Total Quality Management System

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Taylor has recommended TQM due to the fact she observed during 1st audits that the department had a high level of errors. Specifically, there was an incidence of serious error (resulting in money overstated or understated) in a full 21 percent of the transactions reviewed, and minor errors (typographical errors or facts access difficulties that did not need financial remediation) in 38 percent of all transactions. Taylor brought these metrics to Thompson, who feels that more supervision is needed and that workers need to be "written up" when the commit errors. Taylor, who includes a additional progressive process to management, believes that the problem is one of training, and that a TQM method can address the issue of errors and make the entire operation much more efficient.

TQM implementation approaches can also be classified in 3 ways: startup (also named greenfield), incremental, and retrofit (Krumwiede, Sheu & Lavelle, 1998, p. 8). Startup techniques are those people that are used with new companies, or with individuals firms (or departments) that are willing to entirely abandon their modern procedure and start from scratch. These systems are characterized by completely new ways of creating all tasks, just like not only individuals tasks directly related towards product or service or manufacturing operation at hand, but also for the way the company is organized, how employees are compensated for their efforts, and other factors related for the overall business culture.

Using the incremental approach, the first phase with the TQM procedure will use extensive training for all employees inside accounting department of Business X, and then top quality circles is going to be created inside Particular Programs section. From here, the teams are going to be self-directed and encouraged to develop procedures which will get rid of errors and trigger the improved performance and task satisfaction that the company is seeking. Officially, Thompson is charged with providing whatever management assist is required, as well as the company has budgeted for an outside trainer to conduct sessions on TQM, top quality circles, interpersonal communication and overcoming resistance to change.

Disadvantages of the retrofit procedure start with the high level of resistance to change, and also the long-term effect of the single stroke implementation of TQM. The resistance to transform that comes of the widespread changes brought about by TQM is also crucial adequate to severely hamper the project, on the result that any future attempt at applying TQM principles is going to be viewed with even greater suspicion by employees. There can also be a high loss of productivity as employees adapt to the new procedures, from the result that weak organizations can be pushed beyond the brink through a wholesale introduction of TQM.

While Taylor believes that she is ideally suited to train the employees in TQM, the technique should, in fact, be implemented by an outside trainer. This procedure will achieve 2 tasks: one, it is going to reinforce the image of the trainer as an "expert" in the field simply because the trainer usually do not have a pre-established status and image of the employees; two, Taylor isn't a TQM specialist and though she has worked in firms in which TQM has been implemented within the past, she lacks the requisite training background to make the process effective, specially inside a case exactly where she is perceived as being a threat towards the manager (Nicholson, 1998, p. 135).

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