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IJRET: International Journal of Research in Engineering and Technology eISSN: 2319-1163 | pISSN: 2321-7308
_______________________________________________________________________________________
Volume: 03 Issue: 03 | Mar-2014, Available @ http://www.ijret.org 540
PERCEPTIONS OF SMES (MANUFACTURING FIRMS) TOWARDS THE
KEY ELEMENTS OF TQM
Yogesh A.Chauhan1
, P.M.George2
, H.J.Jani3
1
Associate Professor, Mechatronics Department, G.H.Patel College of Engg & Tech., Gujarat, India
2
Associate Professor, Mechanical Department, Birla Vishwakarma Mahavidyalaya, Gujarat, India
3
Provost, C.U.Shah University Gujarat, India
Abstract
Total Quality Management is a widely used approach for various reasons. In addition to the ISO 9001 certification TQM is
considered to be the next step towards the journey of zero defects The race of quality management is initiated by the large scale
companies with professional approach and with the available funds and infrastructure to meet with the challenges of present
competitive environment. However the SMEs also in order to grab the opportunities prevailing and to increase the life span of their
organizations are joining the band wagon of Quality as a strategy. There are several key elements of TQM. The awareness about
these different elements of TQM is however a question mark. This research paper is indicating with a survey of a small sample of
SMEs about the level of awareness and the importance they feel about the elements of TQM. It was observed that very few SMEs were
inclined to go beyond ISO9001. However those SMEs which were following TQM principles were more or less aware about the
prompted key elements. Further it was found that there is maximum awareness about the continuous improvement. Process
management, House Keeping and Quality chain (Customer – Supplier relationship) are also considered to be important ones for the
success of TQM implementation. These were followed by Team working & Synergy, Employee Empowerment, Bench Marking,
Creativity & Innovation. Kaizen seems to be the element which SMEs are not much aware about.
Keywords: TQM, ISO9001, SMEs, Process Management, Quality Chain, Synergy, Bench Marking
--------------------------------------------------------------------***----------------------------------------------------------------------
1. INTRODUCTION
Small and Medium Scale Enterprises play a major role in the
development of a country. They have their own products to
manufacture which they sell in the market. In addition to this
the large scale companies are also dependent heavily on small
enterprises to get the components required for assembly of the
products they manufacture. SMEs are also getting sub
contracts from large scale companies to carry out partial
manufacturing activities to avail economic benefit. Looking to
the present scenario of SMEs, their contribution towards
country‟s economy and the opportunities and challenges they
have, there is a need to address the issue of quality
management. Following tools like ISO 9000 and TQM
certainly help them to stand out from the bunch of similar
organizations. Also many a times the OEMs are pressurizing
the SMEs to go for ISO certification, so as to get an assurance
that they will follow systematic procedure to execute their
orders and provide quality products. The SMEs, therefore,
have rapidly followed the suite and have started getting ISO
9001 certification and many of them have also moved a step
forward by following TQM principles. However there is still a
less popularity of TQM when it is compared with ISO 9001
certification, particularly in SMEs.
2. LITERATURE REVIEW
Shivakumar B. Burli et al. [1] in their research paper with the
help of a survey of ISO & Non ISO manufacturing firms of
Karnataka & Maharashtra concluded that „SMEs act as a vital
component of growing economy by contributing significantly
for the development of economy by creating employment for
both urban and rural workforce and by providing much needed
flexibility and innovation in the economy as a whole. If TQM
policies and practices are applied in a positive manner in
manufacturing SMEs, it will significantly contribute in their
performance in terms of quality and customer satisfaction. ISO
has been adapted in many SMEs but certain TQM practices
observed to be weak and hence, need management attention.
The study brought out that the manufacturing SME‟s must
accept, and practice TQM practices to enhance performance
and customer satisfaction.
Lee and Kelce, (2003) [2] investigated the existing status of
TQM practices in 112 SMEs (manufacturing firms) of China
and its impact on their performance. It was found that
manufacturing process of these small firms was not an
obstacle to the implementation of TQM; instead it was the size
of firm, which posed as a threat for implementation. Research
showed that majority of the firms were new to TQM practices
and that it was initiated by their top management. A positive
IJRET: International Journal of Research in Engineering and Technology eISSN: 2319-1163 | pISSN: 2321-7308
_______________________________________________________________________________________
Volume: 03 Issue: 03 | Mar-2014, Available @ http://www.ijret.org 541
influence of TQM was observed on performance as waste,
inventory and costs was reduced, and an increase in sales was
observed. In the same manner, performance of SMEs was
observed in (Malaysia by Sohail and Hoong, 2003 [3]; in India
by Mahadevappa et al., 2004 [4]; in Portugal by Sousa et al.,
2005 [5]; in Spain by Bou and Beltrain, 2005 [6]; and in
Turkey by Demirbag and Zaim, 2006 [7]) .
Faisal Talib et.al (2010) [8] in their review of literature stated
that, there are many definitions of TQM. Youssef et al.
(1996)[9], defined TQM as: “An overall philosophy whose
objectives is to meet or exceed the needs of the internal and
the external customer by creating an organizational culture in
which everyone at every stage of creating the product as well
as every level of management is committed to quality and
clearly understands its strategic importance”.
Demirbag et al. (2006) [7] on the other hand, defined TQM as:
“A holistic management philosophy aimed at continuous
improvement in all functions of an organization to deliver
services in line with customer‟s needs or requirements under
the leadership of top-management”.
Christofi et al. (2008) [10] defined TQM as: “A supply-chain-
wide quality commitment-from the supplier, to the producer,
to the consumer-of an organization, in order to achieve
excellence in production and service management”.
Further old researches also state that, Higher quality products,
improved business performance, customer satisfaction,
improved people, improved policy deployment, development
of quality culture and improved training were the main
benefits achieved by introducing TQM in SMEs (Ahire et al.,
1996 [11]; Deming, 1986[12]; Luzan, 1993)[13].
3. TQM: (Total Quality Management)
According to British Standard BS 7850, TQM is defined as,
“Management philosophy and company practices that aim to
harness the human and material resources of an organization
in the most effective way to achieve the objectives of the
organization.” [14] Sustained implementation of TQM can
result in benefits such as improvement in quality of products
and services, productivity, reliability, market share, revenue,
profits which will lead to overall growth of an organization.
[15]
3.1 Elements of TQM
Implementation of TQM principles surely requires basic
knowledge and understanding about its key elements. The key
elements of TQM are:
3.1.1 Quality Chain
Quality chain is an element which describes the „customer
supplier relationship‟ both within and outside the organization.
TQM philosophy is driven by customer satisfaction whether
they are external customers or internal ones. This works on
the philosophy that if all the internal customers are satisfied,
the external customer is bound to be satisfied.
3.1.2 Process Management
The main aim of Process management is to understand the
processes that are involved in meeting the requirements of
customers so that they can be managed to ensure the need of
the customers are met consistently.
3.1.3 Continuous Improvement
TQM environment requires that processes are to be
continuously monitored, reviewed and improved. TQM aims
at continuous improvement
3.1.4 Employee Empowerment
Top management leadership and employee empowerment
are considered two of the most important principles of total
quality management (TQM) because of their assumed
relationship with customer satisfaction. TQM philosophy is
allowing employees to be self sufficient and also gives them
the opportunities and freedom to take decisions on their own.
3.1.5 Team Working & Synergy
TQM is about bringing change in the overall culture of an
organization. Unless all the members of the organization work
in a team it is not possible to follow it. Hence team working is
a very important element. It is a very well known fact that a
cohesive team will bring synergistic effect in favour of an
organization.
3.1.6 Creativity & Innovation
TQM allows a culture of finding out new ways of doing things
and it also encourages innovative ideas. These will certainly
improve the overall working of the company and can fetch
better results in terms of better output with lesser inputs.
3.1.7 Benchmarking
Benchmarking is the process of comparing one's business
processes to industry bests. Dimensions typically measured
are quality, time and cost. In the process of benchmarking,
management identifies the best firms in their industry, or in
another industry where similar processes exist, and compare
the results and processes of those studied (the "targets") to
one's own results and processes. In this way, they learn how
well the targets perform and, more importantly, the business
processes that explain why these firms are successful.
3.1.8 Housekeeping
Good housekeeping means cleanliness, tidiness and a proper
place for everything and & everything in its place. Good
IJRET: International Journal of Research in Engineering and Technology eISSN: 2319-1163 | pISSN: 2321-7308
_______________________________________________________________________________________
Volume: 03 Issue: 03 | Mar-2014, Available @ http://www.ijret.org 542
housekeeping in an organization will make workplace clean,
better organized, and safer.
3.1.9 Kaizen
The word Kaizen means "continuous improvement". It comes
from the Japanese words ("kai") which means "change" or "to
correct" and ("zen") which means "good". Kaizen is based on
making little changes on a regular basis: always improving
productivity, safety and effectiveness while reducing waste.
4. METHODOLOGY
A sample of 20 Small and Medium Scale in the sector of
manufacturing were taken in to the sample. It was purely a
convenience based sampling. In fact out of a total sample of
182 respondent firms in the required category of SMEs it was
a tough task to find companies which are TQM followers. The
survey was done with the help of the prescribed questionnaire
which had several sections. One section out of which was
dedicated to TQM related questions. The respondents were
given with a list of key elements and they were to give their
response according to the extent or degree of importance of
the elements in their organization. Informal discussions were
also held with the respondents regarding the same. However
the informal views are not taken in to the consideration.
5. FINDINGS
Following charts and little description written below each of
the charts give a fair idea about the status of awareness and
level of importance they attach with their firms of various key
elements of TQM.[16]
5.1 Quality Chain
Chart -1: Responses on Quality Chain
From the chart above it is very clearly evident that Quality
chain is considered to be of high importance by 55% of the
respondents and 44% of them considered this to be of
moderate importance. None of them were ignorant about it.
This means the organizations were following the customer
supplier relationship and clear idea about the concept of
internal customer.
5.2 Process Management
Chart -2: Responses on Process Management
Process management as an element of TQM is regarded as v
highly important by 55% of the respondents as can be
concluded from the above chart. 20% of the respondents felt
that it was very highly important whereas 15% felt that it was
moderately important. Only 10% of the respondents attached
low importance to this element of TQM.
5.3 Continuous Improvement
Chart -3: Responses on Continuous Improvement
A very high percentage (35%) of the respondents indicated
that for them continuous improvement is of very high
importance. The chart also makes it clear that 50% of the
respondents felt that continuous improvement is a highly
important element of the TQM. Whereas the rest 15% of the
respondents felt that it was moderately important. None of
them have said that it is having no importance in their
organization.
44%55%
1%
MODERATE
HIGH
VERY HIGH
10%
15%
55%
20% LOW
MODERATE
HIGH
VERY HIGH
15%
50%
35%
MODERATE
HIGH
VERY HIGH
IJRET: International Journal of Research in Engineering and Technology eISSN: 2319-1163 | pISSN: 2321-7308
_______________________________________________________________________________________
Volume: 03 Issue: 03 | Mar-2014, Available @ http://www.ijret.org 543
5.4 Employee Empowerment
Chart-4: Reponses on Employee Empowerment
As can be seen from the chart, a total of 55% of the
respondent attached very high to high importance to the
employee empowerment. 35% of the respondents felt that it
was moderately important.
5.5 Team working and Synergy
Chart -5: Responses on Team working and Synergy
The chart depicts that a total of 65% of the respondents felt
that team working and synergy is a highly important element
of TQM. 25% of them felt that it was moderately important
whereas only 10% felt that it was not important.
5.6 Creativity and Innovation
Chart -6: Responses on Creativity and Innovation
Creativity and innovation is considered highly important
element by 40% of the respondents as can be seen from the
above chart, while 15% considered it very highly important.
30% of the respondents felt that it was moderately important
while only 10% felt that it was not much important.
5.7 Benchmarking
Chart-7: Responses on Benchmarking
The above chart indicates that 85% of the firms following
TQM are considering the importance of „Benchmarking‟ as
moderate to very high. Very less number of firms (15%)
considered this element of low importance. None of them felt
that it is not important.
5.8 Housekeeping
Chart-8: Responses on Housekeeping
The chart above depicts the fact that 30% of the firms
considered Housekeeping as a very highly important element
of TQM. A total of 60% of them attached to it as moderate to
high importance. Only 10% respondents considered this
element of low importance. However it was found that
awareness was certainly there about Housekeeping and its
advantages to the organization.
10%
35%
45%
10%
LOW
MODERATE
HIGH
VERY HIGH
10%
25%
45%
20%
NOT
IMPORTANT
MODERATE
HIGH
VERY HIGH
5% 10%
30%
40%
15%
NOT
IMPORTANT
LOW
MODERATE
HIGH
15%
35%40%
10% LOW
MODERATE
HIGH
VERY HIGH
10%
40%
20%
30% LOW
MODERATE
HIGH
VERY HIGH
IJRET: International Journal of Research in Engineering and Technology eISSN: 2319-1163 | pISSN: 2321-7308
_______________________________________________________________________________________
Volume: 03 Issue: 03 | Mar-2014, Available @ http://www.ijret.org 544
5.9 Kaizen
Chart-9: Responses on Kaizen
It is worth nothing that 15% of the respondents did not
consider Karizen as an important element of TQM. However
65% of the respondents gave Kaizen moderate to high
importance.
6. CONCLUSIONS
It may be concluded that very few SMEs are following TQM
in addition to getting ISO9001 certification. Majority of the
respondents were quite aware about the various key elements
of TQM. However their opinions were different regarding the
importance of these elements for their companies. Following
table indicates the descriptive statistics of various elements of
TQM. [16]
Table -1: Descriptive Statistics - Ranking of TQM elements
[16]
TQM
Element
N Minimum Maximum Mean
Std.
Deviation
Continuous
Improvement
20 3 5 4.20 0.696
Process
management
20 2 5 3.85 0.875
Housekeeping 20 2 5 3.70 1.031
Quality
chain(concept
of internal and
external
customer)
20 3 5 3.70 0.657
Team working
and synergy
20 0 5 3.55 1.395
Employee
empowerment
20 2 5 3.55 0.826
Benchmarking 20 2 5 3.45 0.887
Creativity and
innovation
20 0 5 3.45 1.191
Kaizen 20 0 5 2.80 1.508
It can be seen that the most important element in the opinion
of the companies is „Continuous Improvement‟. From the
table the ranking of the other key elements can also be seen
very clearly. The other key elements in the descending order
are Process management, Housekeeping, Quality Chain, Team
working & Synergy, Employee Empowerment,
Benchmarking, Creativity & Innovation and Kaizen. In fact it
is observed that there is less awareness about „Kaizen‟
amongst the SMEs.
REFERENCES
[1]. Shivakumar B. Burli, B. B. Kotturshettar, Priyanka
Kalghatgi, “Impact of Quality Management Practices on the
Organizational Performance of Small and Medium Scale
Manufacturing Industries”, International Journal Of
Management Research and Review, Nov -2011, Volume-
1/Issue-4/Article No-8, Article No-8/ pp 63-77
[2]. Chong, Y. Lee., G. A. K., “TQM in small manufacturers:
An exploratory study in China”,
International Journal of Quality and Reliability Management,
2003, pp. 715-197
[3]. Sohail, S. A. H. “TQM practices and organizational
performances of SMEs in Malaysia‟s Benchmarking”,
An International Journal, 2003, pp. 37-53
[4]. Mahadevappa, B. A. K., “Quality Management practices
in Indian ISO 9000 certified companies: an empirical
evaluation”, Total Quality Management & Business
Excellence, Nov -2011, Vol.1/Issue-4/Article No-8/63-77, pp.
295- 305
[5]. Sousa, S. D., et.al., “Performance measures and quality
tools in Portugese Small and Medium Enterprises: survey
results”, Total Quality Management and Business Excellence,
2005, pp. 277- 307
[6]. Bou, J. C., B., “Total Quality Management, high-
commitment human resource strategy and firm performance:
an empirical study”, Total Quality Management and Business
Excellence, 2005, pp. 71-86
[7]. Mehmet Demirbag, Ekrem Tatoglu, Mehmet Tekinkus,
Selim Zaim, (2006) "An analysis of the relationship between
TQM implementation and organizational performance:
Evidence from Turkish SMEs", Journal of Manufacturing
Technology Management, Vol. 17 Iss: 6, pp.829 - 847
[8]. Faisal Talib, ZillurRahman, M. Q., “Pareto Analysis of
Total Quality Management factors critical to success for
Service Industries”, International Journal for Quality research
UDK- 005.6, Original Scientific Paper (1.01), 2010, Vol.4,
No. 2, pp.155-168
[9]. Youssef, M.A., B. J. & Williams, E., “The impact of TQM
on firms‟ responsiveness: an empirical study”,
Total Quality Management, 1996, Vol.7(1), pp.127-144
[10]. Christofi, P., S. S. & Bodnar, G., “The integration of
TQM into sustainability”, Internal Auditing, 2008,Vol.23(1),
pp.33-39
[11]. Ahire, S., Waller, M.A., Golhar, D.Y., “Quality
Management in TQM versus non-TQM firms: an empirical
15%
5%
10%
30%
35%
5% NOT
IMPORTANT
VERY LOW
LOW
MODERATE
IJRET: International Journal of Research in Engineering and Technology eISSN: 2319-1163 | pISSN: 2321-7308
_______________________________________________________________________________________
Volume: 03 Issue: 03 | Mar-2014, Available @ http://www.ijret.org 545
investigation”, Production and Inventory Management
Journal,, 1996, Vol.37, Issue 1, pp.18-23.
[12]. Deming, W.E., “Out of Crises”, Cambridge, MA:
MITCenter for Advance Engineering, 1986
[13]. Luzan, M., “Can total quality management make small
business competitive?”, Journal of Total Quality Management,
1993, Vol.4, Issue 2, pp.105-181
[14]. Poornima M. Charantimath, “Total Quality
Management”, Second Edition, 2011, Pearson Education in
South Asia
[15]. Dale H. Besterfield, Glen H. Besterfield, Hemand
Urdhwareshe et al, “Total Quality Management”, Third
Edition, 2011, Pearson Education in South Asia
[16]. Yogesh A. Chauhan, Ph.D. Thesis titled “Quality
Engineering approach through ISO9001 and TQM: A
comparative study of Small and Medium scale manufacturing
Industries.”

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Perceptions of SMEs Towards Key Elements of TQM

  • 1. IJRET: International Journal of Research in Engineering and Technology eISSN: 2319-1163 | pISSN: 2321-7308 _______________________________________________________________________________________ Volume: 03 Issue: 03 | Mar-2014, Available @ http://www.ijret.org 540 PERCEPTIONS OF SMES (MANUFACTURING FIRMS) TOWARDS THE KEY ELEMENTS OF TQM Yogesh A.Chauhan1 , P.M.George2 , H.J.Jani3 1 Associate Professor, Mechatronics Department, G.H.Patel College of Engg & Tech., Gujarat, India 2 Associate Professor, Mechanical Department, Birla Vishwakarma Mahavidyalaya, Gujarat, India 3 Provost, C.U.Shah University Gujarat, India Abstract Total Quality Management is a widely used approach for various reasons. In addition to the ISO 9001 certification TQM is considered to be the next step towards the journey of zero defects The race of quality management is initiated by the large scale companies with professional approach and with the available funds and infrastructure to meet with the challenges of present competitive environment. However the SMEs also in order to grab the opportunities prevailing and to increase the life span of their organizations are joining the band wagon of Quality as a strategy. There are several key elements of TQM. The awareness about these different elements of TQM is however a question mark. This research paper is indicating with a survey of a small sample of SMEs about the level of awareness and the importance they feel about the elements of TQM. It was observed that very few SMEs were inclined to go beyond ISO9001. However those SMEs which were following TQM principles were more or less aware about the prompted key elements. Further it was found that there is maximum awareness about the continuous improvement. Process management, House Keeping and Quality chain (Customer – Supplier relationship) are also considered to be important ones for the success of TQM implementation. These were followed by Team working & Synergy, Employee Empowerment, Bench Marking, Creativity & Innovation. Kaizen seems to be the element which SMEs are not much aware about. Keywords: TQM, ISO9001, SMEs, Process Management, Quality Chain, Synergy, Bench Marking --------------------------------------------------------------------***---------------------------------------------------------------------- 1. INTRODUCTION Small and Medium Scale Enterprises play a major role in the development of a country. They have their own products to manufacture which they sell in the market. In addition to this the large scale companies are also dependent heavily on small enterprises to get the components required for assembly of the products they manufacture. SMEs are also getting sub contracts from large scale companies to carry out partial manufacturing activities to avail economic benefit. Looking to the present scenario of SMEs, their contribution towards country‟s economy and the opportunities and challenges they have, there is a need to address the issue of quality management. Following tools like ISO 9000 and TQM certainly help them to stand out from the bunch of similar organizations. Also many a times the OEMs are pressurizing the SMEs to go for ISO certification, so as to get an assurance that they will follow systematic procedure to execute their orders and provide quality products. The SMEs, therefore, have rapidly followed the suite and have started getting ISO 9001 certification and many of them have also moved a step forward by following TQM principles. However there is still a less popularity of TQM when it is compared with ISO 9001 certification, particularly in SMEs. 2. LITERATURE REVIEW Shivakumar B. Burli et al. [1] in their research paper with the help of a survey of ISO & Non ISO manufacturing firms of Karnataka & Maharashtra concluded that „SMEs act as a vital component of growing economy by contributing significantly for the development of economy by creating employment for both urban and rural workforce and by providing much needed flexibility and innovation in the economy as a whole. If TQM policies and practices are applied in a positive manner in manufacturing SMEs, it will significantly contribute in their performance in terms of quality and customer satisfaction. ISO has been adapted in many SMEs but certain TQM practices observed to be weak and hence, need management attention. The study brought out that the manufacturing SME‟s must accept, and practice TQM practices to enhance performance and customer satisfaction. Lee and Kelce, (2003) [2] investigated the existing status of TQM practices in 112 SMEs (manufacturing firms) of China and its impact on their performance. It was found that manufacturing process of these small firms was not an obstacle to the implementation of TQM; instead it was the size of firm, which posed as a threat for implementation. Research showed that majority of the firms were new to TQM practices and that it was initiated by their top management. A positive
  • 2. IJRET: International Journal of Research in Engineering and Technology eISSN: 2319-1163 | pISSN: 2321-7308 _______________________________________________________________________________________ Volume: 03 Issue: 03 | Mar-2014, Available @ http://www.ijret.org 541 influence of TQM was observed on performance as waste, inventory and costs was reduced, and an increase in sales was observed. In the same manner, performance of SMEs was observed in (Malaysia by Sohail and Hoong, 2003 [3]; in India by Mahadevappa et al., 2004 [4]; in Portugal by Sousa et al., 2005 [5]; in Spain by Bou and Beltrain, 2005 [6]; and in Turkey by Demirbag and Zaim, 2006 [7]) . Faisal Talib et.al (2010) [8] in their review of literature stated that, there are many definitions of TQM. Youssef et al. (1996)[9], defined TQM as: “An overall philosophy whose objectives is to meet or exceed the needs of the internal and the external customer by creating an organizational culture in which everyone at every stage of creating the product as well as every level of management is committed to quality and clearly understands its strategic importance”. Demirbag et al. (2006) [7] on the other hand, defined TQM as: “A holistic management philosophy aimed at continuous improvement in all functions of an organization to deliver services in line with customer‟s needs or requirements under the leadership of top-management”. Christofi et al. (2008) [10] defined TQM as: “A supply-chain- wide quality commitment-from the supplier, to the producer, to the consumer-of an organization, in order to achieve excellence in production and service management”. Further old researches also state that, Higher quality products, improved business performance, customer satisfaction, improved people, improved policy deployment, development of quality culture and improved training were the main benefits achieved by introducing TQM in SMEs (Ahire et al., 1996 [11]; Deming, 1986[12]; Luzan, 1993)[13]. 3. TQM: (Total Quality Management) According to British Standard BS 7850, TQM is defined as, “Management philosophy and company practices that aim to harness the human and material resources of an organization in the most effective way to achieve the objectives of the organization.” [14] Sustained implementation of TQM can result in benefits such as improvement in quality of products and services, productivity, reliability, market share, revenue, profits which will lead to overall growth of an organization. [15] 3.1 Elements of TQM Implementation of TQM principles surely requires basic knowledge and understanding about its key elements. The key elements of TQM are: 3.1.1 Quality Chain Quality chain is an element which describes the „customer supplier relationship‟ both within and outside the organization. TQM philosophy is driven by customer satisfaction whether they are external customers or internal ones. This works on the philosophy that if all the internal customers are satisfied, the external customer is bound to be satisfied. 3.1.2 Process Management The main aim of Process management is to understand the processes that are involved in meeting the requirements of customers so that they can be managed to ensure the need of the customers are met consistently. 3.1.3 Continuous Improvement TQM environment requires that processes are to be continuously monitored, reviewed and improved. TQM aims at continuous improvement 3.1.4 Employee Empowerment Top management leadership and employee empowerment are considered two of the most important principles of total quality management (TQM) because of their assumed relationship with customer satisfaction. TQM philosophy is allowing employees to be self sufficient and also gives them the opportunities and freedom to take decisions on their own. 3.1.5 Team Working & Synergy TQM is about bringing change in the overall culture of an organization. Unless all the members of the organization work in a team it is not possible to follow it. Hence team working is a very important element. It is a very well known fact that a cohesive team will bring synergistic effect in favour of an organization. 3.1.6 Creativity & Innovation TQM allows a culture of finding out new ways of doing things and it also encourages innovative ideas. These will certainly improve the overall working of the company and can fetch better results in terms of better output with lesser inputs. 3.1.7 Benchmarking Benchmarking is the process of comparing one's business processes to industry bests. Dimensions typically measured are quality, time and cost. In the process of benchmarking, management identifies the best firms in their industry, or in another industry where similar processes exist, and compare the results and processes of those studied (the "targets") to one's own results and processes. In this way, they learn how well the targets perform and, more importantly, the business processes that explain why these firms are successful. 3.1.8 Housekeeping Good housekeeping means cleanliness, tidiness and a proper place for everything and & everything in its place. Good
  • 3. IJRET: International Journal of Research in Engineering and Technology eISSN: 2319-1163 | pISSN: 2321-7308 _______________________________________________________________________________________ Volume: 03 Issue: 03 | Mar-2014, Available @ http://www.ijret.org 542 housekeeping in an organization will make workplace clean, better organized, and safer. 3.1.9 Kaizen The word Kaizen means "continuous improvement". It comes from the Japanese words ("kai") which means "change" or "to correct" and ("zen") which means "good". Kaizen is based on making little changes on a regular basis: always improving productivity, safety and effectiveness while reducing waste. 4. METHODOLOGY A sample of 20 Small and Medium Scale in the sector of manufacturing were taken in to the sample. It was purely a convenience based sampling. In fact out of a total sample of 182 respondent firms in the required category of SMEs it was a tough task to find companies which are TQM followers. The survey was done with the help of the prescribed questionnaire which had several sections. One section out of which was dedicated to TQM related questions. The respondents were given with a list of key elements and they were to give their response according to the extent or degree of importance of the elements in their organization. Informal discussions were also held with the respondents regarding the same. However the informal views are not taken in to the consideration. 5. FINDINGS Following charts and little description written below each of the charts give a fair idea about the status of awareness and level of importance they attach with their firms of various key elements of TQM.[16] 5.1 Quality Chain Chart -1: Responses on Quality Chain From the chart above it is very clearly evident that Quality chain is considered to be of high importance by 55% of the respondents and 44% of them considered this to be of moderate importance. None of them were ignorant about it. This means the organizations were following the customer supplier relationship and clear idea about the concept of internal customer. 5.2 Process Management Chart -2: Responses on Process Management Process management as an element of TQM is regarded as v highly important by 55% of the respondents as can be concluded from the above chart. 20% of the respondents felt that it was very highly important whereas 15% felt that it was moderately important. Only 10% of the respondents attached low importance to this element of TQM. 5.3 Continuous Improvement Chart -3: Responses on Continuous Improvement A very high percentage (35%) of the respondents indicated that for them continuous improvement is of very high importance. The chart also makes it clear that 50% of the respondents felt that continuous improvement is a highly important element of the TQM. Whereas the rest 15% of the respondents felt that it was moderately important. None of them have said that it is having no importance in their organization. 44%55% 1% MODERATE HIGH VERY HIGH 10% 15% 55% 20% LOW MODERATE HIGH VERY HIGH 15% 50% 35% MODERATE HIGH VERY HIGH
  • 4. IJRET: International Journal of Research in Engineering and Technology eISSN: 2319-1163 | pISSN: 2321-7308 _______________________________________________________________________________________ Volume: 03 Issue: 03 | Mar-2014, Available @ http://www.ijret.org 543 5.4 Employee Empowerment Chart-4: Reponses on Employee Empowerment As can be seen from the chart, a total of 55% of the respondent attached very high to high importance to the employee empowerment. 35% of the respondents felt that it was moderately important. 5.5 Team working and Synergy Chart -5: Responses on Team working and Synergy The chart depicts that a total of 65% of the respondents felt that team working and synergy is a highly important element of TQM. 25% of them felt that it was moderately important whereas only 10% felt that it was not important. 5.6 Creativity and Innovation Chart -6: Responses on Creativity and Innovation Creativity and innovation is considered highly important element by 40% of the respondents as can be seen from the above chart, while 15% considered it very highly important. 30% of the respondents felt that it was moderately important while only 10% felt that it was not much important. 5.7 Benchmarking Chart-7: Responses on Benchmarking The above chart indicates that 85% of the firms following TQM are considering the importance of „Benchmarking‟ as moderate to very high. Very less number of firms (15%) considered this element of low importance. None of them felt that it is not important. 5.8 Housekeeping Chart-8: Responses on Housekeeping The chart above depicts the fact that 30% of the firms considered Housekeeping as a very highly important element of TQM. A total of 60% of them attached to it as moderate to high importance. Only 10% respondents considered this element of low importance. However it was found that awareness was certainly there about Housekeeping and its advantages to the organization. 10% 35% 45% 10% LOW MODERATE HIGH VERY HIGH 10% 25% 45% 20% NOT IMPORTANT MODERATE HIGH VERY HIGH 5% 10% 30% 40% 15% NOT IMPORTANT LOW MODERATE HIGH 15% 35%40% 10% LOW MODERATE HIGH VERY HIGH 10% 40% 20% 30% LOW MODERATE HIGH VERY HIGH
  • 5. IJRET: International Journal of Research in Engineering and Technology eISSN: 2319-1163 | pISSN: 2321-7308 _______________________________________________________________________________________ Volume: 03 Issue: 03 | Mar-2014, Available @ http://www.ijret.org 544 5.9 Kaizen Chart-9: Responses on Kaizen It is worth nothing that 15% of the respondents did not consider Karizen as an important element of TQM. However 65% of the respondents gave Kaizen moderate to high importance. 6. CONCLUSIONS It may be concluded that very few SMEs are following TQM in addition to getting ISO9001 certification. Majority of the respondents were quite aware about the various key elements of TQM. However their opinions were different regarding the importance of these elements for their companies. Following table indicates the descriptive statistics of various elements of TQM. [16] Table -1: Descriptive Statistics - Ranking of TQM elements [16] TQM Element N Minimum Maximum Mean Std. Deviation Continuous Improvement 20 3 5 4.20 0.696 Process management 20 2 5 3.85 0.875 Housekeeping 20 2 5 3.70 1.031 Quality chain(concept of internal and external customer) 20 3 5 3.70 0.657 Team working and synergy 20 0 5 3.55 1.395 Employee empowerment 20 2 5 3.55 0.826 Benchmarking 20 2 5 3.45 0.887 Creativity and innovation 20 0 5 3.45 1.191 Kaizen 20 0 5 2.80 1.508 It can be seen that the most important element in the opinion of the companies is „Continuous Improvement‟. From the table the ranking of the other key elements can also be seen very clearly. The other key elements in the descending order are Process management, Housekeeping, Quality Chain, Team working & Synergy, Employee Empowerment, Benchmarking, Creativity & Innovation and Kaizen. In fact it is observed that there is less awareness about „Kaizen‟ amongst the SMEs. REFERENCES [1]. Shivakumar B. Burli, B. B. Kotturshettar, Priyanka Kalghatgi, “Impact of Quality Management Practices on the Organizational Performance of Small and Medium Scale Manufacturing Industries”, International Journal Of Management Research and Review, Nov -2011, Volume- 1/Issue-4/Article No-8, Article No-8/ pp 63-77 [2]. Chong, Y. Lee., G. A. K., “TQM in small manufacturers: An exploratory study in China”, International Journal of Quality and Reliability Management, 2003, pp. 715-197 [3]. Sohail, S. A. H. “TQM practices and organizational performances of SMEs in Malaysia‟s Benchmarking”, An International Journal, 2003, pp. 37-53 [4]. Mahadevappa, B. A. K., “Quality Management practices in Indian ISO 9000 certified companies: an empirical evaluation”, Total Quality Management & Business Excellence, Nov -2011, Vol.1/Issue-4/Article No-8/63-77, pp. 295- 305 [5]. Sousa, S. D., et.al., “Performance measures and quality tools in Portugese Small and Medium Enterprises: survey results”, Total Quality Management and Business Excellence, 2005, pp. 277- 307 [6]. Bou, J. C., B., “Total Quality Management, high- commitment human resource strategy and firm performance: an empirical study”, Total Quality Management and Business Excellence, 2005, pp. 71-86 [7]. Mehmet Demirbag, Ekrem Tatoglu, Mehmet Tekinkus, Selim Zaim, (2006) "An analysis of the relationship between TQM implementation and organizational performance: Evidence from Turkish SMEs", Journal of Manufacturing Technology Management, Vol. 17 Iss: 6, pp.829 - 847 [8]. Faisal Talib, ZillurRahman, M. Q., “Pareto Analysis of Total Quality Management factors critical to success for Service Industries”, International Journal for Quality research UDK- 005.6, Original Scientific Paper (1.01), 2010, Vol.4, No. 2, pp.155-168 [9]. Youssef, M.A., B. J. & Williams, E., “The impact of TQM on firms‟ responsiveness: an empirical study”, Total Quality Management, 1996, Vol.7(1), pp.127-144 [10]. Christofi, P., S. S. & Bodnar, G., “The integration of TQM into sustainability”, Internal Auditing, 2008,Vol.23(1), pp.33-39 [11]. Ahire, S., Waller, M.A., Golhar, D.Y., “Quality Management in TQM versus non-TQM firms: an empirical 15% 5% 10% 30% 35% 5% NOT IMPORTANT VERY LOW LOW MODERATE
  • 6. IJRET: International Journal of Research in Engineering and Technology eISSN: 2319-1163 | pISSN: 2321-7308 _______________________________________________________________________________________ Volume: 03 Issue: 03 | Mar-2014, Available @ http://www.ijret.org 545 investigation”, Production and Inventory Management Journal,, 1996, Vol.37, Issue 1, pp.18-23. [12]. Deming, W.E., “Out of Crises”, Cambridge, MA: MITCenter for Advance Engineering, 1986 [13]. Luzan, M., “Can total quality management make small business competitive?”, Journal of Total Quality Management, 1993, Vol.4, Issue 2, pp.105-181 [14]. Poornima M. Charantimath, “Total Quality Management”, Second Edition, 2011, Pearson Education in South Asia [15]. Dale H. Besterfield, Glen H. Besterfield, Hemand Urdhwareshe et al, “Total Quality Management”, Third Edition, 2011, Pearson Education in South Asia [16]. Yogesh A. Chauhan, Ph.D. Thesis titled “Quality Engineering approach through ISO9001 and TQM: A comparative study of Small and Medium scale manufacturing Industries.”