TQM Philosophy Essay Example | Topics and Well Written Essays - 3000 words

TQM Philosophy - Essay ExampleThis research tells that TQMs position as an industry innovator was well established by the date of the accelerator pedal disaster. Not only had they established themselves as being nearly synonymous with TQM, but they also had become well-associated with Kaizen and quality circles. Toyotas cars were well-respected in the food market for their safety, longevity and gas efficiency. only if the accelerator pedal problem showed chinks in their armor. What is certain, even if the TQM idea they deployed was philosophically sound, is that Toyota became complacent due to their success. Like IBM, Microsoft, AT&T, and to a fault many other companies to list, their size and strategic position had led them to believe they could cut corners and do no wrong. Toyota now has been reminded of their fallibility and will have to spend old age regaining the trust of their consumers. As the burger chain, Wendys can testify, even erroneous claims of TQM failures at one store can cause a PR nightmare for days even after the claim has been proven to be fraudulent. Toyota will have to examine where TQM failures were made, and hold some people accountable. Worse, this is not a faulty wind element, so their front-line workers cant be held responsible. Instead, it is faulty design, which implicates engineers and management, people higher up the food chain who it is more difficult to demote or fire. The implication for TQM is obvious bighearted companies will pauperization to overcompensate in their TQM protocols. With their amassed capital, big companies should be able to comply more, not less, with TQM needs and restrictions. But they will need to recognize that market pressures and internal cultures endemic to large, successful organizations cause what might appear to be viable TQM initiatives to fail. They will need to make their TQM programmes even more robust, knowing that the undisciplined extendency of the company will be to veer into compl acency and therefore into unsafe carrefours. But another issue that TQM advocates face in the wake of the Toyota whipstitch is that elements like TQM can transition from innovative, effective new techniques into established rigidities. New ideas can still be adapted to new market situations, but at once an idea like TQM has become old enough, it becomes very hard to apply it in new shipway internal to a company due to factors of complacency, institutional size and the commensurate reduction in flexibility, and established institutional cultures that start to make the idea into a routine that becomes increasingly hard to break. TQM advocates will need to commit to bringing in fresh new minds and new ideas and actually adopting them on a yearly basis in order to remain viable. But the Toyota TQM issue was even worse than it appeared It actually indicated weakness with the whole idea of TQM. An engineer reported, Although one of the main tasks of engineers at the company was to com e up with ways to improve existing product designs, I learned early on that kaizen had a fairly narrow application. It was mainly used to tweak designs to improve product performance. These techniques ensured increased market share for the company because buyers could immediately see the results of the improvements in new models. But some of the most complex engineering design processesand the ones that tend to failare under the hood and out of sight of most owners