Page 118 - Operations Strategy

ToTAl quAliTy mAnAgEmEnT (Tqm) 93
over time. The study identified eight common characteristics or warning signs that
most of the short-lived fads had, but the more enduring did not.
1 Fads tend to be simple – The ideas are straightforward, easy to communicate, easy to
understand and reduced to a small number of factors or characteristics. Clear-cut
distinctions are made; and perfect and ideal types are proposed. Simple solutions
are suggested.
2 Fads promise results – Fads have no false humility. They promise outcomes such as
greater control and efficiency, more motivated and productive workers, more satis-
fied customers, or some other desired consequence.
3 Fads are universal – Fads propose solutions that work for all types of operation, func-
tion, task and culture. They claim universal relevance.
4 Fads have ‘step-down capability’ – Fads can be implemented in straightforward ways,
often without having much effect on existing organisational practices. Large expen-
ditures on resources or substantial redistributions of power can be avoided.
5 Fads are in tune with the Zeitgeist – Fads are in tune with the major trends or business
problems of the day. They respond to challenges that are broadly felt and openly
discussed.
6 Fads are novel, but not necessarily radical – Fads may question existing assumptions,
criticise widespread practices and point to fresh new ways of doing things. However,
this novelty is often the repackaging of older ideas or approaches.
7 Fads gain legitimacy via gurus and well-known examples – Fads are supported by high-
profile publicity from gurus and success stories from excellent companies rather than
by solid empirical evidence.
8 Fads are lively and entertaining – Fads are almost always presented in a way that can
be described as concrete, articulate, bold, memorable and upbeat. They make use of
catchphrases, lists and acronyms, anecdotes and corporate ‘war stories’. Descriptions
are vivid and extreme, making fads fun to read about and listen to.
Before anyone can judge whether any of these new approaches is right for them
(whether they are classed as ‘fads’ or not), they must understand what they are, their
underlying philosophy and how they differ from each other. In this chapter we look at
four of the most commonly adopted solutions. They are as follows:
1 Total quality management
2 Lean operations
3 Business process reengineering
4 Six Sigma

Total quality management (Tqm)
Total quality management was one of the earliest management ‘fashions’. Its peak of
popularity was in the late 1980s and early 1990s. As such, it has suffered from some-
thing of a backlash in recent years. Yet the general precepts and principles that consti-
tute TQM are still huge. Few, if any, managers have not heard of TQM and its impact on
improvement. Indeed, TQM has come to be seen as an approach to the way operations
and processes should be managed and improved, generally.

M03 Operations Strategy 62492.indd 93 02/03/2017 13:03