Total quality management continuous improvement: is the philosophy a reality?

Abstract

This paper examines the practice of total quality management (TQM) philosophy within companies operating in Ireland. The main objective of this study is to establish whether, or not, TQM philosophy is suitable for adoption by organisations in Ireland. The study is quantitative in nature and is based on the findings of two research questionnaires. Data from the research indicate that TQM activities are practised throughout Irish industry. Many organisations have adopted a TQM approach in a comprehensive manner and are committed to TQM activities for the long term. The majority of respondents indicated that their TQM programmes were successful. This bodes well for the continuance of TQM activities within these organisations. It is concluded that TQM philosophy is suitable for adoption by organisations operating in Ireland and that a TQM approach offers these organisations a platform for developing strategies that guarantee competitiveness and success.

Strategy implementation: What is the failure rate?

“…Whilst some studies have obtained rates of failure as low as 7 to 10 percent (e.g. Taylor, 1997;Walsh et al, 2002), others have obtained rates of failure as high as 80 to 90 percent (e.g. Voss, 1988Voss, , 1992A.…”

“…Gray, 1986;Walsh et al, 2002;Sila, 2007) whereas others have used multiple criteria (e.g. Golembiewski, 1990;Park, 1991;Wilkinson et al, 1994;Mohrman et al, 1995).…”

“…Others have employed a survey method (e.g. Beamish, 1985;Wilkinson et al, 1994;Mohrman et al, 1995;Walsh et al, 2002;McKinsey, 2006;Makino et al, 2007;Sila, 2007), while still others have used a combination of methods (e.g. Gray, 1986;Harrigan, 1988a;Charan and Colvin, 1999;Taylor and Wright, 2003).…”

“…Beamish, 1985;Voss, 1988Voss, , 1992Taylor, 1997;Nutt, 1999;Walsh et al, 2002;Taylor and Wright, 2003;McKinsey, 2006), while in others the rates of success/failure were presented as complementary information in an introduction or as an aside (e.g. Gray, 1986;Harrigan, 1988a;Hall et al, 1993;Mohrman et al, 1995;Mée, 1998a, 1998b;Sila, 2007).…”

“…Other researchers have focused on business wide strategic initiatives, which may in turn be decomposed into several smaller projects (e.g. Kiechel, 1982Kiechel, , 1984Harrigan, 1988aHarrigan, , 1988bHarrigan, , 1988cMohrman et al, 1995;Walsh et al, 2002;Pautler, 2003;McKinsey, 2006;Sila, 2007).…”