Total Quality Management calls for its implementation to be immediate and complete. Some contend it does not make sense to try to create quality improvement in the entire organization from the very beginning. They argue that not all processes are equally good or bad, not all departments function equally well, and not all services measure up to the same quality standard. Because of this, they contend that quality should be introduced incrementally and only in the specific areas that need it most.
Some critics claim Total Quality Management’s focus on setting and maintaining standards makes work life unexciting and boring. When employees are bored, their poor attitudes may cause customer dissatisfaction with the quality of service received from them. In addition, when too much emphasis is placed on standardization it precludes the constant internal changes needed to keep up with external changes.
Total Quality Management develops its own bureaucracy. TQM detractors contend its statistical burden and committee structure is cumbersome, slows organizational momentum, and consumes too much time and resources.
Opponents of Total Quality Management maintain that it appeals to egotism. After receiving some TQM training, some employees consider themselves TQM "experts" who have the answers to everyone else’s problems. They claim their department is doing everything right according to TQM principles and find fault with every other department. Some managers, instead of viewing achievement as a joint effort where every participant deserves praise, apply for awards for self-gratification or to benefit the organization’s public relations image.