A TQM organization that produces windows and doors invests heavily in employee training as well as delegating responsibility for quality to shop-floor employees. Why might this be an effective technique for their organization?

1) It saves money by being able to reduce the need for supervisory employees
2) TQM programs that delegate responsibility for quality to shop-floor employees are often twice as likely to succeed as those with "top-down" directives
3) Shop floor employees often refuse to participate in quality programs unless given full responsibility
4) Shop-floor employees are motivated by being offered extra compensation for quality responsibility
5) The overall headcount of employees is less, thus increasing productivity