The Reasons of TQM Fails

Yes, Total Quality Management fails. We don't hear too much about those. When it does not bring about improvement in the workplace, it is usually a result of faulty implementation rather than anything intrinsically wrong with the concepts.

Reason #1: Improper Planning
Organizations tend to be so anxious to begin doing "something", that they start off being unclear as to what they are trying to accomplish and how to get there. There is a time to jump to action and a time to insure that the actions are properly planned and considered. Jumping in too early creates chaos, and cynicism as expectations are frustrated.

Reason #2: Management Confusion
Managers need to lead the organization to quality processes. Too often managers have not considered what this means on a day to day level. Many managers will need some coaching on what their roles might be, and how to carry them out, but quite frequently, managers are not prepared for the tasks they face.

Reason #3: Inadequate Support To Managers
So far, there has been a tendency to hire TQM consultants to visit for a half-day or so to start the process. This puts incredible pressure on managers since they have little ongoing access to the expert help they need to make this work. Also, some activities that are part of TQM are best carried out by "outsiders" who bring a different kind of objectivity to the process.

Reason #4: Partial Implementation (Hedging)
Many organizations jump in by implementing only one piece of TQM, usually focussing on the customer, or collecting information from employees. Customer service is only one part of the puzzle, and empowering employees is not likely to bring about change unless other issues are addressed.

Reason #5: Inadequate Marketing
There is considerable cynicism in the public sector these days. Employees have seen management fads come and go without impact. TQM programs that do not communicate the TQM principles, and management intent usually fail. TQM must be explained in ways which show how it will benefit all members of the organization. Then management must lead by example.

Reason #6: Impatience
Any organization change requires perseverance and patience. Management that is not willing to work at it over an extended time will start backing off the principles and become inconsistent in their actions. That destroys their own credibility, and the credibility of organization change in general.