Quality Management

Quality Management Fails !


ISO 9001 QMS Requirements Diagram







The Solution: Cultural Change


 Many   attempts   at   quality    improvement  take    longer    than   expected   or  fail   to  reap  the intended rewards:

1.   Hendricks, Singhal, 2001b – Mgt Sc j v 47(3) pp359-368

2.   Sousa & Voss, 2002 -J of Oper Mg t v 20(1) pp 91-109

3.   Schroeder, Linderman, & Zhang, 2005 – Oper Mgt

A common reason given for failure is that organizational cultural values are incompatible with the values underlying quality management.

1.    Bright & Cooper,  (1993).  J Mana’L Psych , 8(6), 21-27.

2.   Detert, Schroeder, & Mauriel (2000).  25(4), 850-863.

3.  Jabnoun & Sedran (2005).  The Qual Mgt J , 12(4), 8-21.

That is, employees may resist a quality initiative because it conflicts with the prevailing “way things are done.” In particular, “soft” quality practices – like employee empowerment, cross-functional teams and customer focus – are highly susceptible to cultural influences (Zhao, Flynn, & Roth, 2007). Because cultural values affect how people perceive the world (Schein, 2004) and strongly influence norms of behavior (Dewey, 1939), practices that contradict prevailing cultural values are susceptible to employee rejection. Unsupportive organizational culture has been identified as a deterrent to effecting change in organizations (McDermott & Stock, 1999). For example, General Motors had attempted to expand lean manufacturing practices via its NUMMI and Saturn operations with limited success due to the impediments imposed by GM’s culture (Inkpen, 2005). The literature associates successful implementation of quality management practices with cooperative values (Detert et al., 2000; Detert, Schroeder, & Cudeck, 2003; Kujala & Lillrank, 2004); what remains unclear is how quality practices interrelate with cooperative values.

International References that speak of the failures of  Quality Management:

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