If tqm is cross cultural and holistic why are tqm tools function specific?

Answer 1

A company’s continued success requires repeat business, which in turn, depends upon the customers. A strong customer focus is therefore imperative. TQM is a means to this end, and an attribute of good management. TQM is essentially customer-driven. It takes a total systems view. It links the various business processes to provide a flexible response to customers. TQM measures are not only merely confined to traditional rejects, reworks, downgrades and the like. They also include global, balance sheet parameters such as profits, stock-in-trade, market share,etc. The approach touches every operation, every individual and every activity. Each is a link with the ultimate purpose: to provide durable satisfaction to the existing and potential customers. Improvement is at the core of TQM mission. It is a continuous process. Its focus is on quality, delivery and cost, as all these effect customers. The thrust of improvement is on the overall customer requirements. What is good ideal for one function or a part of the system may often impact the performance of the system, as a whole. Improvement of standard hours, Purchase by cheaper tenders, it maximizing use of high-capital, high-technology equipments such as computer numerically controlled (CNC) and flexible manufacturing systems (FMS), are typically, ‘sub-optimal’. Manager or Specialist driven objective is, of course, necessary, but not sufficient for meeting the company’s overall objective. The alignment of business processes with the goal of customer satisfaction is essential for the company’s success. TQM aims at improvements both in the business process and the functional process. The business processes have direct linkage with the company goals. They flow horizontally. The functional process are vertical as each function in the hierarchy operates on commands and authority structures. TQM links them to achieve mush-needed effectiveness in business. TQM calls for a change in the style of management. The style requires the conversion of management from being an expert protector of function to a facilitator and barrier eliminator. The traditional organization pyramid is inverted in the process. Senior management works to support middle management and frontline workers. Forging company consensus on total quality is the long-term vision. The successful implementation of the vision will transform the company’s organizational structure into a horizontal management committed to total customer satisfaction. The proof of success will be the company’s position in tomorrow’s market place.