Quality Management

Quality Management Fails !
quality-management-system1

QMS = QUALITY MANAGEMENT SYSTEM

ISO 9001 QMS Requirements Diagram

ISO QUALITY MANAGEMENT STANDARDS

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SIX SIGMA QUALITY MANAGEMENT PROGRAM

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TQM = TOTAL QUALITY MANAGEMENT

 

The Solution: Cultural Change

IT’S NOT THE SYSTEM OR PROCEDURES, IT’S  PEOPLE.    MINDTALITY  ASSESSES THEN  SPECIFIES A  PROGRAM  OF  VALUES CHANGE AND RESHUFFLING.

 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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Huber, V. L. & Brown, K. A. (1991). Human resource issues in cellular manufacturing: A sociotechnical analysis. Journal of Operations Management, 10(1), 138-150.

Inkpen, A. C. (2005). Learning through alliances: General motors and nummi. California Management Review, 47(4), 114-136.

Jabnoun, N. & Sedrani, K. (2005). Tqm, culture, and performance in uae manufacturing firms. The Quality Management Journal, 12(4), 8-21.

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