5 Operation manager should know two board type of failure which affect TQM implementation:
the TQM initiative is not introduce and implemented effectively.
After the TQM has been introduced successfully its effectiveness fades overtime.
For overcoming these failures, typically these prescriptions include the following:
1don’t define quality in TQM narrowly; it includes all aspects of performance.
2made all quality improvement relate to the performance objective of operation. TQM is not an end in itself’; it is a mean of improving performance.
3 TQM is not a substitute for the responsibilities of normal managerial leadership.
4 TQM should be integrated with and indistinguishable from everyday activities.
6 According to the responsibilites of operation manager, the operating manager should adopt and understand the TQM very well and implement it through in their business. A number of factors appear to be influential in ensuring the success of TQM there are: the existence of fully worked-out quality strategy; top-management’ support
a steering group to guide the initiative; group-based improvements
an adequate recognition and reward scheme; an emphasis on appropriate training, training is the heart of quality improvement.
The differences between traditional and TQM view on the cost of quality
2.1 the traditional views on the cost of quality
The emphasis was placed on finding a optimum amount of quality effort which minimized the costs associated with quality.
2.2 the TQM views on the cost of quality
The emphasis the balance between different types of quality cost, it argue that increasing the expenditure and effort on prevention will give more than-equivalent reduction in other costs. This idea id often summarized in the phase ’right first time’
2.3 The difference between traditional and TQM views on the cost of quality.
A)--traditional views that failure and poor quality are acceptable
--TQM challenges the whole concept of the acceptable quality level(AQL) which was a zero-defect standard, even if they so not always achieve it.
b)--traditional views assumes that the most are known and measurable obtaining precise cost of quality is not straight forward.
--TQM stress the relative balance between different types of quality costs, e.g. costs of prevention and appraisal are open to managerial influence; internal costs and external costs of failure show the consequences of changes in the first two/
c—traditional views adopt the ‘optimum-quality level’, failure costs in traditional model are greatly underestimated.
--TQM strive to reduce all known and unknown failure costs by preventing errors and failure taking place. TQM emphases prevention.
d—traditional model implies that prevention cost, the cost of getting towards zero defects, are enevitably high.
--TQM initially total quality costs may rise as investment in some aspects of prevention—mainly training—is increasing, however, some reduction in total cost can quickly follow.
e---traditional views accept the ‘optimum-quality level’ approach, by accepting compromise, so little to challenge operations managers and staff to find ways of improving quality.
--TQM approach, by stressing the important of quality to every individual, make quality an integration part of every one’s work.
