and the large amount of capital expenditures required of a new organization. Disadvantages of the retrofit approach begin with the high level of resistance to change, and the long-term effect of a single stroke implementation of TQM. The resistance to change that comes with the widespread changes brought about by TQM can be significant enough to severely hamper the project, with the result that any future attempt at applying TQM principles will be viewed with even greater suspicion by employees. There can also be a high loss of productivity as employees adapt to the new procedures, with the result that weak businesses may be pushed bey

Category: Business - I