Overview

When Total Quality Management (TQM) first broke onto the management scene, it was hailed as a revolutionary idea that would speed up production, increase efficiency, and generally bring success to any organization that pledged allegiance to it. TQM was supposed to bring quality to the whole organization, changing cultures and breaking down departmental barriers. And for some organizations, this did indeed turn out be the case. TQM was introduced, adopted and sustained to create tangible business results. However, for many more this concept simply failed to deliver. Why? Because in their haste to introduce this culture or mindset to their businesses, senior managers forgot about the key factor that would make or break this initiative; people. Many executives simply did not grasp the fundamental ethos behind TQM - that you could not introduce systems and procedures to overcome resistance and that diagrams or flow charts would not equate to culture change. TQM is all about empowering people to make the necessary changes towards quality and to incorporate this way of working into their everyday tasks. Whilst it is relatively easy to introduce TQM to a business, the real test comes in sustaining these practices and making them part of a culture rather than something people feel they have to do. In other words moving from obligation to willful participation. Those companies that did grasp the importance of HR issues in relation to TQM went on to succeed, and now the rest of them appear to be catching up as we hear more and more about the link between HR and TQM. In fact, as people continue to be hailed as 'our most important asset', the strategic link-up between these two facets becomes almost inescapable. Consequently this Briefing helps you understand more about these links. We provide you with the thoughts of leading academics on the subject, show you how this has worked in two organizations using case study examples, and also the difference between introducing a successful TQM initiative and implementing one that is doomed to failure. With so much of quality management based on measurables and tangibles, it can be tempting to become buried in facts, figures, processes and procedure. However managers ignore the human aspect at their peril. Ultimately, people will be responsible for the success or failure of anyinitiative, and TQM is no exception.

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