Professional Documents
Culture Documents
TQM is not a one size fits all approach and ultimately it is the customer/client that determines what is
needed.
2. TQM has no direct impact on organizational performance and profitability.
3. TQM follows similar patterns towards a comprehensive management theory with many definitional
fundamentals and associations that are not influenced by cultural and national boundaries.
4. Employee involvement is critical to successful TQM implementation.
5. Training and development of staff down to floor level is integral to effective TQM implementation.
6. Senior management motivational involvement is irrelevant to communicating the evolving role of
TQM integration strategies into business objectives.
7. TQM explicit performance measures like benchmarking and quality standards are regarded as
immaterial to measuring TQM execution in order to detect unpredicted discrepancies.
8. The embracing of a conceptual model on TQM and organizational performance would help managers,
decision makers, and practitioners of TQM in better understanding the TQM practices.
9. TQM process performance and the associations between TQM and organizational accomplishment are
measured in order to gain competitive organizational advantage.
10. Strategic organizational business alignment has no relation to TQM performance principles.
11. It is essential to integrate quality undertakings with TQM business strategy which will indeed realize
value-added business performance.
12. Strategic planning comprises the design of a strategic proposal that integrates quality as a principal
constituent.
13. Continuously monitoring performance improvement measures is essential for carrying out the steps
required for defined quality processes and principles in TQM philosophies.
14. Evaluating critical success factors of TQM employment for best practice excludes process
focused thinking and restructuring in terms of which TQM practices are related to organizational
performance.
15. In order to validate the pledge to quality and continuous improvement, engagement in the application
and accreditation of a quality management system is a regular strategy i.e. ISO 9000 certification, and as a
quality management tool could potentially bring about complete TQM.
16. TQM necessitates continuous data collection and analysis in order to make accurate predictions and
informed decisions.
17. It is not a principle objective to identify the features of performance measures and approaches most
suitable for TQM and related data collection methods.
18. Ultimately in order to update the ever evolving performance measures, structures and processes that
apprise such measures, need to be examined regularly.