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People empowerment: the key to TQM success

People empowerment: the key to TQM success TQM is a philosophy which emphasizes continuous improvement as a process that places a premium on achievement of customer satisfaction. This requires participation of everyone in the company in the development of shared mission, vision, plans and in the quest for continuous improvement. Employees must, therefore, become management’s partners in meeting the ultimate goal of delighting the customers. Such partnerships will require concerted efforts towards the acquisition of knowledge and skills in meeting day‐to‐day problems and making fast but low‐risk decisions. The odds for TQM success are not very encouraging at this point in time, since surveys show that the proportion of successes in TQM implementation is only within the range of 20 to 35 per cent of those who have initiated the practice. It appears that the typical approach to TQM implementation in the company may need to be further reviewed and the basis for improvement properly identified and/or designed to truly fit the company’s requirements. Correct problem identification and rectification leading to continuous improvement can only be achieved through effective people empowerment. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png The TQM Magazine Emerald Publishing

People empowerment: the key to TQM success

Miflora M. Gatchalian
The TQM Magazine , Volume 9 (6): 5 – Dec 1, 1997
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References (15)

Publisher
Emerald Publishing
Copyright
Copyright © 1997 MCB UP Ltd. All rights reserved.
ISSN
0954-478X
DOI
10.1108/09544789710187037
Publisher site
See Article on Publisher Site

Abstract

TQM is a philosophy which emphasizes continuous improvement as a process that places a premium on achievement of customer satisfaction. This requires participation of everyone in the company in the development of shared mission, vision, plans and in the quest for continuous improvement. Employees must, therefore, become management’s partners in meeting the ultimate goal of delighting the customers. Such partnerships will require concerted efforts towards the acquisition of knowledge and skills in meeting day‐to‐day problems and making fast but low‐risk decisions. The odds for TQM success are not very encouraging at this point in time, since surveys show that the proportion of successes in TQM implementation is only within the range of 20 to 35 per cent of those who have initiated the practice. It appears that the typical approach to TQM implementation in the company may need to be further reviewed and the basis for improvement properly identified and/or designed to truly fit the company’s requirements. Correct problem identification and rectification leading to continuous improvement can only be achieved through effective people empowerment.

Journal

The TQM Magazine – Emerald Publishing

Published: Dec 1, 1997

Keywords: Communications; Customer orientation; Customer satisfaction; Problem solving; Training

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