This document reviews research on the relationship between quality management and organizational performance. It discusses total quality management (TQM) and the factors that influence its implementation, including issues for small and medium enterprises. The paper also examines how TQM affects organizational performance and circumstances where TQM efforts have failed. It identifies gaps in the literature around frameworks for evaluating TQM effectiveness, prioritizing critical success factors, comparative studies of TQM across supply chains, and the impact of TQM on 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.
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
Design and development of an automotive vertical doors opening system avdosiaemedu
The document summarizes the design and development of an automotive vertical doors opening system (AVDOS). It begins by describing the advantages and drawbacks of existing vertical door designs that require two movements to open. The proposed new design aims to overcome these issues by allowing the door to open upwards with only one small push using a single hinge mechanism. The mechanism consists of door hinges, gears, and a gas spring to facilitate easy opening and closing of heavy doors with minimal effort. The hinge design takes vehicle shape into account to provide adequate space for ingress and egress while maintaining structural integrity. The proposed single-movement system could provide safer, easier access compared to existing vertical door designs.
A minimum process synchronous checkpointing algorithmiaemedu
This document summarizes a proposed minimum process checkpointing algorithm for mobile distributed systems. Key points:
- It captures partial dependencies by piggybacking dependency vectors onto messages to minimize the number of processes that must checkpoint.
- It uses mutable checkpoints initially to minimize wasted effort if a process fails to checkpoint. Processes then convert mutable to tentative checkpoints.
- It buffers messages sent after a process checkpoints to avoid inconsistencies from messages sent in a new interval.
- On failure, it avoids discarding the entire checkpoint if possible by only aborting checkpoints for processes dependent on the failed process.
A study on the presence of fecal pollution indicatoriaemedu
This document summarizes a study on the presence of fecal indicator bacteria in Muttukadu back waters in Tamil Nadu, India. Water samples were collected during pre-monsoon, monsoon, and post-monsoon seasons and tested for fecal coliforms using multiple tube fermentation and membrane filtration techniques. Analysis found higher numbers of fecal coliforms during the monsoon season, followed by post-monsoon, and lower numbers in pre-monsoon. Escherichia coli was identified as the dominant fecal indicator present throughout the year, indicating sewage contamination of the water body poses a health risk especially during monsoons.
Software process methodologies and a comparative study of various modelsiaemedu
This document provides a summary of different software process methodologies including the waterfall model, iterative model, extreme programming (XP), ISO standards, CMMI, Six Sigma, formal methods, and agile model. It compares these methods and discusses where each is best applied based on factors like project type, risk, and industry. The waterfall model is described as the traditional sequential approach while agile methods embrace adaptive planning and iterative development.
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
Design and development of an automotive vertical doors opening system avdosiaemedu
The document summarizes the design and development of an automotive vertical doors opening system (AVDOS). It begins by describing the advantages and drawbacks of existing vertical door designs that require two movements to open. The proposed new design aims to overcome these issues by allowing the door to open upwards with only one small push using a single hinge mechanism. The mechanism consists of door hinges, gears, and a gas spring to facilitate easy opening and closing of heavy doors with minimal effort. The hinge design takes vehicle shape into account to provide adequate space for ingress and egress while maintaining structural integrity. The proposed single-movement system could provide safer, easier access compared to existing vertical door designs.
A minimum process synchronous checkpointing algorithmiaemedu
This document summarizes a proposed minimum process checkpointing algorithm for mobile distributed systems. Key points:
- It captures partial dependencies by piggybacking dependency vectors onto messages to minimize the number of processes that must checkpoint.
- It uses mutable checkpoints initially to minimize wasted effort if a process fails to checkpoint. Processes then convert mutable to tentative checkpoints.
- It buffers messages sent after a process checkpoints to avoid inconsistencies from messages sent in a new interval.
- On failure, it avoids discarding the entire checkpoint if possible by only aborting checkpoints for processes dependent on the failed process.
A study on the presence of fecal pollution indicatoriaemedu
This document summarizes a study on the presence of fecal indicator bacteria in Muttukadu back waters in Tamil Nadu, India. Water samples were collected during pre-monsoon, monsoon, and post-monsoon seasons and tested for fecal coliforms using multiple tube fermentation and membrane filtration techniques. Analysis found higher numbers of fecal coliforms during the monsoon season, followed by post-monsoon, and lower numbers in pre-monsoon. Escherichia coli was identified as the dominant fecal indicator present throughout the year, indicating sewage contamination of the water body poses a health risk especially during monsoons.
Software process methodologies and a comparative study of various modelsiaemedu
This document provides a summary of different software process methodologies including the waterfall model, iterative model, extreme programming (XP), ISO standards, CMMI, Six Sigma, formal methods, and agile model. It compares these methods and discusses where each is best applied based on factors like project type, risk, and industry. The waterfall model is described as the traditional sequential approach while agile methods embrace adaptive planning and iterative development.
Software metric analysis methods for product developmentiaemedu
This document discusses various software metrics and methods for analyzing metrics to improve the software development process. It begins with an introduction to software metrics and their importance for project management. It then describes common software development phases and associated metrics that can be collected at each phase, such as lines of code, defects, and staff hours. The document proceeds to explain different types of charts and diagrams that can be used to analyze and visualize metrics data, including pie charts, Pareto diagrams, histograms, line charts, scatter plots, radar diagrams, and control charts. These various analysis methods help identify problems, determine correlations, and track performance over time in order to control and improve the software development process.
Fourier mellin transform based face recognitioniaemedu
This document presents a face recognition algorithm based on Fourier Mellin Transform. It begins with an introduction to face recognition and challenges of illumination and pose variations. It then describes extracting illumination invariant features by computing depth maps from input images using a shape from shading algorithm. Fourier Mellin Transform is applied to the depth maps to extract features. Experiments on the ORL database showed the approach achieved 100% recognition with 4 training images and 95.7% recognition with 3 training images, demonstrating robustness to illumination and pose variations.
Design and experimental investigations of pressureiaemedu
The document describes the design and experimental investigation of a pressure swirl atomizer nozzle for a 20 kW gas turbine engine. The atomizer nozzle was designed for an annular combustion chamber with a target spray cone angle of 30 degrees. Experimental testing of the nozzle was conducted to measure spray penetration length and spray cone angle. Accurately matching the spray penetration to the combustion chamber size and geometry is important for optimal engine performance and efficiency. The droplet diameter produced by the nozzle was also analyzed using scanning electron microscopy.
The document provides financial information for Samuel and Maria Anderson, including their assets, liabilities, income, expenses, and financial goals. It calculates key financial ratios for the Andersons, such as their basic liquidity ratio, asset-to-debt ratio, debt service-to-income ratio, and debt payments-to-disposable income ratio. It then creates a monthly budget and restates their goals in the SMART format with specific savings amounts and timelines. The conclusion recommends refinancing their mortgage at a lower rate, downgrading their cars to reduce expenses, paying off high-interest credit card debt, and delaying charitable contributions until improving their financial position.
10 reasons to take your child to a chiropractortompkinstucson
The document discusses the results of a study on the effects of exercise on memory and thinking abilities in older adults. The study found that regular exercise can help reduce the decline in thinking abilities that often occurs with age. Specifically, aerobic exercise was shown to improve executive function and memory in adults aged 60-79 who exercised for 30-45 minutes three times per week over the course of six months.
This annotated bibliography contains sources related to campus carry laws and safety. The sources cover topics such as the constitutionality of campus carry restrictions, the effectiveness of gun-free zones, approaches to threat assessment, and the need for an interdisciplinary analysis of school violence. One source proposes that allowing concealed carry on campus may help discourage mass shootings by enabling citizens to stop violence, while others argue that educational institutions should determine their own policies without legislative interference.
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The document discusses several key themes for financial reporting in 2012:
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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.
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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,
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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
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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
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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,
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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
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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.
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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
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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
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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.
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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
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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.
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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.
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