This document summarizes a research paper on quality management and performance. The paper reviews 120 other research papers on topics related to total quality management (TQM). Some key points:
1. TQM aims to continuously improve processes and management through techniques like statistical process control and employee involvement to increase customer satisfaction.
2. Factors that affect successful TQM implementation include leadership support, organizational culture, human resource management, customer orientation, and information technology.
3. TQM can positively impact organizational performance but may fail if not properly implemented due to factors like lack of management commitment or cultural barriers.
4. The paper identifies gaps in existing research on TQM that could be explored further, such as developing frameworks
Total Quality Management (TQM) Practices toward Product Quality Performance: ...IOSRJBM
The purpose of this research was to test and analyze the effect of TQM practices impelementation which consists of leadership, strategic planning, customer focus, information and analysis, people management, and process management to product quality performance. The population were 108 food and beverage companies in Makassar, Indonesia. Respondents are production managers or operation managers. Sample technique which used is population sampling. Method of analysis which use both descriptive statistic and Structural Equation Modelling (SEM). Data processing uses two statistic tools i.e: IBM SPSS and AMOS 19.00. The findings of research indicate that leadership has significant effect on product quality performance, strategic planning has significant effect on product quality performance, customer focus has significant effect on product quality performance, information and analysis has significant effect on product quality performance, people management has significant effect on product quality performance, and process management has significant effect on product quality performance. Leadership factor has dominant effect on product quality performance (critical ratio = 9.760 > t-table = 1.960; and probability = 0.000 < α = 0.05).
This document discusses critical success factors for implementing total quality management. It analyzes 14 TQM frameworks and identifies common critical success factors across the frameworks. Through frequency analysis of the frameworks, it determines that the top critical success factors are: top management commitment, quality culture, strategic quality management, design quality management, process management, supplier quality management, education and training, empowerment and involvement, information and analysis, and customer satisfaction. The document establishes these 10 factors as critical for successful TQM implementation based on their prevalence across the frameworks analyzed.
This document discusses the importance and impact of implementing Total Quality Management (TQM) in modern organizations. It argues that TQM is essential for organizations to gain competitive advantages in today's global business environment. The document reviews different frameworks and principles of TQM, such as those proposed by Deming, Juran, Crosby and Ishikawa. It asserts that TQM, when properly implemented, can positively impact organizational effectiveness by improving business processes, increasing productivity and quality, enhancing customer satisfaction, and fostering cooperation among employees. However, certain organizational and cultural factors must be addressed for TQM implementation to be successful. Overall, the document advocates for TQM as a management philosophy that can help propel organizations to excellence.
International Journal of Business and Management Invention (IJBMI)inventionjournals
This document discusses Total Quality Management (TQM) and its relationship to organizational development. It begins by explaining that customers prioritize quality and reliability over price. TQM involves continual improvement and customer satisfaction as core philosophies. TQM is highly aligned with organizational development approaches through its emphasis on teamwork, cooperation, data generation, and continuous learning. The document then examines various TQM techniques like reengineering, benchmarking, and empowerment that can drive organizational development. It concludes that TQM is a long-term strategy involving all levels of an organization working together towards quality improvement and customer satisfaction.
International Journal of Engineering Research and Development (IJERD)IJERD Editor
This document describes research conducted to develop and validate a tool to measure total quality management (TQM) practices in organizations. Through a literature review, 13 critical factors of TQM were identified. A questionnaire with 85 items measuring these factors was developed and tested on 20 organizations to evaluate reliability and validity. Reliability was high based on Cronbach's alpha scores. Validity was confirmed through factor analysis and a multitrait-multimethod matrix. The validated tool was used to survey 104 manufacturing and service organizations in India and compare their TQM practices using the Mann-Whitney U non-parametric test. Significant differences were found between the sectors.
This document discusses barriers to the implementation of total quality management (TQM) in organizations. It analyzes the interaction among 12 identified TQM barriers using an interpretive structural modeling (ISM) approach. The research finds that the barriers can be categorized into two groups: those with high driving power and low dependency that require maximum attention, and those with high dependence and low driving power that are resultant effects. Adopting this ISM-based model of TQM barriers could help managers and practitioners better understand the barriers and prioritize addressing major barriers.
IRJET- Total Quality Management and Organizational PerformanceIRJET Journal
This document discusses the relationship between Total Quality Management (TQM) practices and organizational performance. It first defines TQM as a continuous process of improving quality, reducing defects, and satisfying customer demands. It then outlines key elements of TQM like focusing on customers, employee involvement, and using a strategic, systematic approach. The document also discusses how organizational performance encompasses actual outputs compared to intended goals. Finally, it concludes that implementing TQM initiatives like quality processes can enhance customer satisfaction and product/service quality, thereby improving organizational performance.
Total Quality Management (TQM) Practices toward Product Quality Performance: ...IOSRJBM
The purpose of this research was to test and analyze the effect of TQM practices impelementation which consists of leadership, strategic planning, customer focus, information and analysis, people management, and process management to product quality performance. The population were 108 food and beverage companies in Makassar, Indonesia. Respondents are production managers or operation managers. Sample technique which used is population sampling. Method of analysis which use both descriptive statistic and Structural Equation Modelling (SEM). Data processing uses two statistic tools i.e: IBM SPSS and AMOS 19.00. The findings of research indicate that leadership has significant effect on product quality performance, strategic planning has significant effect on product quality performance, customer focus has significant effect on product quality performance, information and analysis has significant effect on product quality performance, people management has significant effect on product quality performance, and process management has significant effect on product quality performance. Leadership factor has dominant effect on product quality performance (critical ratio = 9.760 > t-table = 1.960; and probability = 0.000 < α = 0.05).
This document discusses critical success factors for implementing total quality management. It analyzes 14 TQM frameworks and identifies common critical success factors across the frameworks. Through frequency analysis of the frameworks, it determines that the top critical success factors are: top management commitment, quality culture, strategic quality management, design quality management, process management, supplier quality management, education and training, empowerment and involvement, information and analysis, and customer satisfaction. The document establishes these 10 factors as critical for successful TQM implementation based on their prevalence across the frameworks analyzed.
This document discusses the importance and impact of implementing Total Quality Management (TQM) in modern organizations. It argues that TQM is essential for organizations to gain competitive advantages in today's global business environment. The document reviews different frameworks and principles of TQM, such as those proposed by Deming, Juran, Crosby and Ishikawa. It asserts that TQM, when properly implemented, can positively impact organizational effectiveness by improving business processes, increasing productivity and quality, enhancing customer satisfaction, and fostering cooperation among employees. However, certain organizational and cultural factors must be addressed for TQM implementation to be successful. Overall, the document advocates for TQM as a management philosophy that can help propel organizations to excellence.
International Journal of Business and Management Invention (IJBMI)inventionjournals
This document discusses Total Quality Management (TQM) and its relationship to organizational development. It begins by explaining that customers prioritize quality and reliability over price. TQM involves continual improvement and customer satisfaction as core philosophies. TQM is highly aligned with organizational development approaches through its emphasis on teamwork, cooperation, data generation, and continuous learning. The document then examines various TQM techniques like reengineering, benchmarking, and empowerment that can drive organizational development. It concludes that TQM is a long-term strategy involving all levels of an organization working together towards quality improvement and customer satisfaction.
International Journal of Engineering Research and Development (IJERD)IJERD Editor
This document describes research conducted to develop and validate a tool to measure total quality management (TQM) practices in organizations. Through a literature review, 13 critical factors of TQM were identified. A questionnaire with 85 items measuring these factors was developed and tested on 20 organizations to evaluate reliability and validity. Reliability was high based on Cronbach's alpha scores. Validity was confirmed through factor analysis and a multitrait-multimethod matrix. The validated tool was used to survey 104 manufacturing and service organizations in India and compare their TQM practices using the Mann-Whitney U non-parametric test. Significant differences were found between the sectors.
This document discusses barriers to the implementation of total quality management (TQM) in organizations. It analyzes the interaction among 12 identified TQM barriers using an interpretive structural modeling (ISM) approach. The research finds that the barriers can be categorized into two groups: those with high driving power and low dependency that require maximum attention, and those with high dependence and low driving power that are resultant effects. Adopting this ISM-based model of TQM barriers could help managers and practitioners better understand the barriers and prioritize addressing major barriers.
IRJET- Total Quality Management and Organizational PerformanceIRJET Journal
This document discusses the relationship between Total Quality Management (TQM) practices and organizational performance. It first defines TQM as a continuous process of improving quality, reducing defects, and satisfying customer demands. It then outlines key elements of TQM like focusing on customers, employee involvement, and using a strategic, systematic approach. The document also discusses how organizational performance encompasses actual outputs compared to intended goals. Finally, it concludes that implementing TQM initiatives like quality processes can enhance customer satisfaction and product/service quality, thereby improving organizational performance.
A working definition for total quality management (tqm) researchers Luong Tien Dat
This document provides a working definition for total quality management (TQM) by developing a definition that incorporates key points from leading thinkers on the topic. [The summary develops a definition of TQM in 3 steps: 1) It examines existing definitions and their limitations, 2) It analyzes the key concept of "quality" by reviewing perspectives from major TQM experts like Deming, and 3) It proposes developing a comprehensive definition by building on common elements from experts while addressing different perspectives.] The goal is to create a definition that is broad enough to be universally acceptable yet specific enough to accurately represent the complex concept of TQM.
Effect of TQM Practices on Financial Performance through Innovation Performan...IRJET Journal
1) The document examines the direct and indirect effects of total quality management (TQM) practices on financial and innovation performance in Indian manufacturing companies.
2) It identifies 13 key TQM practices based on a literature review, including leadership commitment, customer focus, supplier quality management, and continuous improvement.
3) The study measures organizational performance through financial performance and innovation performance indicators. A conceptual research framework is proposed to analyze the relationships between TQM practices and these two performance measures.
This document provides an introduction to quality management. It discusses the brief history of the quality revolution and contributions from quality gurus like Deming, Juran, and Crosby. It defines quality as meeting or exceeding customer expectations. Quality is important for customer satisfaction, competitiveness, and long-term success. The document introduces total quality management principles and types of quality efforts. It also discusses quality awards and terminology. Finally, it covers the differences between leadership and management as well as the role of quality professionals in connecting various organizational functions.
This document summarizes a study on the internal lean manufacturing practices at apparel manufacturing companies in Jordan. The study aimed to identify the extent to which these companies practice five key internal lean manufacturing strategies: continuous flow production, short set-up time, statistical process control, employee involvement, and total production maintenance. A survey was distributed to managers at apparel companies in Jordan. The study found that the companies generally practice internal lean manufacturing strategies to a high extent, except for employee involvement which was rated average. Therefore, the researcher concluded that Jordanian apparel companies have strong potential to compete globally by further implementing lean practices.
Implementation and financial accounting of quality training and educationIAEME Publication
This document describes the design and implementation of a Quality Training and Education Program (Q_TEPS) for a plastic products manufacturing company. The researchers designed specific training topics and schedules for the Q_TEPS based on a review of literature and a study of the company's manufacturing processes. They then implemented the designed Q_TEPS for employees over a one month period through lectures, interactive sessions, on-the-job training, and feedback collection. The goal was to measure the financial performance of the Q_TEPS in order to understand its costs and benefits for the company.
This document discusses implementing Pareto analysis as part of total quality management (TQM) for service industries projects. It reviews 22 research papers on different TQM strategies, challenges, and overcoming challenges. The introduction provides an overview of TQM, which aims to continuously improve manufacturing and reduce losses through management and quality tools. The literature review summarizes several papers on implementing TQM in small businesses and relating TQM to organizational characteristics, scope and business performance, and the importance of human aspects. Key aspects of TQM discussed include leadership, employee involvement, training, customer focus, and continuous improvement.
The document discusses concepts of leadership and quality management. It defines leadership and discusses transformational leadership and how leaders can instill processes rather than control through force. It outlines concepts like the 7 habits of highly effective people and the Deming philosophy of quality management. It emphasizes the role of senior management in leading quality improvement efforts through forming a quality council, establishing goals and measures, and recognizing successes. The core values of visionary leadership, customer-driven excellence, organizational learning, valuing workforce members, and agility are discussed as frameworks for leaders to make decisions.
IRJET- Total Quality Management based Improvement of Teaching and Learnin...IRJET Journal
This document discusses applying Total Quality Management (TQM) principles to improve teaching and learning methodology in engineering education. It begins by providing background on TQM and how its principles from industry can be adapted to education. The key TQM principles of customer focus, continuous improvement, and employee involvement are discussed in the context of teaching and learning. Deming's Plan-Do-Study-Act model is proposed as a tool for continuous quality improvement of the teaching and learning process. Overall, the document argues that applying TQM can help engineering education programs enhance quality, achieve recognition, and improve student and faculty morale through a focus on meeting customer needs and driving ongoing process improvements.
This document provides an introduction to a study on the impact of implementing Total Quality Management (TQM) on the productivity of an engineering plant in Malaysia. It discusses 5 key TQM factors: committed leadership, employee empowerment, process improvement, benchmarking, and increased training. The study aims to examine the relationship between implementing these TQM factors and the plant's productivity index. It hopes to identify the most impactful factor and determine if TQM has had a positive effect on productivity. Correlation analysis will be used to analyze the data and test the hypotheses.
TQM is the integration of all functions and processes within an organization in order to achieve continuous improvement of the quality of goods and services. The goal is customer satisfaction.
TOTAL QUALITY MANAGEMENT IN GRADUATE TEACHER EDUCATION by Maria Michelle Lain...Michelle Arevalo
Total Quality Management or TQM has the ability to incorporate the quality viewpoints of both external and internal stakeholders in an integrated manner and thus allow a wide-ranging method to quality management that will guarantee quality as well as create possible change and improvement.
The Role of Total Quality Management in Raising Service Quality of Libraries ...inventionjournals
The Stone Age did not end because there were no more stones but it ended because of continuous improvement (kaizen). If the Stone Age people could apply continuous improvement who are we to ignore it. Continuous improvement should be applied by everyone, organisations, nations and the world. Without continuous improvement, we become lagging behind and lose in this competitive improvement and lose our market share. There is therefore the need for libraries and information centres to adopt Total Quality Management (TQM) in order to ensure their importance as gateways for information. Failure to do this will result in them losing their competitive advantage in this world of information and knowledge economy. There is global information competition due to the advancement of Information and Communication Technologies and libraries and information professionals should run very first in order to stay in the same position. This paper defines quality and Total Quality Management. It explains the application and the role of Total Quality Management in libraries and Information centers to enhance service quality. The reasons for TQM failure are listed and solutions and recommendations given. This paper recommends quality culture in libraries and information centres
Mustafa Degerli - 2013 - SDPS-2013 Proceeding - More about the High-Maturity ...Dr. Mustafa Değerli
Mustafa Degerli - 2013 -More about the High-Maturity for Business Processes: Certain Distilled Practical Implications. Proceedings of the 18th International Conference on Transformative Research in Science, Engineering, and Business Innovation (SDPS 2013)
Total quality management (TQM) is a management philosophy focused on continuously improving processes and meeting customer expectations. It involves management, employees, suppliers, and customers working together to meet quality standards. Key aspects of TQM include cross-functional teams, continuous process improvement, and participative management. TQM was pioneered by W. Edwards Deming and saw success when implemented in post-war Japanese industries. While initially slow to adopt it, American companies eventually embraced TQM principles to regain competitiveness in global markets.
This document discusses leadership and quality management. It describes characteristics of quality leaders, including customer focus, treatment of subordinates, and emphasis on improvement. It also outlines Deming's 14 principles, such as creating consistency, adopting a quality philosophy, and eliminating fear. Finally, it discusses the importance of employee involvement in quality through motivation, feedback, and empowerment.
Muhammad Salman Jamil introduced himself and provided his work experience and education credentials. He then outlined the topics to be covered in Lecture 1 on Total Quality Management (TQM), including definitions of TQM, frameworks, pioneers in the field, obstacles to implementation, and benefits. TQM aims to achieve excellence through continuous improvement and customer focus using a philosophical approach to management. It relies on principles like management commitment, treating suppliers as partners, and establishing performance measures.
The document discusses the importance of leadership for total quality management (TQM). It describes leadership as influencing people and systems to have an impact and achieve results. A key part of leadership is strategic planning to envision the organization's future. The Baldrige criteria examine how senior leaders address values, directions, performance expectations and focus on customers. Effective leadership requires visible commitment from top management, clear communication, and embedding a culture of quality throughout the organization.
IJRET : International Journal of Research in Engineering and Technology is an international peer reviewed, online journal published by eSAT Publishing House for the enhancement of research in various disciplines of Engineering and Technology. The aim and scope of the journal is to provide an academic medium and an important reference for the advancement and dissemination of research results that support high-level learning, teaching and research in the fields of Engineering and Technology. We bring together Scientists, Academician, Field Engineers, Scholars and Students of related fields of Engineering and Technology
The relationship between the five factors of personality, individual job perf...IAEME Publication
This document summarizes a study on the relationship between the five factors of personality and individual job performance in the Indian corporate sector. The study analyzed 316 employees across manufacturing and service industries. It found that conscientiousness, extraversion, and emotional stability were valid predictors of overall job performance. Conscientiousness and extraversion also impacted components like task performance and adaptability. Neuroticism had a significant relationship with job stress. Most variables did not impact job stress and stability components of performance. The study contributes to the body of research showing the five factor model can predict job performance across cultures.
A comparative study on multicast routing using dijkstra’s, prims and ant colo...IAEME Publication
This document presents a comparative study of Dijkstra's algorithm, Prim's algorithm, and Ant Colony System (ACS) for implementing multicast routing. It describes an example network with 5 nodes and 10 paths and applies each algorithm to find the shortest path from different source nodes. Dijkstra's algorithm and Prim's algorithm are applied to a directed and undirected graph, respectively, while ACS is applied to an undirected graph. The results are analyzed and presented in tables showing the run times of each algorithm for varying network sizes. The complexity analysis shows ACS has faster convergence to the optimal solution compared to the other algorithms.
Healthcare management status of indian states aninterstate comparison of th...IAEME Publication
The document is a research paper that analyzes the status of public healthcare management across Indian states using a multi-criteria decision making (MCDM) approach. It ranks the states based on 30 indicators related to healthcare outcomes and resources. The paper uses the Technique for Order Preference by Similarity to Ideal Solution (TOPSIS) MCDM method, which identifies ideal and negative-ideal solutions to rank the states based on their distance from these solutions while accounting for the relative weight of each indicator. The paper concludes that states in South India rank higher in terms of public healthcare management compared to other parts of the country.
Behavioral and performance analysis model for malware detection techniquesIAEME Publication
This document discusses techniques for detecting unknown malware. It begins by describing how to detect TSR viruses by checking for unusual strings in memory and abnormal program behavior. Next, it explains how to detect boot viruses by examining disk boot sectors for changes in header strings or code size. Finally, it outlines approaches for detecting file viruses, such as comparing recently accessed files to original uninfected versions. The document stresses remaining calm and seeking expert assistance if unsure about a potential malware infection.
A working definition for total quality management (tqm) researchers Luong Tien Dat
This document provides a working definition for total quality management (TQM) by developing a definition that incorporates key points from leading thinkers on the topic. [The summary develops a definition of TQM in 3 steps: 1) It examines existing definitions and their limitations, 2) It analyzes the key concept of "quality" by reviewing perspectives from major TQM experts like Deming, and 3) It proposes developing a comprehensive definition by building on common elements from experts while addressing different perspectives.] The goal is to create a definition that is broad enough to be universally acceptable yet specific enough to accurately represent the complex concept of TQM.
Effect of TQM Practices on Financial Performance through Innovation Performan...IRJET Journal
1) The document examines the direct and indirect effects of total quality management (TQM) practices on financial and innovation performance in Indian manufacturing companies.
2) It identifies 13 key TQM practices based on a literature review, including leadership commitment, customer focus, supplier quality management, and continuous improvement.
3) The study measures organizational performance through financial performance and innovation performance indicators. A conceptual research framework is proposed to analyze the relationships between TQM practices and these two performance measures.
This document provides an introduction to quality management. It discusses the brief history of the quality revolution and contributions from quality gurus like Deming, Juran, and Crosby. It defines quality as meeting or exceeding customer expectations. Quality is important for customer satisfaction, competitiveness, and long-term success. The document introduces total quality management principles and types of quality efforts. It also discusses quality awards and terminology. Finally, it covers the differences between leadership and management as well as the role of quality professionals in connecting various organizational functions.
This document summarizes a study on the internal lean manufacturing practices at apparel manufacturing companies in Jordan. The study aimed to identify the extent to which these companies practice five key internal lean manufacturing strategies: continuous flow production, short set-up time, statistical process control, employee involvement, and total production maintenance. A survey was distributed to managers at apparel companies in Jordan. The study found that the companies generally practice internal lean manufacturing strategies to a high extent, except for employee involvement which was rated average. Therefore, the researcher concluded that Jordanian apparel companies have strong potential to compete globally by further implementing lean practices.
Implementation and financial accounting of quality training and educationIAEME Publication
This document describes the design and implementation of a Quality Training and Education Program (Q_TEPS) for a plastic products manufacturing company. The researchers designed specific training topics and schedules for the Q_TEPS based on a review of literature and a study of the company's manufacturing processes. They then implemented the designed Q_TEPS for employees over a one month period through lectures, interactive sessions, on-the-job training, and feedback collection. The goal was to measure the financial performance of the Q_TEPS in order to understand its costs and benefits for the company.
This document discusses implementing Pareto analysis as part of total quality management (TQM) for service industries projects. It reviews 22 research papers on different TQM strategies, challenges, and overcoming challenges. The introduction provides an overview of TQM, which aims to continuously improve manufacturing and reduce losses through management and quality tools. The literature review summarizes several papers on implementing TQM in small businesses and relating TQM to organizational characteristics, scope and business performance, and the importance of human aspects. Key aspects of TQM discussed include leadership, employee involvement, training, customer focus, and continuous improvement.
The document discusses concepts of leadership and quality management. It defines leadership and discusses transformational leadership and how leaders can instill processes rather than control through force. It outlines concepts like the 7 habits of highly effective people and the Deming philosophy of quality management. It emphasizes the role of senior management in leading quality improvement efforts through forming a quality council, establishing goals and measures, and recognizing successes. The core values of visionary leadership, customer-driven excellence, organizational learning, valuing workforce members, and agility are discussed as frameworks for leaders to make decisions.
IRJET- Total Quality Management based Improvement of Teaching and Learnin...IRJET Journal
This document discusses applying Total Quality Management (TQM) principles to improve teaching and learning methodology in engineering education. It begins by providing background on TQM and how its principles from industry can be adapted to education. The key TQM principles of customer focus, continuous improvement, and employee involvement are discussed in the context of teaching and learning. Deming's Plan-Do-Study-Act model is proposed as a tool for continuous quality improvement of the teaching and learning process. Overall, the document argues that applying TQM can help engineering education programs enhance quality, achieve recognition, and improve student and faculty morale through a focus on meeting customer needs and driving ongoing process improvements.
This document provides an introduction to a study on the impact of implementing Total Quality Management (TQM) on the productivity of an engineering plant in Malaysia. It discusses 5 key TQM factors: committed leadership, employee empowerment, process improvement, benchmarking, and increased training. The study aims to examine the relationship between implementing these TQM factors and the plant's productivity index. It hopes to identify the most impactful factor and determine if TQM has had a positive effect on productivity. Correlation analysis will be used to analyze the data and test the hypotheses.
TQM is the integration of all functions and processes within an organization in order to achieve continuous improvement of the quality of goods and services. The goal is customer satisfaction.
TOTAL QUALITY MANAGEMENT IN GRADUATE TEACHER EDUCATION by Maria Michelle Lain...Michelle Arevalo
Total Quality Management or TQM has the ability to incorporate the quality viewpoints of both external and internal stakeholders in an integrated manner and thus allow a wide-ranging method to quality management that will guarantee quality as well as create possible change and improvement.
The Role of Total Quality Management in Raising Service Quality of Libraries ...inventionjournals
The Stone Age did not end because there were no more stones but it ended because of continuous improvement (kaizen). If the Stone Age people could apply continuous improvement who are we to ignore it. Continuous improvement should be applied by everyone, organisations, nations and the world. Without continuous improvement, we become lagging behind and lose in this competitive improvement and lose our market share. There is therefore the need for libraries and information centres to adopt Total Quality Management (TQM) in order to ensure their importance as gateways for information. Failure to do this will result in them losing their competitive advantage in this world of information and knowledge economy. There is global information competition due to the advancement of Information and Communication Technologies and libraries and information professionals should run very first in order to stay in the same position. This paper defines quality and Total Quality Management. It explains the application and the role of Total Quality Management in libraries and Information centers to enhance service quality. The reasons for TQM failure are listed and solutions and recommendations given. This paper recommends quality culture in libraries and information centres
Mustafa Degerli - 2013 - SDPS-2013 Proceeding - More about the High-Maturity ...Dr. Mustafa Değerli
Mustafa Degerli - 2013 -More about the High-Maturity for Business Processes: Certain Distilled Practical Implications. Proceedings of the 18th International Conference on Transformative Research in Science, Engineering, and Business Innovation (SDPS 2013)
Total quality management (TQM) is a management philosophy focused on continuously improving processes and meeting customer expectations. It involves management, employees, suppliers, and customers working together to meet quality standards. Key aspects of TQM include cross-functional teams, continuous process improvement, and participative management. TQM was pioneered by W. Edwards Deming and saw success when implemented in post-war Japanese industries. While initially slow to adopt it, American companies eventually embraced TQM principles to regain competitiveness in global markets.
This document discusses leadership and quality management. It describes characteristics of quality leaders, including customer focus, treatment of subordinates, and emphasis on improvement. It also outlines Deming's 14 principles, such as creating consistency, adopting a quality philosophy, and eliminating fear. Finally, it discusses the importance of employee involvement in quality through motivation, feedback, and empowerment.
Muhammad Salman Jamil introduced himself and provided his work experience and education credentials. He then outlined the topics to be covered in Lecture 1 on Total Quality Management (TQM), including definitions of TQM, frameworks, pioneers in the field, obstacles to implementation, and benefits. TQM aims to achieve excellence through continuous improvement and customer focus using a philosophical approach to management. It relies on principles like management commitment, treating suppliers as partners, and establishing performance measures.
The document discusses the importance of leadership for total quality management (TQM). It describes leadership as influencing people and systems to have an impact and achieve results. A key part of leadership is strategic planning to envision the organization's future. The Baldrige criteria examine how senior leaders address values, directions, performance expectations and focus on customers. Effective leadership requires visible commitment from top management, clear communication, and embedding a culture of quality throughout the organization.
IJRET : International Journal of Research in Engineering and Technology is an international peer reviewed, online journal published by eSAT Publishing House for the enhancement of research in various disciplines of Engineering and Technology. The aim and scope of the journal is to provide an academic medium and an important reference for the advancement and dissemination of research results that support high-level learning, teaching and research in the fields of Engineering and Technology. We bring together Scientists, Academician, Field Engineers, Scholars and Students of related fields of Engineering and Technology
The relationship between the five factors of personality, individual job perf...IAEME Publication
This document summarizes a study on the relationship between the five factors of personality and individual job performance in the Indian corporate sector. The study analyzed 316 employees across manufacturing and service industries. It found that conscientiousness, extraversion, and emotional stability were valid predictors of overall job performance. Conscientiousness and extraversion also impacted components like task performance and adaptability. Neuroticism had a significant relationship with job stress. Most variables did not impact job stress and stability components of performance. The study contributes to the body of research showing the five factor model can predict job performance across cultures.
A comparative study on multicast routing using dijkstra’s, prims and ant colo...IAEME Publication
This document presents a comparative study of Dijkstra's algorithm, Prim's algorithm, and Ant Colony System (ACS) for implementing multicast routing. It describes an example network with 5 nodes and 10 paths and applies each algorithm to find the shortest path from different source nodes. Dijkstra's algorithm and Prim's algorithm are applied to a directed and undirected graph, respectively, while ACS is applied to an undirected graph. The results are analyzed and presented in tables showing the run times of each algorithm for varying network sizes. The complexity analysis shows ACS has faster convergence to the optimal solution compared to the other algorithms.
Healthcare management status of indian states aninterstate comparison of th...IAEME Publication
The document is a research paper that analyzes the status of public healthcare management across Indian states using a multi-criteria decision making (MCDM) approach. It ranks the states based on 30 indicators related to healthcare outcomes and resources. The paper uses the Technique for Order Preference by Similarity to Ideal Solution (TOPSIS) MCDM method, which identifies ideal and negative-ideal solutions to rank the states based on their distance from these solutions while accounting for the relative weight of each indicator. The paper concludes that states in South India rank higher in terms of public healthcare management compared to other parts of the country.
Behavioral and performance analysis model for malware detection techniquesIAEME Publication
This document discusses techniques for detecting unknown malware. It begins by describing how to detect TSR viruses by checking for unusual strings in memory and abnormal program behavior. Next, it explains how to detect boot viruses by examining disk boot sectors for changes in header strings or code size. Finally, it outlines approaches for detecting file viruses, such as comparing recently accessed files to original uninfected versions. The document stresses remaining calm and seeking expert assistance if unsure about a potential malware infection.
Design and development of triple band ominidirectional slotted rectangular mi...IAEME Publication
This document summarizes the design and development of a triple band slotted rectangular microstrip antenna (TSRMA). Key points:
- TSRMA is designed to operate over three frequency bands from 4.75-16 GHz using rectangular slots on the patch and a ground plane.
- Both simulated and experimental results show TSRMA achieves bandwidths of 260 MHz, 3.113 GHz, and 5.27 GHz across the three bands.
- Radiation patterns measured at the second and third bands were omnidirectional, as desired for applications in microwave systems.
- The simple, low-cost antenna design makes it suitable for systems operating over the 4.75-16 GHz range.
Reduction of mutual coupling between patch elements using split ring dgsIAEME Publication
The document summarizes research on reducing mutual coupling between patch antenna elements in an array using a split-ring defected ground structure (DGS). It first describes DGS units and their ability to disturb surface currents on the ground plane. It then presents a two-element patch antenna array integrated with a split-ring DGS cell placed between the elements. Simulation results show the DGS reduces mutual coupling between elements by 1.24 dB compared to without a DGS. The inclusion of the DGS also shifts the resonant frequency by 180 MHz but increases side lobe levels slightly. Overall, the DGS technique provides a way to reduce mutual coupling and compact the size of multi-element patch antenna arrays.
This document discusses trust-based routing in mobile ad hoc networks (MANETs). It provides an overview of several trust management approaches that have been proposed for MANET routing:
1. A direct and indirect trust formation approach that calculates trust values based on a node's own observations and recommendations from peer nodes. This allows resources to be shared only among trusted nodes.
2. A hybrid trust management framework (HTMF) that more robustly evaluates trust based on direct observations and second-hand information. This makes it resistant to certain attacks.
3. An adaptive multi-level trust (AMLeT) framework that calculates two complementary trust levels - hard and soft trust - depending on security needs. It introduces
Reduction of short shots by optimizing injection molding process parametersIAEME Publication
This document discusses optimizing injection molding process parameters to reduce short shots. It begins by introducing injection molding and defining short shots. An experiment was conducted using Taguchi methods to determine the optimal process parameters for minimizing short shots during the production of 3/4 inch PVC pipe fittings. Six factors were examined at two levels each in an L8 orthogonal array, including injection pressure, mold closing speed, mold pressure, back pressure, screw speed, and barrel temperature. Analysis of variance was used to determine which factors most significantly impacted short shots. Optimal settings were then confirmed with a validation experiment.
This document summarizes an image compression algorithm called SAND. SAND compresses images without any loss of information by eliminating repeated pixels of the same color. It works in two steps: 1) Latitudinal compression, where rows are processed to absorb repeated pixels, and 2) Longitudinal compression, where the same is done for columns. The compressed image and data on the pixel absorptions are stored and transmitted. Decompression reconstructs the original image by interpreting the absorption data and referencing the compressed image as needed. SAND can achieve around 40% compression and is well-suited for applications where lossless compression is required, such as transmitting astronomical images.
The MRC protocol aims to improve network routing reliability and reduce packet loss during link and node failures. It does so by pre-computing and storing backup routing configurations at each node to allow for fast rerouting onto alternate shortest paths after any failure without needing to determine the root cause. The MRC approach is evaluated to show it can reduce network traffic loads and recovery times compared to standard protocols like IGP and BGP that require more time to detect failures and recalculate routes.
El documento describe el programa de vacunaciones infantiles de Castilla-La Mancha, cuyo objetivo es garantizar la inmunidad de la población infantil contra enfermedades prevenibles mediante la aplicación sistemática de vacunas. El programa ha ido actualizando su calendario vacunal para incorporar nuevas vacunas. Las vacunas constituyen uno de los mayores avances médicos al cambiar el panorama de enfermedades infecciosas. El programa comprende actividades como la adquisición y distribución de vacunas, el control de la cadena de frío, la
Informe De Actividades Culturales 06 De Abrilguest43cdda31
El gobierno de San Luis y la Academia del Folklore de la Argentina lanzaron un concurso nacional para seleccionar 15 canciones de raíz cuyana que serán grabadas en un CD y DVD por artistas reconocidos. Se otorgarán premios monetarios a los autores de las canciones seleccionadas. El concurso busca promover la música tradicional de la región.
Palestra Alexandre Atheniense 6 Certforum - Advogados na Era DigitalAlexandre Atheniense
A palestra discute a certificação digital na OAB, seu histórico e aplicações atuais e futuras no Judiciário e entre advogados. A OAB tem uma autoridade certificadora própria e busca difundir a cultura da certificação digital, mas o principal obstáculo é a resistência de alguns advogados à adoção de documentos e assinaturas digitais.
AnáLisis De Caso Con TéCnicas De ResolucióN De Conflictos7887carolpena
El documento analiza un caso sobre el uso insuficiente de computadoras por parte de profesores. Propone capacitar a profesores y estudiantes en el uso de TIC, equipar las escuelas secundarias con computadoras e internet, y monitorear el progreso. Esto mejoraría la calidad de la enseñanza y prepararía a los estudiantes para ambientes universitarios tecnológicos.
Este álbum de fotografías documenta el uso de títeres en una producción teatral. Muestra diferentes escenas con los personajes manipulados por titiriteros detrás de un telón. Las fotos capturan la acción y la narrativa creada por los títeres en el escenario.
The document appears to be a single word "Mommy Sunni" with no other context or details provided. It is not possible to provide a meaningful summary in 3 sentences or less based on the extremely limited information given. Additional context would be needed to understand the intent or content being referred to by the single word provided.
Daniela Riveros presentó su proyecto final para el Taller I de Alfredo Iturriaga en la asignatura de Arquitectura, Transporte y Medida. Su proyecto trató sobre la Escala Pública II.
22. tqm practices and organizational performance inikhwanecdc
This document summarizes a research article that examines the relationship between total quality management (TQM) practices and organizational performance, with the mediating roles of human resource management (HRM) practices and innovation. The study aims to develop a conceptual framework showing how TQM practices impact organizational performance through HRM practices and innovation. It reviews literature on TQM, organizational performance, HRM practices, and innovation. The study objectives are to investigate the relationships between these variables and determine if HRM practices and innovation mediate the impact of TQM practices on organizational performance. The methodology will test this model using data from Jordanian manufacturing companies.
Creating superior operational performance through total quality management pr...Alexander Decker
This document summarizes a study that investigated the effect of total quality management (TQM) practices on operational performance at manufacturing companies in Surabaya, Indonesia. The study classified critical TQM practices into three factors: strategic, tactical, and operational. A questionnaire was distributed to 118 medium and large manufacturing companies. Data analysis found that tactical factors were the strongest predictor of operational performance. Overall, TQM practices had a positive effect on operational performance, with tactical factors playing a particularly important role. The study provides empirical evidence on the relationship between TQM practices and operational performance at manufacturing companies.
Research Inventy : International Journal of Engineering and Science is published by the group of young academic and industrial researchers with 12 Issues per year. It is an online as well as print version open access journal that provides rapid publication (monthly) of articles in all areas of the subject such as: civil, mechanical, chemical, electronic and computer engineering as well as production and information technology. The Journal welcomes the submission of manuscripts that meet the general criteria of significance and scientific excellence. Papers will be published by rapid process within 20 days after acceptance and peer review process takes only 7 days. All articles published in Research Inventy will be peer-reviewed.
Critical success factors of Total Quality Management implementation in Indian...IRJET Journal
This document discusses a study on the critical success factors of implementing Total Quality Management (TQM) in the Indian iron and steel industries. The study aims to investigate TQM practices in steel production and determine their impact on performance. A questionnaire will be distributed to quality management and engineering professionals to collect their opinions on the overall impact of Quality Management System implementation on various business performance factors. The literature review reveals that while some studies found TQM implementation improved efficiency, productivity and performance, other research found inconsistent or conflicting results. The objective is to explore the relationship between quality management practices and organizational performance in manufacturing by developing a framework of critical success factors.
This study explores quality management practices, management commitment, and implementation problems in construction projects in Malaysia based on interviews with 12 industry practitioners. The findings show that while some companies have ISO certification, total quality management is not widely practiced. Management commitment and resources for quality vary. Problems implementing quality management include too much paperwork and different priorities between site staff and management. The study provides insight into opportunities to strengthen quality management in the Malaysian construction industry.
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
A REVIEW ON THE CLASSIFICATION OF TOTAL QUALITY MANAGEMENTStacy Vasquez
This document provides a literature review and classification scheme for research on Total Quality Management (TQM). It identifies four main categories of TQM research: 1) Understanding of TQM, 2) Information Technology and TQM, 3) Global/country perspectives, and 4) Benchmarking. The review finds that TQM research has grown significantly in diverse areas. It analyzes selected research articles, identifies gaps, and provides a comprehensive reference list. The classification framework is intended to further TQM research by stimulating additional interest and providing guidance.
Research framework for theimpact of total qualitymanagem.docxverad6
Research framework for the
impact of total quality
management on
competitive advantage
The mediating role of innovation performance
Van Cang Nguyen and Ngoc Tuan Chau
Faculty of Statistics – Informatics, University of Economics
The University of Danang, Vietnam
Abstract
Purpose – The purpose of this paper is to apply a more accurate competitive advantage construct to study
the impact of total quality management on firms’ competitive advantage in the context of the weakening of the
competitive advantage of firms that are renowned for the excellent quality management. It also aims to find a
better explanation for the source of competitive advantage through mediating constructs.
Design/methodology/approach – The authors use iterative methodology by reviewing, analyzing,
synthesizing and refining the current state of the literature and propose a research framework which allows
for overcoming the limitation encountered in previous empirical research.
Findings – The use of two second-order constructs including the incremental innovation performance and
radical innovation performance which enable the researchers to have a better explanation about the mediating
role of innovation performance.
Practical implications – This study is seeking to contribute to the practice of total quality management
area of research. Specifically, this study applies two second-order measurement scales of innovation in use,
actualize the use of the new measurement scale of competitive advantage and explain clearly the role of total
quality management on competitive advantage in the current context.
Originality/value – This is one of the few papers investigating the impact of total quality management on
competitive advantage, developing the conceptual model that examines the mediating role of innovation
performance.
Keywords Competitive advantage, Total quality management, Radical innovation,
Incremental innovation
Paper type Research paper
1. Introduction
The weakening of many Japanese firms that are well-known worldwide because of their
excellent quality management, along with the strong rise of Korean and Chinese firms that
tend to innovate rapidly, is currently shaking the confidence in the philosophy of total
quality management (TQM). The success of global companies such as BMW, LG Electronics,
Nintendo, Nokia, Samsung, Tata and Toyota has often been attributed to their innovative
product offerings and systematized approach to use R&D for product development (Colvin,
2009). Innovation is an important source of competitive advantage in the knowledge
economy era (Daghfous, 2004; Prajogo and Ahmed, 2006). Numerous companies which have
benefited from innovation increased their profits and market share, but the important point
is that, a firm cannot be successful with innovation if it cannot produce products that meet
acceptable quality standards (Nowak, 1997).
The current issue and full text archive of this journal is available on Emerald Insight at:
www.emeraldin.
Effect of TQM Practices on Quality Performance through Operating Performance ...IRJET Journal
This study examines the relationship between Total Quality Management (TQM) practices and quality performance through operating performance in Indian manufacturing organizations. The study identified 13 key TQM practices based on literature and measured their impact on operating performance and quality performance. Survey data was collected from Indian manufacturing firms and analyzed using structural equation modeling. The results showed that TQM practices have a positive and significant effect on quality performance through their impact on operating performance. Specifically, practices like knowledge management, continuous improvement, and customer focus were found to contribute more to quality performance by improving operating performance in these organizations.
This document summarizes a research study on important factors for implementing total quality management (TQM) in the Pakistani petrochemical sector. The study found that leadership, vision and plan statements, employee participation, and education/training are important constructs for TQM implementation. However, the study found that TQM culture is not well understood or adopted in Pakistani petrochemical companies due to a failure to adopt the TQM philosophy and processes. The research aims to help petrochemical executives better implement TQM practices to increase productivity and profits.
This document summarizes a research paper that explored total quality management (TQM) and supply chain management (SCM) enablers. The paper identified the most commonly cited TQM enablers from literature as top management commitment, customer satisfaction, empowerment, teamwork, training, and culture change. The most widely cited SCM enablers were customer relationship, information sharing, top management leadership, strategic supplier relationship, material flow management, and authentic partnership. By comparing the TQM and SCM enablers, the paper found that top management commitment and customer satisfaction were the two most important enablers cited for both TQM and SCM strategies.
A State-Of-Art Review Of Total Quality Management Application In Service Sectorinventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
This document discusses integrating total quality management (TQM) and business process reengineering (BPR) for organizational improvement. It provides an overview of TQM and BPR, comparing their key aspects such as goals, drivers of change, and impact on organizational culture. While TQM focuses on incremental improvements and BPR aims for radical change, the document argues that combining the two approaches can provide greater benefits than using them separately. A literature review examines debates around the effectiveness of TQM and BPR individually and research supporting an integrated approach.
IRJET- A Study on Quality Management System and Customer Satisfaction in Cons...IRJET Journal
This document discusses quality management systems and customer satisfaction in construction companies. It begins with an abstract that outlines that quality, time, and cost are key factors in project success and customer satisfaction. It then reviews literature on quality management practices and principles in the construction industry. Several studies are discussed that examined factors like quality assurance, total quality management, and quality planning and their impact on organizational performance and customer satisfaction in construction projects. The document concludes that implementing quality management principles and practices can help construction companies improve performance and achieve higher levels of customer satisfaction.
This document summarizes a research report on important contributors to implementing total quality management (TQM) in service-oriented organizations like banks in Pakistan. It finds that using both "soft" TQM elements like leadership and people management as well as "hard" TQM elements like process management leads to improved organizational performance. Specifically, the research shows that the relationship between soft TQM elements and performance is strengthened when hard TQM elements are also used. The document provides context on TQM and reviews relevant literature before presenting the results of the study on Pakistani banks.
The purpose of this study is to enhance the understanding of the relationship between Lean’s soft factors on Lean’s hard factors and operational excellence of Malaysia manufacturing companies. The study will focus on deployment within Lean’s hard factors included the Lean operation and Lean supply chain under Lean deployment.
Application of interpretive structural modelling for analysing.docxfestockton
Application of interpretive structural modelling for analysing
barriers to total quality management practices implementation in
the automotive sector
G. Muruganantham
a
, S. Vinodh
b∗
, C. S. Arun
b
and K. Ramesh
b
a
Department of Management Studies, National Institute of Technology, Tiruchirappalli 620 015,
Tamil Nadu, India;
b
Department of Production Engineering, National Institute of Technology,
Tiruchirappalli 620 015, Tamil Nadu, India
In the recent era of globalisation and competitive scenario, quality plays a vital role in
ensuring customer satisfaction. Total quality management (TQM) involves the
implementation of appropriate tools/techniques to provide products and services to
customers with best quality. In order to ensure the success of TQM practices in a
modern automotive component manufacturing scenario, barriers and their mutual
interactions need to be systematically analysed to enable practicing managers for
effective deployment. In this context, this study depicts an interpretive structural
modelling (ISM)-based approach to understand the mutual influence of TQM
barriers. A total of 21 barriers have been identified for TQM practices and ISM
model has been developed. The barriers are grouped under four categories
(dependent, independent, autonomous and linkage) based on MICMAC analysis. The
conduct of the study enabled the decision-makers to systematically analyse the
influential barriers for effective deployment of TQM concepts in modern automotive
component manufacturing, which is one of the rapidly growing sectors in the Indian
scenario.
Keywords: total quality management; interpretive structural modelling; barriers;
structural model; MICMAC analysis; Indian automotive sector
Introduction
During the past decade, manufacturing organisations have been adopting total quality
management (TQM) as a philosophy for bringing about quality improvements. TQM
enables the organisations to attain business excellence. TQM emphasises continuous
improvement as one of the top goals and it enables organisations to achieve business excel-
lence. TQM includes guiding principles and management practices that lead to continuous
improvement in quality and providing quality products to customers. TQM focuses on
management commitment and involvement, customer focus, teamwork, motivation and
employee involvement. In addition, modern automotive manufacturing organisations
have adopted advanced quality tools such as Quality Function Deployment, Failure
Mode and Effect Analysis and Six Sigma. In order to compete in the globalised market,
the organisations must inculcate TQM concepts into all activities of the organisation effec-
tively (Mahapatra & Sekhar, 2004). TQM practices have been widely acknowledged as a
disciplined management process in different sectors such as manufacturing, and service in
order to deal with changes in the marketplace and focus on product and service quality. It
provides a set of guidelines that will ...
The impact of applying quality management system and environment standard on ...Alexander Decker
This document summarizes a study that examined the relationship between applying quality management systems
(QMS) and environmental standards on organizational performance in small and medium enterprises (SMEs) in Egypt.
The study collected data from 150 SME management staff through surveys. It found that QMS and environmental
standards were both related to organizational performance, but that QMS had a greater impact on performance than
environmental standards. The findings provide empirical evidence that QMS significantly influences organizational
performance more than environmental standards.
The study presents a conceptual framework showing the moderating role of technological turbulence on the relationship between total quality management and firms performance. Literature was reviewed before arriving at the proposed conceptual framework. From the model, it is proposed that the relationship between total quality management and organizational performance will be stronger when technological turbulence is supportive and taken in to consideration by Nigerian banking industry. Organizations that leverages on opportunities that evolves around its external environment in terms of change in technology has an edge in attaining competitive edge and improving performance of their organizations more efficiently and effectively than competitors do.
This document discusses a study that investigated the impact of leadership behavior on the success of Total Quality Management (TQM) in ISO certified companies in Sri Lanka. The study found a positive moderate relationship between leadership and TQM success, with leadership behavior accounting for 28.2% of TQM success. The conclusion is that senior leadership plays a crucial role in TQM by serving as role models, providing resources, communicating the importance of quality, and reinforcing values through recognition and rewards. Effective leadership is key to the successful implementation and outcomes of TQM programs.
Similar to Quality management and performance a review (20)
Submission Deadline: 30th September 2022
Acceptance Notification: Within Three Days’ time period
Online Publication: Within 24 Hrs. time Period
Expected Date of Dispatch of Printed Journal: 5th October 2022
MODELING AND ANALYSIS OF SURFACE ROUGHNESS AND WHITE LATER THICKNESS IN WIRE-...IAEME Publication
White layer thickness (WLT) formed and surface roughness in wire electric discharge turning (WEDT) of tungsten carbide composite has been made to model through response surface methodology (RSM). A Taguchi’s standard Design of experiments involving five input variables with three levels has been employed to establish a mathematical model between input parameters and responses. Percentage of cobalt content, spindle speed, Pulse on-time, wire feed and pulse off-time were changed during the experimental tests based on the Taguchi’s orthogonal array L27 (3^13). Analysis of variance (ANOVA) revealed that the mathematical models obtained can adequately describe performance within the parameters of the factors considered. There was a good agreement between the experimental and predicted values in this study.
A STUDY ON THE REASONS FOR TRANSGENDER TO BECOME ENTREPRENEURSIAEME Publication
The study explores the reasons for a transgender to become entrepreneurs. In this study transgender entrepreneur was taken as independent variable and reasons to become as dependent variable. Data were collected through a structured questionnaire containing a five point Likert Scale. The study examined the data of 30 transgender entrepreneurs in Salem Municipal Corporation of Tamil Nadu State, India. Simple Random sampling technique was used. Garrett Ranking Technique (Percentile Position, Mean Scores) was used as the analysis for the present study to identify the top 13 stimulus factors for establishment of trans entrepreneurial venture. Economic advancement of a nation is governed upon the upshot of a resolute entrepreneurial doings. The conception of entrepreneurship has stretched and materialized to the socially deflated uncharted sections of transgender community. Presently transgenders have smashed their stereotypes and are making recent headlines of achievements in various fields of our Indian society. The trans-community is gradually being observed in a new light and has been trying to achieve prospective growth in entrepreneurship. The findings of the research revealed that the optimistic changes are taking place to change affirmative societal outlook of the transgender for entrepreneurial ventureship. It also laid emphasis on other transgenders to renovate their traditional living. The paper also highlights that legislators, supervisory body should endorse an impartial canons and reforms in Tamil Nadu Transgender Welfare Board Association.
BROAD UNEXPOSED SKILLS OF TRANSGENDER ENTREPRENEURSIAEME Publication
Since ages gender difference is always a debatable theme whether caused by nature, evolution or environment. The birth of a transgender is dreadful not only for the child but also for their parents. The pain of living in the wrong physique and treated as second class victimized citizen is outrageous and fully harboured with vicious baseless negative scruples. For so long, social exclusion had perpetuated inequality and deprivation experiencing ingrained malign stigma and besieged victims of crime or violence across their life spans. They are pushed into the murky way of life with a source of eternal disgust, bereft sexual potency and perennial fear. Although they are highly visible but very little is known about them. The common public needs to comprehend the ravaged arrogance on these insensitive souls and assist in integrating them into the mainstream by offering equal opportunity, treat with humanity and respect their dignity. Entrepreneurship in the current age is endorsing the gender fairness movement. Unstable careers and economic inadequacy had inclined one of the gender variant people called Transgender to become entrepreneurs. These tiny budding entrepreneurs resulted in economic transition by means of employment, free from the clutches of stereotype jobs, raised standard of living and handful of financial empowerment. Besides all these inhibitions, they were able to witness a platform for skill set development that ignited them to enter into entrepreneurial domain. This paper epitomizes skill sets involved in trans-entrepreneurs of Thoothukudi Municipal Corporation of Tamil Nadu State and is a groundbreaking determination to sightsee various skills incorporated and the impact on entrepreneurship.
DETERMINANTS AFFECTING THE USER'S INTENTION TO USE MOBILE BANKING APPLICATIONSIAEME Publication
The banking and financial services industries are experiencing increased technology penetration. Among them, the banking industry has made technological advancements to better serve the general populace. The economy focused on transforming the banking sector's system into a cashless, paperless, and faceless one. The researcher wants to evaluate the user's intention for utilising a mobile banking application. The study also examines the variables affecting the user's behaviour intention when selecting specific applications for financial transactions. The researcher employed a well-structured questionnaire and a descriptive study methodology to gather the respondents' primary data utilising the snowball sampling technique. The study includes variables like performance expectations, effort expectations, social impact, enabling circumstances, and perceived risk. Each of the aforementioned variables has a major impact on how users utilise mobile banking applications. The outcome will assist the service provider in comprehending the user's history with mobile banking applications.
ANALYSE THE USER PREDILECTION ON GPAY AND PHONEPE FOR DIGITAL TRANSACTIONSIAEME Publication
Technology upgradation in banking sector took the economy to view that payment mode towards online transactions using mobile applications. This system enabled connectivity between banks, Merchant and user in a convenient mode. there are various applications used for online transactions such as Google pay, Paytm, freecharge, mobikiwi, oxygen, phonepe and so on and it also includes mobile banking applications. The study aimed at evaluating the predilection of the user in adopting digital transaction. The study is descriptive in nature. The researcher used random sample techniques to collect the data. The findings reveal that mobile applications differ with the quality of service rendered by Gpay and Phonepe. The researcher suggest the Phonepe application should focus on implementing the application should be user friendly interface and Gpay on motivating the users to feel the importance of request for money and modes of payments in the application.
VOICE BASED ATM FOR VISUALLY IMPAIRED USING ARDUINOIAEME Publication
The prototype of a voice-based ATM for visually impaired using Arduino is to help people who are blind. This uses RFID cards which contain users fingerprint encrypted on it and interacts with the users through voice commands. ATM operates when sensor detects the presence of one person in the cabin. After scanning the RFID card, it will ask to select the mode like –normal or blind. User can select the respective mode through voice input, if blind mode is selected the balance check or cash withdraw can be done through voice input. Normal mode procedure is same as the existing ATM.
IMPACT OF EMOTIONAL INTELLIGENCE ON HUMAN RESOURCE MANAGEMENT PRACTICES AMONG...IAEME Publication
There is increasing acceptability of emotional intelligence as a major factor in personality assessment and effective human resource management. Emotional intelligence as the ability to build capacity, empathize, co-operate, motivate and develop others cannot be divorced from both effective performance and human resource management systems. The human person is crucial in defining organizational leadership and fortunes in terms of challenges and opportunities and walking across both multinational and bilateral relationships. The growing complexity of the business world requires a great deal of self-confidence, integrity, communication, conflict and diversity management to keep the global enterprise within the paths of productivity and sustainability. Using the exploratory research design and 255 participants the result of this original study indicates strong positive correlation between emotional intelligence and effective human resource management. The paper offers suggestions on further studies between emotional intelligence and human capital development and recommends for conflict management as an integral part of effective human resource management.
VISUALISING AGING PARENTS & THEIR CLOSE CARERS LIFE JOURNEY IN AGING ECONOMYIAEME Publication
Our life journey, in general, is closely defined by the way we understand the meaning of why we coexist and deal with its challenges. As we develop the "inspiration economy", we could say that nearly all of the challenges we have faced are opportunities that help us to discover the rest of our journey. In this note paper, we explore how being faced with the opportunity of being a close carer for an aging parent with dementia brought intangible discoveries that changed our insight of the meaning of the rest of our life journey.
A STUDY ON THE IMPACT OF ORGANIZATIONAL CULTURE ON THE EFFECTIVENESS OF PERFO...IAEME Publication
The main objective of this study is to analyze the impact of aspects of Organizational Culture on the Effectiveness of the Performance Management System (PMS) in the Health Care Organization at Thanjavur. Organizational Culture and PMS play a crucial role in present-day organizations in achieving their objectives. PMS needs employees’ cooperation to achieve its intended objectives. Employees' cooperation depends upon the organization’s culture. The present study uses exploratory research to examine the relationship between the Organization's culture and the Effectiveness of the Performance Management System. The study uses a Structured Questionnaire to collect the primary data. For this study, Thirty-six non-clinical employees were selected from twelve randomly selected Health Care organizations at Thanjavur. Thirty-two fully completed questionnaires were received.
Living in 21st century in itself reminds all of us the necessity of police and its administration. As more and more we are entering into the modern society and culture, the more we require the services of the so called ‘Khaki Worthy’ men i.e., the police personnel. Whether we talk of Indian police or the other nation’s police, they all have the same recognition as they have in India. But as already mentioned, their services and requirements are different after the like 26th November, 2008 incidents, where they without saving their own lives has sacrificed themselves without any hitch and without caring about their respective family members and wards. In other words, they are like our heroes and mentors who can guide us from the darkness of fear, militancy, corruption and other dark sides of life and so on. Now the question arises, if Gandhi would have been alive today, what would have been his reaction/opinion to the police and its functioning? Would he have some thing different in his mind now what he had been in his mind before the partition or would he be going to start some Satyagraha in the form of some improvement in the functioning of the police administration? Really these questions or rather night mares can come to any one’s mind, when there is too much confusion is prevailing in our minds, when there is too much corruption in the society and when the polices working is also in the questioning because of one or the other case throughout the India. It is matter of great concern that we have to thing over our administration and our practical approach because the police personals are also like us, they are part and parcel of our society and among one of us, so why we all are pin pointing towards them.
A STUDY ON TALENT MANAGEMENT AND ITS IMPACT ON EMPLOYEE RETENTION IN SELECTED...IAEME Publication
The goal of this study was to see how talent management affected employee retention in the selected IT organizations in Chennai. The fundamental issue was the difficulty to attract, hire, and retain talented personnel who perform well and the gap between supply and demand of talent acquisition and retaining them within the firms. The study's main goals were to determine the impact of talent management on employee retention in IT companies in Chennai, investigate talent management strategies that IT companies could use to improve talent acquisition, performance management, career planning and formulate retention strategies that the IT firms could use. The respondents were given a structured close-ended questionnaire with the 5 Point Likert Scale as part of the study's quantitative research design. The target population consisted of 289 IT professionals. The questionnaires were distributed and collected by the researcher directly. The Statistical Package for Social Sciences (SPSS) was used to collect and analyse the questionnaire responses. Hypotheses that were formulated for the various areas of the study were tested using a variety of statistical tests. The key findings of the study suggested that talent management had an impact on employee retention. The studies also found that there is a clear link between the implementation of talent management and retention measures. Management should provide enough training and development for employees, clarify job responsibilities, provide adequate remuneration packages, and recognise employees for exceptional performance.
ATTRITION IN THE IT INDUSTRY DURING COVID-19 PANDEMIC: LINKING EMOTIONAL INTE...IAEME Publication
Globally, Millions of dollars were spent by the organizations for employing skilled Information Technology (IT) professionals. It is costly to replace unskilled employees with IT professionals possessing technical skills and competencies that aid in interconnecting the business processes. The organization’s employment tactics were forced to alter by globalization along with technological innovations as they consistently diminish to remain lean, outsource to concentrate on core competencies along with restructuring/reallocate personnel to gather efficiency. As other jobs, organizations or professions have become reasonably more appropriate in a shifting employment landscape, the above alterations trigger both involuntary as well as voluntary turnover. The employee view on jobs is also afflicted by the COVID-19 pandemic along with the employee-driven labour market. So, having effective strategies is necessary to tackle the withdrawal rate of employees. By associating Emotional Intelligence (EI) along with Talent Management (TM) in the IT industry, the rise in attrition rate was analyzed in this study. Only 303 respondents were collected out of 350 participants to whom questionnaires were distributed. From the employees of IT organizations located in Bangalore (India), the data were congregated. A simple random sampling methodology was employed to congregate data as of the respondents. Generating the hypothesis along with testing is eventuated. The effect of EI and TM along with regression analysis between TM and EI was analyzed. The outcomes indicated that employee and Organizational Performance (OP) were elevated by effective EI along with TM.
INFLUENCE OF TALENT MANAGEMENT PRACTICES ON ORGANIZATIONAL PERFORMANCE A STUD...IAEME Publication
By implementing talent management strategy, organizations would have the option to retain their skilled professionals while additionally working on their overall performance. It is the course of appropriately utilizing the ideal individuals, setting them up for future top positions, exploring and dealing with their performance, and holding them back from leaving the organization. It is employee performance that determines the success of every organization. The firm quickly obtains an upper hand over its rivals in the event that its employees having particular skills that cannot be duplicated by the competitors. Thus, firms are centred on creating successful talent management practices and processes to deal with the unique human resources. Firms are additionally endeavouring to keep their top/key staff since on the off chance that they leave; the whole store of information leaves the firm's hands. The study's objective was to determine the impact of talent management on organizational performance among the selected IT organizations in Chennai. The study recommends that talent management limitedly affects performance. On the off chance that this talent is appropriately management and implemented properly, organizations might benefit as much as possible from their maintained assets to support development and productivity, both monetarily and non-monetarily.
A STUDY OF VARIOUS TYPES OF LOANS OF SELECTED PUBLIC AND PRIVATE SECTOR BANKS...IAEME Publication
Banking regulations act of India, 1949 defines banking as “acceptance of deposits for the purpose of lending or investment from the public, repayment on demand or otherwise and withdrawable through cheques, drafts order or otherwise”, the major participants of the Indian financial system are commercial banks, the financial institution encompassing term lending institutions. Investments institutions, specialized financial institution and the state level development banks, non banking financial companies (NBFC) and other market intermediaries such has the stock brokers and money lenders are among the oldest of the certain variants of NBFC and the oldest market participants. The asset quality of banks is one of the most important indicators of their financial health. The Indian banking sector has been facing severe problems of increasing Non- Performing Assets (NPAs). The NPAs growth directly and indirectly affects the quality of assets and profitability of banks. It also shows the efficiency of banks credit risk management and the recovery effectiveness. NPA do not generate any income, whereas, the bank is required to make provisions for such as assets that why is a double edge weapon. This paper outlines the concept of quality of bank loans of different types like Housing, Agriculture and MSME loans in state Haryana of selected public and private sector banks. This study is highlighting problems associated with the role of commercial bank in financing Small and Medium Scale Enterprises (SME). The overall objective of the research was to assess the effect of the financing provisions existing for the setting up and operations of MSMEs in the country and to generate recommendations for more robust financing mechanisms for successful operation of the MSMEs, in turn understanding the impact of MSME loans on financial institutions due to NPA. There are many research conducted on the topic of Non- Performing Assets (NPA) Management, concerning particular bank, comparative study of public and private banks etc. In this paper the researcher is considering the aggregate data of selected public sector and private sector banks and attempts to compare the NPA of Housing, Agriculture and MSME loans in state Haryana of public and private sector banks. The tools used in the study are average and Anova test and variance. The findings reveal that NPA is common problem for both public and private sector banks and is associated with all types of loans either that is housing loans, agriculture loans and loans to SMES. NPAs of both public and private sector banks show the increasing trend. In 2010-11 GNPA of public and private sector were at same level it was 2% but after 2010-11 it increased in many fold and at present there is GNPA in some more than 15%. It shows the dark area of Indian banking sector.
EXPERIMENTAL STUDY OF MECHANICAL AND TRIBOLOGICAL RELATION OF NYLON/BaSO4 POL...IAEME Publication
An experiment conducted in this study found that BaSO4 changed Nylon 6's mechanical properties. By changing the weight ratios, BaSO4 was used to make Nylon 6. This Researcher looked into how hard Nylon-6/BaSO4 composites are and how well they wear. Experiments were done based on Taguchi design L9. Nylon-6/BaSO4 composites can be tested for their hardness number using a Rockwell hardness testing apparatus. On Nylon/BaSO4, the wear behavior was measured by a wear monitor, pinon-disc friction by varying reinforcement, sliding speed, and sliding distance, and the microstructure of the crack surfaces was observed by SEM. This study provides significant contributions to ultimate strength by increasing BaSO4 content up to 16% in the composites, and sliding speed contributes 72.45% to the wear rate
ROLE OF SOCIAL ENTREPRENEURSHIP IN RURAL DEVELOPMENT OF INDIA - PROBLEMS AND ...IAEME Publication
The majority of the population in India lives in villages. The village is the back bone of the country. Village or rural industries play an important role in the national economy, particularly in the rural development. Developing the rural economy is one of the key indicators towards a country’s success. Whether it be the need to look after the welfare of the farmers or invest in rural infrastructure, Governments have to ensure that rural development isn’t compromised. The economic development of our country largely depends on the progress of rural areas and the standard of living of rural masses. Village or rural industries play an important role in the national economy, particularly in the rural development. Rural entrepreneurship is based on stimulating local entrepreneurial talent and the subsequent growth of indigenous enterprises. It recognizes opportunity in the rural areas and accelerates a unique blend of resources either inside or outside of agriculture. Rural entrepreneurship brings an economic value to the rural sector by creating new methods of production, new markets, new products and generate employment opportunities thereby ensuring continuous rural development. Social Entrepreneurship has the direct and primary objective of serving the society along with the earning profits. So, social entrepreneurship is different from the economic entrepreneurship as its basic objective is not to earn profits but for providing innovative solutions to meet the society needs which are not taken care by majority of the entrepreneurs as they are in the business for profit making as a sole objective. So, the Social Entrepreneurs have the huge growth potential particularly in the developing countries like India where we have huge societal disparities in terms of the financial positions of the population. Still 22 percent of the Indian population is below the poverty line and also there is disparity among the rural & urban population in terms of families living under BPL. 25.7 percent of the rural population & 13.7 percent of the urban population is under BPL which clearly shows the disparity of the poor people in the rural and urban areas. The need to develop social entrepreneurship in agriculture is dictated by a large number of social problems. Such problems include low living standards, unemployment, and social tension. The reasons that led to the emergence of the practice of social entrepreneurship are the above factors. The research problem lays upon disclosing the importance of role of social entrepreneurship in rural development of India. The paper the tendencies of social entrepreneurship in India, to present successful examples of such business for providing recommendations how to improve situation in rural areas in terms of social entrepreneurship development. Indian government has made some steps towards development of social enterprises, social entrepreneurship, and social in- novation, but a lot remains to be improved.
OPTIMAL RECONFIGURATION OF POWER DISTRIBUTION RADIAL NETWORK USING HYBRID MET...IAEME Publication
Distribution system is a critical link between the electric power distributor and the consumers. Most of the distribution networks commonly used by the electric utility is the radial distribution network. However in this type of network, it has technical issues such as enormous power losses which affect the quality of the supply. Nowadays, the introduction of Distributed Generation (DG) units in the system help improve and support the voltage profile of the network as well as the performance of the system components through power loss mitigation. In this study network reconfiguration was done using two meta-heuristic algorithms Particle Swarm Optimization and Gravitational Search Algorithm (PSO-GSA) to enhance power quality and voltage profile in the system when simultaneously applied with the DG units. Backward/Forward Sweep Method was used in the load flow analysis and simulated using the MATLAB program. Five cases were considered in the Reconfiguration based on the contribution of DG units. The proposed method was tested using IEEE 33 bus system. Based on the results, there was a voltage profile improvement in the system from 0.9038 p.u. to 0.9594 p.u.. The integration of DG in the network also reduced power losses from 210.98 kW to 69.3963 kW. Simulated results are drawn to show the performance of each case.
APPLICATION OF FRUGAL APPROACH FOR PRODUCTIVITY IMPROVEMENT - A CASE STUDY OF...IAEME Publication
Manufacturing industries have witnessed an outburst in productivity. For productivity improvement manufacturing industries are taking various initiatives by using lean tools and techniques. However, in different manufacturing industries, frugal approach is applied in product design and services as a tool for improvement. Frugal approach contributed to prove less is more and seems indirectly contributing to improve productivity. Hence, there is need to understand status of frugal approach application in manufacturing industries. All manufacturing industries are trying hard and putting continuous efforts for competitive existence. For productivity improvements, manufacturing industries are coming up with different effective and efficient solutions in manufacturing processes and operations. To overcome current challenges, manufacturing industries have started using frugal approach in product design and services. For this study, methodology adopted with both primary and secondary sources of data. For primary source interview and observation technique is used and for secondary source review has done based on available literatures in website, printed magazines, manual etc. An attempt has made for understanding application of frugal approach with the study of manufacturing industry project. Manufacturing industry selected for this project study is Mahindra and Mahindra Ltd. This paper will help researcher to find the connections between the two concepts productivity improvement and frugal approach. This paper will help to understand significance of frugal approach for productivity improvement in manufacturing industry. This will also help to understand current scenario of frugal approach in manufacturing industry. In manufacturing industries various process are involved to deliver the final product. In the process of converting input in to output through manufacturing process productivity plays very critical role. Hence this study will help to evolve status of frugal approach in productivity improvement programme. The notion of frugal can be viewed as an approach towards productivity improvement in manufacturing industries.
A MULTIPLE – CHANNEL QUEUING MODELS ON FUZZY ENVIRONMENTIAEME Publication
In this paper, we investigated a queuing model of fuzzy environment-based a multiple channel queuing model (M/M/C) ( /FCFS) and study its performance under realistic conditions. It applies a nonagonal fuzzy number to analyse the relevant performance of a multiple channel queuing model (M/M/C) ( /FCFS). Based on the sub interval average ranking method for nonagonal fuzzy number, we convert fuzzy number to crisp one. Numerical results reveal that the efficiency of this method. Intuitively, the fuzzy environment adapts well to a multiple channel queuing models (M/M/C) ( /FCFS) are very well.
2. International Journal of Advanced Research in Management (IJARM), Dr. Rajesh K. Singh
Quality Management and Performance: A Review
1. INTRODUCTION
Today, the wave of global competition has invaded every part of the world and business areas
(Koberg et al., 2003). The main impact of global competition is the ever-increasing enhancement
of customer expectations. Since customer expectations are never ending, the gaps between “what
customers want” and “what is being delivered” do ever exist. It is a well-established fact that
attaining higher and higher degrees of quality in totality paves the way for facing global
competition (Goh and Ridgway, 1994). Quality is the main driver for improving the
competitiveness of organizations in globalised market (Singh, 2008). A high degree of quality
means achieving, enhancing and sustaining competitiveness is dependent on delivering superior
quality products/services to customer (Lai et al., 2002; Reed et al., 1999). Arumugam et al.
(2009) have observed that companies experience dramatic changes in business environment
characterized by increasing consumer consciousness of quality, rapid technology transfer,
globalization and low cost competition. In response to these challenges, many companies have
joined the quality movement and implemented various quality improvement initiatives as a
means to enhance competitiveness (Singh et al, 2007). Quality has emerged as a strategic
competitive tool for organizational success (Yong and Wilkinson, 2002; Hansen, 2001). In
today’s business environment, organizations cannot afford to ignore the strategic implications of
quality for its competitive position. Many organizations, have pursued some type of quality
philosophy and initiative, for example, Total Quality Management (TQM), Just-In-Time (JIT),
the Shing Prize, Deming Prize and ISO 9000 (Magad and Curry, 2003). In global competition a
company needs to apply quality methodologies in the form of strategic quality management;
quality systems; quality assurance; quality control, etc (Sharma and Kodali, 2008).
Quality is customer satisfaction through product or by service. Quality can also be defined as
“the degree to which the product in use will meet the expectations of the customer” or simply
defined as “conformance to requirements”. Quality is an important factor in the value-adding
process involved in the production and delivery of products along the supply chain. Supply chain
management (SCM) and total quality management (TQM) are two of the important tools that
manufacturing companies use to achieve competitive advantage. Some of the important
capabilities that these companies seek to acquire through the use of these tools to be able to
compete effectively include quality, efficiency, and innovation (Daghfous, 2004). The
production of defect-free components and parts that meet the requirements of customers along
the supply chain is critical for the quality of the final products (Sila et al., 2006). Shrivastava
(1995) pointed that competitive advantage can be achieved by harnessing existing capabilities in
areas such as quality management.
Mostly in all TQM definitions reference is made to its “soft” and “hard” side (Vouzas and
Psyhogios, 2007). The “soft” side is associated with management concepts and principles such as
leadership, strategic quality planning, employee empowerment and culture, supplier
management, customer focus, process management, continuous improvement, information and
analysis and knowledge and education while the “hard” side refers to quality improvement tools
and techniques (Vouzas and Psyhogios, 2007; Thiagaragan et al., 2001). These tools and
techniques include flow charts, relations diagram, scatter diagram, control charts, pareto analysis,
2
3. International Journal of Advanced Research in Management (IJARM), Dr. Rajesh K. Singh
design process, statistical process control, quality function deployment, and other production and
quality improvement techniques. The “soft” TQM elements are long-term issues and therefore
must be emphasized and addressed accordingly in an organization’s TQM implementation plan.
The effective manipulation of the “soft” elements must be supported by the “hard” elements of
TQM (Zairi and Thiagarajan, 1997). Lagrosen and Lagrosen (2005) studied the effects of “soft”
TQM elements, quality management models and tools on performance. Fotopoulos and Psomas
(2009) have observed that quality improvement and the consolidation of the company’s market
position are influenced mainly by adopting “soft” TQM elements and secondarily “hard” TQM.
Douglas et al. (1999) also suggested that effective use of soft TQM practices (e.g. executive
commitment, employee empowerment, customer focus) can bring quality improvement.
Motwani et al. (1994) suggested the opposite, i.e. that quality success could be achieved by
increasing use of hard TQM (e.g. process control and supplier quality management). This paper
is organized as follows. Section 2 discusses about total quality management and various factors
on which its implementation depends, section 3 discusses TQM issues in SMEs, Section 4
discusses effect of TQM on organizations performance, Section 5 discusses TQM failures cases.
It is followed by summary and gaps and finally concluding remarks.
2. TOTAL QUALITY MANAGEMENT
In an increasingly competitive market-place businesses with a strong continuous improvement
culture and external focus are more likely to survive and prosper. Attaining a high level of
customer satisfaction usually requires more than providing a high-quality product (Hendricks &
Singhal, 1997). Total Quality Management (TQM) is considered an important catalyst in this
context. It emerged as a generic title for the process of quality improvement. Lagrosen (2001)
observed that TQM has become well established system for improving both the performance of
corporations and satisfaction of customers. According to Yang (2005), TQM is an integrated
management philosophy and a set of practices that emphasizes, among other things, continuous
improvement, meeting customer’s requirements, reducing rework, long-range thinking, increased
employee involvement and team-work, process redesign, competitive benchmarking, team-based
problem-solving, constant measurement of results, and closer relationships with suppliers.
The primary focus of total quality management (TQM) is customer satisfaction.
According to Ho’s (1999), every one in TQM organization, including the customers and
suppliers is involved in continuous improvement for the purpose of meeting customers’
expressed and implied requirements with the full commitment of top management. According to
Ehigie and McAndrew (2005), TQM attempts at improving quality of product and processes of
organizations. Hellsten and Klefsjo (2002) and Hansson and Klefsjo (2003) also define TQM as
a continuously evolving management system, which is consisting of values, methodologies and
tools and the aim of which is to increase external and internal customer satisfaction with a
reduced amount of resources. TQM is a customer focused management philosophy that aims at
the continuous improvement of the processes and management of an organization through
statistical control, procedure design, policy deployment and human resource management
techniques (Au and Choi, 1999). According to Sharma and Kodali (2008), the concept of TQM
provides the approach to realize the manufacturing strategy leading to fulfillment of corporate
strategy. The principles and contents of TQM philosophy would increase firm’s commitment to
quality and if they are applied correctly enhances the firm’s competitive position. This is because
the TQM principles support the business practices of cost reduction, enhanced productivity and
improved quality of the products/outputs. It clearly shows that TQM is not a model or a
technique, but may best be described as a management philosophy (Dale, 1999; Neergaard,
3
4. International Journal of Advanced Research in Management (IJARM), Dr. Rajesh K. Singh
2002). The methods and techniques used in TQM can be applied throughout any organization.
They are equally useful in the manufacturing, public service, health care, education and
hospitality industries.
Hellsten and Klefsjo (2002) state that TQM consists of three components. These are core
values, techniques and tools. Techniques and tools are supposed to support the core values.
According to Flynn et al. (1995), TQM practices could be divided into two independent groups.
The first is ‘core quality management practices’, which are expected to contribute to quality
performance directly. The second is ‘quality management infrastructure’ practices, which are
proposed to support and facilitate the effective use of core quality management practices.
Samson and Terziovski (1999) lead to the identification of nine practices that are commonly
cited as part of a TQM program. These practices are cross-functional product design, process
management, supplier quality management, customer involvement, information and feedback,
committed leadership, strategic planning, cross-functional training, and employee involvement.
Some of the important factors affecting implementation of TQM such as leadership/top
management support, organization culture, human resource management, customer orientation,
information technology, supply chain management, ISO 9000 are discussed in following
sections.
2.1 Leadership/Top Management Support
The ISO 9001 standard defines top management as a person or group of people who direct and
control an organization at the highest level (ISO, 2000). The main objective is to create an
environment where people are fully involved and in which a quality management system can
operate effectively and make recommendations to achieve this objective. Top management
leadership capabilities not only affect TQM implementation but also improve other
organizational activities. It is essential for management to commit to their leadership and
participate actively in the formulation and finalization of strategy (Pun, 2001). Top management
has to be sincere and candid about why a practice like TQM is needed and must earn the respect
and trust of the employees before and during the implementation process. Top management
support to quality management is an absolute precedence for preparing organizational culture
before TQM practices can be implemented (Antony et al., 2002). Top management can facilitate
the unity of purpose as well as change process management and learning processes (Ahire et al.,
1996; Hamlin et al., 1997). According to Lewis et al. (2005), top management support or
commitment can be divided into four factors for effective implementation of TQM. These factors
are strategy finalization, resource based strategy, environmental focus and quality culture. Top
management could use resource based strategy to create a “sustained” competitive advantage if
their resources (or capabilities) are valuable, rare among competitors, imperfectly imitable and
not easily substitutable (Barney, 1991). Through a quality culture, employees can interactively
create and preserve a social order within the company. It provides the company with some
measure of control over the business processes (Pun, 2001). Raghunathan et al. (1997) noticed
that leaders play an important role in how TQM practices are projected in a consistent manner
where it affects organizational performance and profitability. In a TQM framework, leadership
and top management support element can be positioned at the soft side.
2.2 Organizational Culture
Organizational culture is a pattern of values, beliefs, and assumptions shared by members in an
organization, which are perceived by the organization as the valid, correct way to perceive and
solve problems (Sigler and Pearson, 2000). In the quality management, the values and beliefs
4
5. International Journal of Advanced Research in Management (IJARM), Dr. Rajesh K. Singh
underlying an organization’s culture are able to shape its philosophy and policies of managing
business, which in turn influence the development of the organization’s quality management
practices (Waldman, 1993). TQM is a management approach in which the application of
practices such as teamwork, internal customer relationship and supplier partnership are tools for
cultural transformation and involves a major cultural change in the organization. TQM is a
complete change in an organization’s culture and the way people behave at work. On the other
hand, organizational culture appears to be a crucial factor in understanding the ability of any
organization to perform and compete. In organization, managers are contending with rapid
changes in technology, shorter product life-cycles, new markets, and a demand for higher quality
products (Chowdhury and Menon, 1995). Managers for changing organizational culture have to
change their management style, from an authoritative to a participative management style to
achieve continuous improvement through their employees. To achieve success in TQM, senior
managers need to ensure that all facets of the organization, the organizational structure,
management style, training, communications, compensation and promotion systems, and
systems, procedures, and processes reflect TQM values and principles (Rad, 2006). Companies
trying to gain a competitive edge in this marketplace have realized the importance of raising the
quality of goods and services, and have implemented programs such as TQM (Total Quality
Management). Total quality management focuses on a continuous improvement process with an
emphasis on people and their involvement and receptivity to continuous change. Thus, TQM is
an integrated effort for gaining competitive advantage by continuously improving every fact of
an organization’s activities (Mohamed and YuanJian, 2008).
TQM practices are significantly influenced by the organization culture and each dimension of
organization culture is related to TQM in different fashions. For instance, power distance
influences all the TQM elements, but masculinity has positive impact on business performance
of TQM practice only (Jung et al., 2008). TQM requires an organization culture where all
individuals are concerned with quality; want to produce quality products, and where they can
freely question practices that do not produce quality. The study of TQM from a cultural
perspective pursues the understanding of the cultural dimensions of TQM discipline. The focus is
on understanding the role of organizational culture in the TQM implementation process. TQM
emphasizes the importance of corporate culture and uncovering current underlying cultural
assumptions as primary condition for successful TQM implementation (Mohamed and YuanJian,
2008).
Hofstede (1980) identified four factors on which culture of different countries differ. The four
factors are collectivism-individualism, power distance, uncertainty avoidance and masculinity
feminity. Kanungo and Mendonca (1996) have added an additional factor i.e. associative
thinking-abstractive thinking to these factors for defining the culture of developing countries like
India. Lagrosen (2002) studied in European survey that two dimensions of culture – power
distance and uncertainty avoidance affect the approach taken for implementation of TQM.
Empowerment and participative management are important for TQM implementation in Indian
organizations (Wali et al. 2003). According to Kumar and Sankaran (2007), collectivism and
hierarchy are two important factors for effective implementation of TQM concept in Indian
culture.
2.3 Human Resource Management (HRM)
HRM practices include training and education, incentive compensation and employee
development. HRM can reinforce human relationships and group consciousness, raise employee
competence and achieve culture change; therefore it acts as the catalyst for the implementation of
5
6. International Journal of Advanced Research in Management (IJARM), Dr. Rajesh K. Singh
TQM (Oakland and Oakland, 1998; Palo and Padhi, 2005). Hoogervorst et al. (2005) observed
that quality of human resource plays an important role in the implementation of TQM. Yang
(2006) found that HRM practices have a significantly positive effect on the implementation of
TQM. Jung et al. (2009) have observed that human resource-based TQM elements have stronger
influence on continuous improvement of performance than technology-based TQM elements.
Implementing HRM practices can also have a significant effect on employee and customer
satisfaction. It also positively affects employees’ quality awareness and corporate image.
TQM focuses not only on the quality of product, but also on the quality of employees. TQM
implementations depend heavily on changes in employees’ attitudes and activities. The
employees who are affected most directly are those who are the agents of change in
implementing TQM or other programs for continuous quality improvement (Karia and Asaari,
2006). Butler (1996) found that companies that used TQM practices achieved improvements in
employee satisfaction, attendance, turnover, safety, and health. When fully implemented, TQM
brings benefits to organization in terms of quality, productivity, and employee development
(Lawler et al., 1995) through improved teamwork, creativity, innovation, training,
communication, trust, and decision making. Employee training is a very important tool for
promoting and developing skills related to an organization’s beliefs and values to change to a
culture that places high value on quality (Rad, 2006). Karia and Assari (2006) studied that there
are four factors which helps in employee involvement for implementation of TQM. These factors
are job satisfaction, job involvement, career satisfaction and organizational commitment. TQM is
based on the assumption that the employees who are closest to the daily operating procedures are
in the best position to understand and improve the quality of those procedures. It aims to create
an environment in which positive relationships exist between managers and employees and in
which people feel motivated to do their best (Karia and Assari, 2006).
2.4 Customer Orientation
Customer focus is one of the most accepted precepts of TQM, observed and discussed by the
majority of quality gurus and TQM researchers. Customer orientation and meeting customer
requirements is one of the basic principles underlying TQM as a generic approach to the
management of organizations, and is frequently mentioned in the work of all quality
management gurus. Customer orientation provides a common goal for all organizational
activities and members, and incorporates both quality of design and conformance to quality
specifications (Hill and Wilkinson, 1995). According to Williams et al. (2001), leading
organizations transform themselves from internally focused TQM to a customer-focused
business structure. Dale et al. (2001) provided a baseline for the advancement of TQM theory in
which customer focus as well as management by fact, process orientation, and teamwork are
considered the most important factors. The basic principle of TQM is to achieve customer
satisfaction and continuous improvement. The key to successful implementation therefore begins
with the identification of key customer satisfaction variables (CSVs), such as price, performance,
reliability, service, durability, appearance and added features (Soltani et al., 200
4).
2.5 Information Technology (IT)
Information technology takes care of mundane and routine tasks like data input, computation,
measurement and output. Users can concentrate their effort on fulfilling the more important
objective of quality improvement by IT applications (Ang et al., 2000). Phusavat et al. (2007)
asserted that the increasing competition has given the greater role of information technology in
which the customers are able to convey higher demands such as lower cost, higher quality,
6
7. International Journal of Advanced Research in Management (IJARM), Dr. Rajesh K. Singh
reliability and with better market delivery. Information technology works as an enabler of the
structural adjustments of the organization to TQM changes. Information systems have become an
integral part of most organizations (Au and Choi, 1999). Other tools/concepts likely to be
implemented are group decision making, process analysis, benchmarking, statistical process
control and concurrent engineering (Siddiqui and Rahman, 2007). According to Mjema et al.
(2005), information technology and information systems generated quality tools such as pareto
charts, histograms, statistical process control and flow charts helped to control work process in
production and to deliver consistent product quality. According to Bandyopadhyay (2003),
information technology helps to manufacturers striving to achieve ISO 9000/QS-9000
registration which involves gathering, analyzing and documenting enormous amount of quality-
related information. Han et al. (2009) have also observed that integrated IT and integrated
logistics management improved the quality management practices of the pork processors.
2.6 Supply Chain Management (SCM)
SCM has been associated with modern materials management, advanced information
technologies, rapid and responsive logistics service, effective supplier management, and
increasingly with customer relationship management (Fawcett and Magnan, 2002). It should be
noted that for maintaining good supplier relations, teamwork among supply chain partners is a
cornerstone of TQM. TQM is a management philosophy that encourages cost reduction, the
creation of high quality goods and services, customer satisfaction, employee empowerment, and
the measurement of results. TQM can enhance communications along the supply chain through
enhancement of quality in ERP, partnership development, and CRM (Madu and Madu, 2003).
According to Lee and Kincade (2003), there are six major dimensions of supply chain
management. These are partnership, information technology, operational flexibility, performance
measurement, management commitment and demand characterization. TQM enablers such as
training and education, cross-functional teams, communication, teamwork, empowerment, job
satisfaction and technological support can impact any one or all of the six major dimensions of
SCM. In integrated business processes of SCM, TQM enablers could play a major role in
promoting effective integration of suppliers and customers along the value chain. Therefore,
effective implementation of TQM major factors such as training and education, employee
empowerment, top management support/leadership, organizational structure, performance
measures and technology are required for success of supply chain management.
2.7 ISO 9000
The ISO 9000, set of international standards were created in 1987 with the objective of
standardizing quality systems. Generally, organizations are implementing ISO 9000 standards to
achieve improved quality and efficiency, improved communication, competitive advantage, an
increase in market share, reduced costs and a higher stock price (Najmi and Kehoe, 2001; Zhang,
2000). The ISO 9000 standards are based on concept that certain minimum characteristics of
quality management system could be usefully standardized, giving mutual benefit to suppliers
and customers, and they focus on process rather than product quality (Van der Wiele et al., 2000;
Withers and Ebrahimpour, 1998). ISO 9000 is a management control procedure (Yahya and Goh,
2001), which involves a business documenting process of design, production, distribution to
ensure that the quality of the products and services meets the need of customers (Quazi et al.,
2002; Pun et al., 1999). The positive or optimistic view is based on the fact that the standards’
implementation helps to improve internal organization and operation, internal and external
communication through clearly defined duties and responsibilities, employee’s awareness of
7
8. International Journal of Advanced Research in Management (IJARM), Dr. Rajesh K. Singh
quality issues, quality variations and the related quality costs, and customers’ satisfaction and
trust through improved product conformance (Williams, 1997). ISO 9000 certification can be
used as the “first” but not the “last” step towards quality improvement. Although the standard’s
implementation helps companies to achieve an initial improvement in their quality performance,
it cannot guarantee that this improvement continues after certification.
Many research shows that ISO 9000 is different than TQM. According to Laszlo (1996), ISO
9000 and TQM are totally different approaches, where ISO 9000 implementation is associated
with line workers, while TQM is more related with top management. Moreover, the focus of ISO
9000 is on proving compliance and gaining certification, while TQM focus on continuous
improvement and achieving and maintaining customer satisfaction. Furthermore, Yung (1997),
in differentiating between ISO 9000 and TQM, claims that the concept of TQM is broader and
deeper than ISO 9000. TQM is identified to be for internal organizational use and tends to go
beyond customer satisfaction, while ISO 9000 is only for external assessment needs.
3. TOTAL QUALITY MANAGEMENT IN SME’s
Quality has become the basis of global competition for all firms regardless of location and size.
Small firms are very different to large ones in many areas, such as management style, production
processes, available capital, purchasing practices, inventory systems, and negotiating power
(Ahire and Golhar, 1996; Lee and Oakes, 1995). According to Yusof and Aspinwall (1999), total
quality management (TQM) is a philosophy mainly dominated by large companies but the fear of
losing contracts prompts SMEs to bring quality into their system.
Today, SMEs are at the center of interest in the quality debate for several reasons. One,
according to Wiele and Brown (1998), is that larger organizations will not be able to improve the
quality of their products, services and processes, unless their suppliers or the second-tier
suppliers also grow to higher level of quality maturity. Amongst these suppliers there are many
SMEs. SMEs have their own unique characteristics that differentiate them from larger firms.
Yosuf and Aspinwall (1999) have divided the characteristics of SMEs in to five categories i.e.
structure, systems and procedures, culture and behavior, human resources, markets and
customers. According to Hartz and Kanzi (1998), SMEs can be characterized as easy to survey
and understand, having short lines of communication and flexibility in relation to the
implementation of new management philosophies and approach. Lee and Oakes (1995) argue
that if top management is convinced of the need for TQM, then it is easier for managers to
inspire and motivate others in the organization. Because organizational systems and structures
are simple in SMEs, the process of TQM implementation can be made visible more easily.
According to Ghobadian and Gallear (1996), visibility of leadership and improvement teams are
easier in SMEs. Employees are closer to the products and services and thus feel more responsible
for quality, and they will have a better understanding of service and the overall profitability of
the organization and also decision-making processes are simple in SMEs as compared to large
firms. SMEs can also gain competitive advantage through the quality of their products because
they can implement JIT system with low defect rates or higher quality of products. It will also
help in reducing product cost through eliminating scrap and rework (Fullerton and McWatters,
2001).
For effective implementation of TQM, SMEs must include strategy finalization which
assesses structure and infrastructure, before policies are formulated and deployed (Ghobadian
and Gallear, 1997). Some of the TQM elements and programs appear to be more compatible with
small manufacturers. Some TQM benefits may be relatively more significant to small firms.
Some of the observations of the researchers in this context are given in table 1.
8
9. International Journal of Advanced Research in Management (IJARM), Dr. Rajesh K. Singh
Table 1: Total Quality Management in SMEs
Sr. Researcher Year Key Findings
No.
1. Barrier 1992 Key to survival for SMEs.
2. Henricks 1992 Small companies are advised not to implement TQM all at once.
3. Henricks 1992 Difficult to afford expensive consultants.
4. Brown 1993 Seven basic quality-improvement tools generally poorly supported in
SMEs.
5. Moreno-Luzon 1993 Small firms lag behind big ones in the application of TQM.
6. Azzone and 1993 Some quality related investments in large firms are rendered
Cainarca unsuitable for small firms.
7. Moreno-Luzon 1993 Problems of small firms in developing a quality culture are resistance
to change, lack of experience in QM, lack of resources.
8. Simons and Kerr 1993 The role of the smaller firms as suppliers to the larger firms places a
substantial burden on the small companies.
9. Goh and Ridgway 1994 TQM and its benefits are out of SMEs league.
10. Shrivastava 1995 Competitive advantage can derive by harnessing existing capabilities
in areas such as quality management.
11. Ghobadian and 1996 The lack of product quality from SMEs adversely affects the
Gallear competitive ability of the larger organizations because SMEs are their
suppliers.
12. Chittenden et al. 1996 Impetus to attain certification comes not from a desire to improve,
but from pressure by large companies.
13. McTeer and Dale 1996 Elapsed time amount and paper work are major drawbacks in
installing the new system (TQM) by SMEs.
14. Haksever 1996 Lack of experience, knowledge, finance, human resources and time
are the main problems to implement TQM in SMEs.
15. Quazi and Padibjo 1997 ISO 9000 certification is a stepping stone towards TQM.
16. Negri 1997 Italian SMEs prioritize process capability for quality improvement.
17. Struebing and 1997 Lower costs of implementing and maintaining TQM in SMEs.
Klaus
18. Boon and Ram 1998 TQM practices are organizational quality policies developed in the
planning phase and deployed in the implementation stage.
19. Yusof and 1999 Training and education is one of the most important items on the
Aspinwall agenda for small businesses in adopting TQM.
20. Yusof and 2000 TQM should not be implemented at the expense of losing flexibility
Aspinwall which is strength in small businesses.
21. Hendricks and 2001 Financial performances depend on effective implementation of TQM.
Singhal
22. Pun 2002 The implementation of TQM involves a fundamental change in
conducting business.
23. Neergaard 2002 TQM can foster continual improvement (CI) through integrated,
consistent, and involving everyone and everything in SMEs.
24. Temtime 2003 Continuous planning and quality improvement a prerequisite for the
survival of not only large firms but also for SMEs.
25. Lewis et al. 2005 The potential benefits that could be derived from TQM criteria were
lacking in the areas of Top management commitment and Gap
9
10. International Journal of Advanced Research in Management (IJARM), Dr. Rajesh K. Singh
analysis.
26. Sila and 2005 Leadership and information analysis play a significant role in shaping
Ebrahimpour the quality focus of companies.
27. Demirbag et al. 2006 Market orientation has a positive and significant impact on
organizational performance through only a mediating role of TQM
implementation in SMEs.
28. Kumar and 2008 Lack of knowledge or understanding of the system and limited
Antony resources are the main reasons for failures of six sigma in
SMEs.
4. EFFECT OF TQM IN ORGANIZATION PERFORMANCE
Today growing number of companies uses TQM practices as strategic foundation for generating
a competitive advantage and improving organizational performance. The importance of quality
for company’s performance and success on the market is widely recognized in business.
Performance measurement is very important for the effective management of an organization.
TQM is a holistic approach to improve quality, productivity and competitiveness in the
international marketplace. According to Projogo and Sohal (2004), organizational performance is
measured from quality performance (e.g. reliability, performance, durability and conformance to
specification) and innovation performance (e.g. product and process innovation). Lin et al.
(2005) studied that organizational performance will be measured in two categories, which is
satisfaction level and business results. Satisfaction level of organizational performance includes
employee satisfaction, customer satisfaction and supplier satisfaction.
Yoo et al. (2006) indicates that higher levels of employee empowerment lead to higher level of
organizational performance. So employee satisfactions have a positive influence on
organizational performance. Gaining a better understanding of customer needs and the use of this
knowledge to produce a better product has a direct impact on organizational performance. The
relationship between buyer and supplier is an important factor in organizational performance.
The need to improve supplier’s quality and delivery performance while at the same time,
reducing the costs of supplied materials and parts has motivated buyers to engage in supplier
development activities, which has a direct impact on organizational performance (Krause et al.
1998). Another level of organizational performance, business results comprise four items:
productivity, number of successful new product, cost performance, and profitability. TQM
practices also help to improve in reducing scrap, rework and stable the production process. These
in turn minimize the production cost and increase productivity (Ahmad and Schroeder, 2002).
Through continuous improvement, not only errors and defects can be prevented but also product
cycle’s times can be reduced, thereby improving productivity and organizational performance
(Huang and Lin, 2002). According to Buzzel and Gale (1987), financial performance or
profitability is an important measure of TQM outcomes. Quality improvement leads to
elimination of waste, reduction of cost and increase of profit. According to Kumar et al. (2009),
TQM has positive impact on company performance i.e. employee relations, operating
procedures, customer satisfaction and financial results. Han et al. (2009) have also observed
direct relationship between quality management and firm performance.
5. FAILURES OF TQM
In practice, TQM benefits are not easy to achieve. Several researchers reported the positive
impact of TQM on employee performance and satisfaction, quality performance, business
10
11. International Journal of Advanced Research in Management (IJARM), Dr. Rajesh K. Singh
results, productivity and competitiveness in only 20 to 35 percent of the firms that have
implemented it (Gatchalian, 1997). Hoogervorst et al. (2005) observed that there are two major
reasons responsible for limited success of TQM. First reason is TQM rests on crucial
contributions of employees, which is incompatible with the traditional, mechanistic view on
organizing. This creates a fundamental mismatch between TQM intentions and the dominant
logic the organization is using. The second reason for failures regards inconsistency and
incoherence of employee behavior. According to Rad (2006), failure of the TQM is due to lack
of consistent senior management commitment and support, leadership style of managers,
superficial knowledge of the implementers of TQM, lack of a formalized strategic plan for
change, vague improvement goals, unclear strategies and conflicting priorities, lack of
developing and sustaining a quality oriented culture, lack of employees’ motivation, participation
and team working, employee apathy and resistance to change, lack of linkages between
remuneration and firm’s performance. There is also a lack of recognition for success, lack of
training, education and technical knowledge and experience about TQM, poor coordination,
close vertical communication, lack of work discipline. Lack of resources and support, financial
crisis, an organizational approach, a long-term focus and failure in understanding the voice of the
customer also affect TQM success (Rad, 2006).
6. SUMMARY AND GAPS DENTIFIED FROM THE LITERATUR
This paper has tried to review various issues of TQM from the literature available. Author has
reviewed about 120 research papers from reputed international/national journals such as
International Journal of Quality and Reliability Management, The TQM Journal, Journal of
Management, Asia-Pacific Journal of Quality Management, International Journal of Operations
& Production Management, International Journal of Production Economics, International Journal
of Automotive Industry and Management, Supply Chain Management: An International Journal
etc. Major areas considered in this paper are role of top management support, organization
culture, human resource management, employee involvement, customer orientation, supply chain
management, ISO 9000, information technology, in implementation of TQM. This paper has also
summarized TQM issues in SMEs and effect of TQM on performance of organizations. It has
been observed that in most of the cases, TQM helps in improving the performance of
organizations. It has been also observed that in many cases TQM has not been very successful.
Reasons for failure may vary from company to company. All issues reviewed in this paper and
their salient points are summarized in table 2.
Although TQM had been very popular area for the research in the past but many of the gaps still
exist in the literature. Some of the gaps identified from the literature on which further research
can be carried out are:
• Development of frameworks for evaluating effectiveness of total quality management in
manufacturing and service sectors.
• Comparison of TQM issues between manufacturing and service sectors.
• Framework for implementing TQM in SMEs.
• Optimization of variables for maximization of TQM performance.
• Prioritization of critical success factors for success of TQM.
• Integration of TQM and information systems in supply chain.
• Effect of quality management practices on performance of supply chains.
11
12. International Journal of Advanced Research in Management (IJARM), Dr. Rajesh K. Singh
Table 2: Summary of issues Related to Total Quality Management (TQM)
Sr. No. Areas of strategy development References
1. Leadership/Top management support Ahire et al. (1996), Hamlin et al. (1997), ISO
• Group of people helps in quality performance (2000), Pun (2001)
• Control of an organization or quality
management system
2. Organization culture Waldman (1993), Chowdhury and Menon
• Improve different organizations activities (1995), Sigler and Pearson (2000), Rad
• Develop quality management Practices (2006), Mohamed and YuanJian (2008)
3. Human resource management Lawler et al. (1995), Butler (1996), Oakland
• To motivate members of an organization and Oakland (1998), Palo and Padhi (2005),
• Make strategy for employee development and Hoogervorst et al. (2005), Mjema et al.
customer satisfaction
(2005), Rad (2006), Karia and Assari (2006),
• Employee attitude and activities
• Organizational commitment
Yang (2006)
4. Customer orientation Williams et al. (2001), Dale et al. (2001),
• Customer satisfaction Soltani et al. (2004)
• Continuous improvement
5. Information technology Au and Choi (1999), Ang et al. (2000),
• Help in different quality related tools Bandyopadhyay (2003), Siddiqui and Rahman
• To improve quality or high quality (2007), Phusavat et al. (2007)
• Reliability
6. Supply chain management Fawcett and Magnan (2002), Madu and Madu
• Maintaining supplier relationship (2003)
• Teamwork among supply chain partners
7. ISO 9000 Williams (1997), Withers and Ebrahimpour
• Help in quality, efficiency and (1998), Pon et al. (1999), Zhang (2000), Van
communication der Wiele et al. (2000), Najmi and Kehoe
• Increase market share and higher stock price (2001), Quazi et al. (2002), Tsiotras (2006)
8. TQM in SMEs Lee and Oakes (1995), Hartz and Kanzi
• Improve quality of product and services (1998), Wiele and Brown (1998), Fullerton
• Reducing product cost and McWatters (2001)
• Implementation of new management
• Philosophies and approach
9. Effect of TQM on performance Buzzel and Gale (1987), Ahmad and
• Financial performance Schroeder (2002), Huang and Lin (2002)
• Employee relations Karuse et al. (1998), Projogo and Sohal
• Operating procedure (2004), Lin et al. (2005), Yoo et al. (2006),
• Customer satisfaction
Kumar et al. (2009)
10. Failures of TQM Hoogervorst et al. (2005), Rad (2006)
• Crucial contributions of employees
• Inconsistency and incoherence
• Lack of knowledge
12
13. International Journal of Advanced Research in Management (IJARM), Dr. Rajesh K. Singh
7. CONCLUDING REMARKS
Total quality management has become more important than ever due to the age of globalization
and changing customer demands. Present study has tried to explore different issues related with
total quality management. It has been observed that major factors effecting TQM are top
management support, organization culture, human resource management, employee involvement,
customer orientation etc. TQM plays important role in success of modern advanced management
approaches such as six sigma, JITs and supply chain management. Based on literature review,
this paper has identified many gaps in TQM research. Therefore further study can be conducted
to explore these issues such as development of frameworks for evaluating effectiveness of total
quality management in manufacturing and service sectors, comparison of TQM issues between
manufacturing and service sectors, role of TQM in supply chain management, framework for
implementing TQM in SMEs etc. Empirical studies to compare TQM issues between developed
and developing countries can be also carried out as a future scope.
REFERENCES
1. Ahire, S.L and Golhar, D.Y. (1996), “Quality management in large vs small firms”,
Journal of small business management, January, pp. 1-3.
2. Ahire, S.L., Golhar, D.Y. and Waller, M.A. (1996), “Development and validation of
TQM implementation constructs”, Decision Sciences, Vol. 27, pp. 23-56.
3. Ahmad, S. and Schroeder, R.G. (2002), “The importance of recruitment and selection
process for sustainability of total quality management”, International Journal of Quality
& Reliability Management, Vol. 19 No.5, pp. 540-550.
4. Ang, C., Davies, M. and Finlay, P.N. (2000), “Measure to assess the impact of
information technology on quality management”, International Journal of Quality &
reliability Management, Vol. 17 No. 1, pp. 42-65.
5. Antony, J., Leung, K., Knowles, G. and Gosh, S. (2002), “Critical success factors of
TQM implementation in Hong Kong industries”, International Journal of Quality &
Reliability Management, Vol. 19 No. 5, pp. 551-66.
6. Arumugam, V., Chang, Hiaw Wei., Ooi, Keng-Boon., The, Pei-Lee. (2009), “Self-
assessment of TQM practices: a case analysis”, The TQM Journal, Vol. 21 No. 1, pp. 46-
58.
7. Au, G. and Choi, I. (1999), “Facilitating implementation of total quality management
through information technology”, Information and Management, Vol. 36, pp. 287-99.
8. Azzone, G. and Cainarca, G. C. (1993), “The strategic role of quality in small size firms”,
Small Business Economics, Vol. 5, pp. 67-76.
9. Bandyopadhyay, J.A. (2003), “Total quality management information systems for auto
parts manufacturers in the United States”, International Journal of Management, Vol. 20
No. 2, pp. 187-93.
10. Barney, J.B. (1991), “Firm resources and sustained competitive advantage”, Journal of
Management, Vol. 17, pp. 99-120.
11. Barrier, M. (1992), “Small firms put quality first”, Nation’s Business, , pp. 22-32
12. Boon, S. and Ram, M. (1998), “Implementing quality in a small firm: an action research
approach”, Personal Review, Vol. 27, No. 1/2, pp. 20-40.
13. Brown, A. (1993), “Quality management in the smaller company”, Asia-Pacific Journal
of Quality Management, Vol. 2 No. 3, pp. 67-76.
13
14. International Journal of Advanced Research in Management (IJARM), Dr. Rajesh K. Singh
14. Butler, D. (1996), “A comprehensive survey on how companies improve performance
through quality efforts”, David Butler Associates, Inc., CA.
15. Buzzel, R.D. and Gale, B.T. (1987), “The PIMS principles: Linking strategy to
performance”, The Free Press, New York, NY.
16. Chittenden, F., Mukhtar, S.M. and Poutziopuris, P. (1996), “BS 5750 and quality
management in SMEs”, Small Firms-Contribution to Economic Regeneration, Paul
Champman, London, pp. 127-141.
17. Chowdhury, J. and Menon, A. (1995), "Multidimensional components of quality and
strategic business unit performance: A PIMS test." Journal of Managerial Issues.
18. Daghfous, A. (2004), “Absorptive capacity and the implementation of knowledge-
intensive best practices”, S.A.M. Advanced Management Journal, Vol. 69 No. 2, pp. 21-
7.
19. Dale, B.G. (1999), Managing Quality, Blackwell, Oxford.
20. Dale, B.G., Wu, P.Y., Zairi, M., Williams, A.R.T. and Van der Weile, T. (2001), “Total
quality management theory: an exploratory study of contributions”, Total Quality
Management, Vol. 12 No. 4, pp. 439-49.
21. Demirbag, M., Koh, Lenny S.C., Tatoglu, E. and Zaim, S. (2006), “TQM and market
orientation’s impact on SMEs’ performance”, Industrial Management & Data Systems
Vol. 106 No. 8, pp. 1206-1228.
22. Douglas, D., Samson, D. and Ford, S. (1999), “Exploding the myth: Do all quality
management practices contribute to superior quality performance? Production and
operations management, Vol. 8, pp.1-27.
23. Ehigie, B. O. and McAndrew, E. B. (2005), “Innovation, diffusion and adoption of total
quality management (TQM)”, Management Decision, Vol. 43 No. 6, pp. 925-940.
24. Fawcett, S.F. and Magnan, G.M. (2002), “The rhetoric and reality of supply chain
integration”, International Journal of Physical Distribution & Logistics Management,
Vol. 32 No. 5, pp. 339-61.
25. Flynn, B.B., Schroeder, R.G. and Sakakibara, S. (1995), “The impact of quality
management practices on performance and competitive advantage”, Decision Sciences,
Vol. 26, pp. 659-691.
26. Fotopoulos, C.B. and Psomas, E.L. (2009), “The impact of “soft” and “hard” TQM
elements on quality management results”, International Journal of Quality & Reliability
Management, Vol. 26 No. 2, pp. 150-163.
27. Fullerton, R.R. and McWatters, C.S. (2001), “The production performance benefits from
JIT implementation”, Journal of operations management, Vol. 19 No. 1, pp. 81-96.
28. Gatchalian, M. (1997), “People empowerment: the key to TQM success”, The TQM
Magazine, Vol. 9 No. 6, pp. 429-33.
29. Ghobadian, A. and Gallear, D. (1996), “Total Quality Management in SMEs”,
International Journal of Management Science, Vol. 24, No. 1, pp. 83-106.
30. Ghobadian, A. and Gallear, D. (1997), “TQM and organization size”, International
Journal of Quality & Reliability Management, Vol. 17 No. 3, pp. 121-63.
31. Goh, P.L. and Ridgway, K. (1994), “The implementation of total quality management in
small and medium-sized manufacturing companies”, The TQM magazine, Vol. 6 No. 2,
pp. 54-60.
32. Haksever, C. (1996), “TQM in small business environment”, Business Horizons, Vol. 39,
No. 2, pp. 33-40.
14
15. International Journal of Advanced Research in Management (IJARM), Dr. Rajesh K. Singh
33. Hamlin, B., Reidy, M. and Stewart, J. (1997), “Changing the management culture in one
part of the British Civil Service through visionary leadership and strategically led
research based OD interventions”, Journal of Applied Management Studies, Vol. 6 No. 2,
pp. 233-51.
34. Han, J., Trienekens, J.H. and Omta, S.W.F. (2009), “Integrated information and logistics
management, quality management and firm performance of pork processing industry in
China”, British Food Journal, Vol. 111 No. 1, pp. 9-25.
35. Hansen, T. (2001), “Quality in the marketplace: a theoretical and empirical
investigation”, European Management Journal, Vol. 19 No. 2, pp. 203-11.
36. Hansson, F. and Klefsjo, B. (2003), “A core value model for implementing total quality
management in small organizations”, The TQM Magazine, Vol. 15 No. 2, pp. 71-81.
37. Hartz, O. and Kanzi, G.K. (1998), “Development of strategies for total quality
management in large industrial companies and small and medium enterprises”, Journal of
Total Quality Management, Vol. 9 No. 4/5, pp. 112-15.
38. Hellsten, U. and Klefsjo, B. (2002), “TQM as a management system consisting of values,
techniques and fools”, The TQM Magazine, Vol. 12 No. 4, pp. 238-44.
39. Hendricks, K.B. and Singhal, V.R. (1997), “Does implementing an effective TQM
program actually improve operating performance? Empirical evidence from firms that
have won quality awards”, Management Science, Vol. 43 No. 9, pp. 1258-74.
40. Hendricks, K.B. and Singhal, V.R. (2001), “The long-run stock price performance of
firms with effective TQM programs”, Management Science, Vol. 47 No. 3, pp. 359-68.
41. Henricks, M. (1992), “Quality makes a difference”, Small business Reports, December,
pp 29-37.
42. Hill, S. and Wilkinson, A. (1995), “In search of TQM”, Employee Relations, Vol. 17 No.
3, pp. 8-25.
43. Ho, S. (1999), “Change for the better via ISO 9000 and TQM”, Management Decision,
Vol. 37 No. 4, pp. 381-8.
44. Hofstede, G. (1980), Culture’s Consequences: International Differences in Work-Related
Values, Sage, Thousand Oaks, CA.
45. Hoogervorst, J.A.P., Koopman, P.L. and Van der Flier, H. (2005), “Total quality
management: the need for an employee-centered, coherent approach”, The TQM
Magazine, Vol. 17 No. 1, pp. 92-106.
46. Huang, Y.S. and Lin, B.M.T. (2002), “An empirical investigation of total quality
management: a Taiwanese case”, The TQM Magazine Vol. 14 No.3, pp. 172-181.
47. ISO (2000), “EN/ISO 9001:2000 Quality Management Systems: Requirements”,
International Organization for Standardization, Geneva.
48. Jung, J., Xu, S., Baeza, M. and Hong, S. (2008), “The effect of organizational culture
stemming from national culture towards quality management deployment”, The TQM
Magazine Vol. 20 No. 6, pp. 622-635.
49. Jung, J.Y., Wang, Y.J. and Wu, S. (2009), “Competitive strategy, TQM practice, and
continuous improvement of international project management: A contingency study”,
International Journal of Quality & Reliability Management, Vol. 26 No. 2, pp. 164-183.
50. Kanungo, R.N. and Mendonca, M. (1996), “Cultural contingencies and leadership in
developing countries”, in Bacharach, S., Erez, M. and Bamberger, P. (Eds), Research in
Sociology of Organizations, Vol. 14, JAI Press, Greenwich, CT, pp. 263-95.
15
16. International Journal of Advanced Research in Management (IJARM), Dr. Rajesh K. Singh
51. Karia, N. and Asaari, Muhammad H.A.H. (2006), “The effects of total quality
management practices on employees’ work-related attitudes”, The TQM Magazine, Vol.
18 No. 1, pp. 30-43.
52. Koberg, C.S., Detienne, D.R. and Heppard, K.A. (2003), “An empirical test of
environmental organisational, and process factors affecting incremental and radical
innovation”, Journal of high Technology Management Research, Vol. 14, pp. 21-45.
53. Krause, D.R., Pagell, M., and Curkovic, S. (1998), “Purchasing strategy: An empirical
analysis”, Proceeding of the Decision Science Institute, pp. 1227-1229.
54. Kumar, M. and Antony, J. (2008) “Comparing the quality management practices in UK
SMEs”, Industrial Management & Data Systems, Vol. 108 No. 9, pp. 1153-1166.
55. Kumar, M.R. and Sankaran, S. (2007), “Indian culture and the culture for TQM: a
comparison”, The TQM magazine, Vol. 19 No. 2, pp. 176-188.
56. Kumar, V., Choisne, F., Grosbois, D. De., Kumar, U. (2009), “Impact of TQM on
company’s performance”, International Journal of Quality & Reliability Management,
Vol. 26 No. 1, pp. 23-37.
57. Lagrosen, S. (2001), “Strengthening the weakest link of TQM – from customer focus to
customer understanding”, The TQM Magazine, Vol. 13 No. 5, pp. 348-54.
58. Lagrosen, S. (2002), “Quality management in Europe: a cultural perspective”, The TQM
59. Lagrosen, Y. and Lagrosen, S. (2005), “The effects of quality management – a survey of
Swedish quality professionals”, International Journal of Operations & Production
Management, Vol. 25 No. 10, pp. 940-52.
60. Lai, H.K., Weerakoon, S.T. and Cheng, E.C.T. (2002), “The state of quality management
implementation: a cross-sectional study of quality-oriented companies in Hong Kong”,
Total Quality Management, Vol. 13 No. 1, pp. 29-38.
61. Laszlo, G. (1996), “ISO 9000 & TQM – different approaches to quality”, Proceedings of
the First International Conference on ISO 9000 and TQM, pp. 35-40.
62. Lawler, E.E. III, Mohrman, S.A. and Ledford, G.E. Jr (1995), Creating High Performance
Organizations, Jossey-Bass, San Francisco CA.
63. Lee, G.L. and Oakes, I. (1995), “The ‘pros’ and ‘cons’ of TQM for smaller firms in
manufacturing: some experiences down the supply chain”, Total Quality Management,
Vol. 6 No. 4, pp. 413-26.
64. Lee, Y. and Kincade, D.H. (2003), “US apparel manufacturers’ company characteristic
differences based on SCM activities”, Journal of Fashion Marketing and Management,
Vol. 7 No. 1, pp. 31-48.
65. Lewis, W.G., Pun K.F. and Lalla, T.R.M. (2005), “An AHP-based study of TQM benefits
in ISO 9001 certified SMEs in Trinidad and Tobago, The TQM Magazine, Vol. 17, No.
6, pp. 558-572.
66. Lin, C., Chow, W.S., Madu, C.N., Kuei, C.H. and Yu, P.P. (2005), “A structural equation
model of supply chain quality management and organizational performance”,
International Journal of Production Economics, Vol. 96, pp 355-365.
67. Madu, C.N. and Madu, A.A. (2003), “E-quality in an integrated enterprise”, The TQM
Magazine, Vol. 15 No. 3, pp. 127-36.
68. Magad, H. and Curry, A. (2003), “ISO 9000 and TQM: are they complementary or
contradictory to each other?”, The TQM magazine, Vol. 15 No. 4, pp. 244-256.
69. McTeer & Dale , B.G. (1996), “The attitude of small companies to the ISO 9000 series”
Proceedings of the Institute Mechanical Engineering, Vol. 210, No. 5, pp 397-403.
16
17. International Journal of Advanced Research in Management (IJARM), Dr. Rajesh K. Singh
70. Mjema, E.A.M., Victor, M.A.M. and Mwinuka, M.S.M. (2005), “Analysis of roles of IT
on quality management”, The TQM Magazine, Vol. 17 No. 4, pp. 364-74.
71. Mohamed, S.S. and YuanJian, Q. (2008), “The impact of the Organizational Culture on
the implementation of TQM Programs”, IEEE Computer Society.
72. Moreno-Luzon, M.D. (1993), “Can total quality management make small firms
competitive?”, Total Quality Management. Vol. 4, No. 2, pp 165-81.
73. Motwani, J.G., Mahmoud, E. and Rice, G. (1994), “Quality practices of Indian
organizations: An empirical analysis”, International Journal of Quality and Reliability
Management, Vol. 11, pp 38-52.
74. Najmi, M. and Kehoe, D.F. (2001), “The role of performance measurement systems in
promoting quality development beyond ISO 9000”, International Journal of Operations &
Production Management, Vol. 21, Nos. 1 & 2, pp. 159-72.
75. Neergaard, P. (2002), “Configurations in Quality management”, Scandinavian Journal of
Management, Vol. 18, pp. 173-95.
76. Negri, L. (1997), “Quality policies and value creation strategies in Italian manufacturing
industry”, Technovation, Vol. 17, No. 6, pp. 321-328.
77. Oakland, J.S. and Oakland, S. (1998), “The links between people management, customer
satisfaction and business results”, Total Quality Management, Vol. 9 Nos. 4/5, pp. 185-
90.
78. Palo, S. and Padhi, N. (2005), “How HR professionals drive TQM: a case study in an
Indian organization”, The TQM Magazine, Vol. 17 No. 5, pp. 467-85.
79. Phusavat, K., Kanchana, R. and Helo, P. (2007), “Supplier management: past, present
and anticipated future perspectives”, International Journal of Management and Enterprise
Development, Vol. 4 No. 5, pp. 502-19.
80. Projogo, D.I. and Sohal, A.S. (2004), “The multidimensionality of TQM practices in
determining quality and innovation performance - an empirical examination”,
Technovation 24, pp. 443-453.
81. Pun, K.F. (2001), “Cultural influences of TQM adoption in Chinese enterprises: an
empirical study”, Total Quality Management, Vol. 12 No. 3, pp. 323-42.
82. Pun, K.F. (2002), “Development of an integrated TQM and performance measurement
system for self-assessment: a method”, Total Quality Management, Vol. 13, No. 6, pp.
759-77.
83. Pun, K.F., Chin, K.S. and Lau, H. (1999), “A self-accessed quality management system
based on integration of MBNQA/ISO 9000/ISO 14000”, International Journal of Quality
& Reliability Management, Vol. 16 No. 6, pp. 606-29.
84. Quazi, H. A. and Padibjo S. R. (1997), “A journey towards total quality management
through ISO 9000 certification: A Singapore experience”, The TQM Magazine, Vol. 9,
No. 5, pp. 364–371.
85. Quazi, H.A., Wing Hong, C. and Tuck Meng, C. (2002), “Impact of ISO 9000
certification on quality management practices: a comparative study”, Total Quality
Management, Vol. 13 No. 1, pp. 53-67.
86. Rad, Ali M. M. (2006), “The impact of organizational culture on the success fulfills
implementation of total quality management”, The TQM magazine, Vol. 18 No. 6, pp.
606-625.
87. Raghunathan, T.S., Rao, S.S. and Solis, L.E. (1997), “A comparative study of quality
practices: USA, China and India”, Industrial Management & Data Systems Vol. 97 No.5,
pp. 192- 200.
17
18. International Journal of Advanced Research in Management (IJARM), Dr. Rajesh K. Singh
88. Reed, R., Lemak, J.D. and Mero, P.N. (1999), “Total quality management and
competitive advantage”, Journal of quality management, Vol. 5, pp. 5-26.
89. Samson, D. and Terziovski, M. (1999), “The link between total quality management
practice and organisational performance”, International Journal of Quality & Reliability
Management, Vol. 16 No. 3, pp. 226-37.
90. Sharma, M. and Kodali, R. (2008), “TQM implementation elements for manufacturing
excellence”, The TQM Magazine, Vol. 20 No. 6, pp. 599-621.
91. Shrivastava, P. (1995), “The Role of Corporations 0in Achieving Ecological
Sustainability”, Academy of Management Review, Vol. 20, No. 4, pp 936-960.
92. Siddiqui, J. and Rahman, Z. (2007), “TQM principles’ application on information
systems for empirical goals”, The TQM magazine, Vol. 19 No. 1, pp. 76-87.
93. Sigler, T. & Pearson, C. (2000), “Creating and empowering culture: Examining the
relationship between organizational culture and perceptions of empowerment”, Journal of
Quality Management, Vol. 5, pp. 27-52.
94. Sila, I. and Ebrahimpour, M. (2005), “Critical linkages among TQM factors and business
results”, International Journal of Operations & Production Management, Vol. 25, No. 11,
pp. 1123-1155.
95. Sila, I., Ebrahimpour, M. and Birkholz, C. (2006), “Quality in supply chains: an
empirical analysis”, Supply Chain Management: An International Journal, Vol. 11 No. 6,
pp. 491-502.
96. Simons, G.R. and Kerr, C. (1993), “Networking TQM for small manufacturing”, Journal
of Quality & Participation (QCJ), Vol. 16 No. 6, October/November, pp. 6-11.
97. Singh, R.K. (2008) “Strategy Development for Competitiveness: Case of an Indian
automotive company”, International Journal of Automotive Industry and Management,
Vol. 2, No.2. pp. 17-31.
98. Singh, R.K., Garg, S.K. and Deshmukh, S.G. (2007) “Strategy Development for
Competitiveness: A Study on Indian Auto Component Sector”, International Journal of
Productivity and Performance Management, Vol. 56, No.4, pp. 285-304.
99. Soltani, E., Meer, R.B. Van Der, Gennard, J. and Williams, M.T., (2004), “Have TQM
organizations adjusted their performance management (appraisal) systems? A study of
UK-based TQM-driven organizations”, The TQM magazine, Vol. 16 No. 6, pp. 403-417.
100. Struebing, L. and Klaus, L. N. (1997), “Small business thinking big quality Progress”,
Vol. 2, pp. 23-27.
101. Temtime, Z.T. (2003), “The moderating impacts of business planning and firm size on
total quality management practices”, The TQM Magazine, Vol. 15 No. 1, pp. 52-60.
102. Thiagaragan, T., Zairi, M. and Dale, B.G. (2001), “A proposed model of TQM
implementation based on an empirical study of Malaysian industry”, International Journal
of Quality & Reliability Management, Vol. 18 No. 3, pp. 289-306.
103. Van der Wiele, A., Williams, A.R.T. and Dale, B.G. (2000), “ISO 9000 series registration
to business excellence: the migratory path”, Business Process Management, Vol. 6 No. 5,
pp. 417-27.
104. Vouzas, F. and Psyhogios, A.G. (2007), “Assessing managers’ awareness of TQM”, The
TQM Magazine, Vol. 19 No. 1, pp. 62-75.
105. Waldman, D.A. (1993), “A theoretical consideration of leadership and total quality
management”, Leadership Quarterly, Vol. 4 No.1, pp. 65-79.
18
19. International Journal of Advanced Research in Management (IJARM), Dr. Rajesh K. Singh
106. Wali, A.A., Deshmukh, S.G. and Gupta, A.D. (2003), “Critical success factors of TQM: a
select study of Indian organizations”, Production Planning and Control, Vol. 14 No. 1,
pp. 3-14.
107. Wiele, T. and Brown, A. (1998), “Venturing down with the TQM path for SMEs”,
International Small Business Journal, Vol. 16 No. 2, pp. 50-68.
108. Williams, M., Griffin, M. and Attaway, J. (2001), “Observation on quality: the principles
of quality”, Risk Management, Vol. 48 No. 10, pp. 50-2.
109. Williams, N. (1997), “ISO 9000 as a route to TQM in small to medium sized enterprises:
snake or ladder?”, The TQM Magazine, Vol. 9 No. 1, pp. 8-13.
110. Withers, E.B. and Ebrahimpour, M. (1998), “Quality implications of ISO 9000
certification: a case study of European firms”, available at: www.sbaer.uca.edu.
111. Yahya, S. and Goh, K.W. (2001), “The implementation of an ISO 9000 quality system”,
International Journal of Quality & Reliability Management, Vol. 18 No. 9, pp. 941-66.
112. Yang, C.C. (2005), “An integrated model of TQM and GE-Six Sigma”, International
Journal of Six Sigma and Competitive Advantage, Vol. 1 No. 1, pp. 97-105.
113. Yang, C.C. (2006), “The impact of human resource management practices on the
implementation of total quality management: an empirical study on high-tech firms”, The
TQM Magazine, Vol. 18 No. 2, pp. 162-73.
114. Yong, J. and Wilkinson A. (2002), “Rethinking total quality management”, Total Quality
management, Vol. 12 No. 2, pp. 247-58.
115. Yoo, D.K., Rao, S.S. and Hong, P. (2006), “A Comparative Study on Cultural
Differences and Quality Practices: Korea, USA, Mexico and Taiwan”, International
Journal of Quality & Reliability Management, Vol. 23 No. 6, pp. 607-624.
116. Yung, W.K. (1997), “ Beyond ISO 9000 certification - A China experience”, Managerial
Auditing Journal, Vol. 14, Nos. 1 & 2, pp. 75-8.
117. Yusof, S.M. and Aspinwall, E. (1999), “Critical success factors for TQM implementation
in small and medium enterprises”, Total Quality Management, Vol. 10 No.4/5, pp.803-9.
118. Yusof, S.M. and Aspinwall, E. (2000), “Critical success factor in small and medium
enterprises: survey results”, Total Quality Management, Vol. 11 Nos. 4-6, pp. 448-62.
119. Zairi, M. and Thiagarajan, T. (1997), “A review of total quality management in practice:
understanding the fundamentals through examples of best practice applications – Part-
III”, The TQM Magazine, Vol. 9 No. 6, pp. 414-17.
120. Zhang, Z. (2000), “Developing a model of quality management methods and evaluating
their effects on business performance”, Total Quality Management, Vol. 11 No. 1,
pp.129-37.
About the Author
Dr. Rajesh K Singh is Associate Professor at Indian Institute of Foreign Trade (IIFT), Delhi,
India. He has published about 45 research papers in reputed international journals and
conferences. His areas of interest include competitiveness, small business management, Quality
Management and Supply Chain Management. He has published papers in journals such as
Singapore Management Review, International Journals of Productivity and Performance
Management, International Journal of Automotive Industry and Management. Competitiveness
Review: An International Journal, International Journals of Services and Operations
Management, Global Journal of Flexible Systems and Management, International Journals of
Productivity and Quality Management, South Asian Journal of Management, Productivity, IIMB
Management Review and Productivity Promotion.
19