Components Of Total Quality Management Research Articles

Relationship between Management Skills with the Components of Total Quality Management with an Emphasis on Process Improvement and Leadership

The purpose of this study was to investigate the relationship between the components of comprehensive quality management skills and leadership process was modified in size. This study was conducted with the correlation method. Questionnaire measure of cognitive skills and skills of managers, technical personnel and quality management was pervasive. Subscales internal consistency coefficient of the continuous improvement process, 0.8 and Leadership 0.92 respectively. Data analysis was conducted in two phase. Descriptive statistics for questions and one-way ANOVA, Pearson correlation coefficient was used. The correlation coefficient between the components of leadership and continuous improvement of processes, quality management and comprehensive understanding of the management skills was 0.38, 0.79. Findings also showed significant differences in terms of the variables of gender and experience between managers in different aspects of quality management.

The Relationship between the Perceptions of Manager's Skills with the Component of Total Quality Management ( TQM ) with an Emphasis on Customer Orientation and Self-Assessment

This study investigated the relationship between managers' perceptions of the skills component of the overall quality of governmental and nongovernmental public and private schools were conducted. The study is descriptive correlation method. 250 samples were selected by multistage random cluster sampling. Measurement tool was the number two Skills Inventory management and Quality management. Customer subscales internal consistency coefficient 0.94 selfassessment and 0.84 respectively. Descriptive statistics for questions and oneway analysis of variance, correlation, regression were used to test the hypotheses. The correlation coefficient between the components of customer orientation, self-evaluation and perception of Total Quality Management Skills is 0.396 and 0.526. Based on gender and work experience variables were significant differences between managers.

The effect of TQM on customer satisfaction in higher education

Total quality management (TQM) plays an important role on improving educational systems. In this paper, we present an empirical study to investigate the effect of TQM components on customer satisfaction in one of higher educational organizations in South East part of Iran called Qeshm. The proposed study investigates the effects of five TQM components including tangible, attitude, reliability, content and mode of delivery on customer satisfaction. The study designs a questionnaire consists of 37 questions and distributes it among a sample of university students and professors. Cronbach are calculated for significance, attitude, reliability, content and mode of delivery were 0.84, 0.83, 0.91, 0.90 and 0.83, respectively. The results of our survey are investigated using Pearson correlation ratios as well as regression analysis and the results indicate that all five components influence customer satisfaction, significantly.

Quality management practices in a rice mill located in a cluster: a case study

A geographically proximate group of rice mills, supporting companies, suppliers, and institutions in an appropriate business environment are emerging as a concept to make rice mills more competitive. The important question is how effectively these rice mills are implementing the various components of total quality management in the absence of a total quality management programme. In this study an attempt is made to investigate the quality management practices in the rice mills operating within a cluster. The location of rice mills in an industrial cluster make us think about those factors which emerges due to cluster initiative, and these factors appear to have potential to contribute in quality management of rice mills. Therefore, we also investigate the role of cluster initiative in quality management so as to fill a research gap left in earlier studies. We found that cluster initiative contributes in quality management of rice mills. The concept of the current study is drawn from two streams of research, i.e., industrial cluster, and quality management literatures.

Assessment of Total Quality Management Practices in Management College Libraries: An Analytical Study

This study evaluates the extent of total quality practices among the management and professional college libraries. The authors have investigated through a survey based on a structured questionnaire. Data were collected from fifty-three libraries of management colleges using a structured questionnaire in and around Bangalore city. The components of total quality management (TQM) covered in this study are leadership, policy and strategy, staff management, team work, training and development strategy, resources, as well as processes. One-sample ‘t’ test and one-way ANOVA were used to find out the differences between different types of management institutions in their TQM. Results revealed that on the whole the application of TQM was well maintained in the management libraries of Bangalore. TQM application analysis revealed that the policy and strategy component ranked first, followed by resources, team work, staff management, processes, leadership, and the least application of TQM was found for training and development strategy with rank seven. Different types of management colleges did not differ significantly in their TQM applications.

Are quality and innovation management conflicting activities?

It is commonplace to assert that hard components of quality management inhibit innovation. In fact, the relationship between these two activities (quality and innovation management) is complex and, as claimed in this paper, bi-directional. Some recent works suggest that innovative companies are used to change management and therefore would find adopting quality management routines less demanding and less expensive than non-innovative companies. This paper builds on this view and proposes that innovation capabilities linked to certain valuable resources (better conditions) favor the implementation of hard components of total quality management. Innovation capabilities are key dynamic capabilities accumulated over time. In order to capture their complexities, they are modeled in a broad manner including both product and process innovations, as well as R&D and high technological level. For verifying the hypotheses, a random-effect probit model is tested on a large multi-industry panel of Spanish firms. Unobservable individual heterogeneity and time effects are controlled with this approach, which means a noteworthy improvement over previous research. The results strongly confirm the positive link between innovation capabilities and quality management. It is also demonstrated that some resources of the firm facilitate standardization and quality control activities. These findings have important managerial implications. On the one hand, developing innovation capabilities will permit companies to be proactive in the adoption of standardized management systems. On the other hand, quality and innovation departments should cooperate in order to ease the standardization of new products and processes.

Surgeon performance index: tool for assessment of individual surgical quality in total quality management

The surgeon's individual performance is a key component of total quality management (TQM) in cardiac surgery. Early mortality as well as postoperative complications can be stratified in order to develop a surgeon performance index (SPI). In three consecutive annual periods (3703 patients) data of board-certified cardiac surgeons were compared. Risk-adjustment of early mortality and postoperative complications was performed by logistical EuroSCORE (logES). Early mortality (EM), early rethoracotomy for bleeding (ReTh), sternal rewiring for instability (ReWr), and mediastinitis (Med) were assessed. ReTh, ReWr, and Med were weighted according to empiric data: (ReThx2; ReWrx1; Medx3). Surgeon performance index was computed as follows: SPI=(EM/logES+[((ReTh/logES)x2)+((ReWr/logES)x1)+((Med/logES)x3)]/6)/2. Ideal SPI was considered <or=1. SPI of the respective previous period was handed out to each surgeon and discussed by means of a structured dialogue. Patients from each period were allocated to 11 cardiac surgeons. Overall logES of the three periods were 6.6%, 9.1%, and 11.2% respectively; EM 5.7%, 6.6%, 5.6%; ReTh 5.8%, 7.3%, 10.9%; ReWr 2.4%, 1.9%, 1.4%; and Med 0.9%, 1.8%, 1.8%. SPI showed a mean of 0.71, 0.56, and 0.49. Comorbidity increased between periods 1 and 3 significantly whereas early mortality remained rather stable. SPI indicated improvement of the performance of the individual surgeon and a decrease of range and mean of the overall performance. SPI is therefore an effective tool to assess individual surgical quality and serves as an instrument for human resource management and development. Sustainable positive effects on overall performance can be expected.

Surgeon performance index: A tool for assessment of individual surgical quality in total quality management

Aims: The surgeon's individual performance is a key component of total quality management in cardiac surgery. Early mortality and postoperative complications can be stratified in order to develop a surgeon performance index (SPI).

Quality improvement in a publicly provided long-term care system: the case of Norway

To explore the extent to which quality improvement activities are implemented in the Norwegian long-term care system for older people, and to determine if variations in the extent and scope of quality improvement activities are associated with the characteristics of the first-line care leaders, the sector or the size of the municipality. A cross-sectional telephone survey supplemented with information from public records and official municipal websites. Data were organized according to six total quality management components, and a sum score was developed to measure quality improvement. Variations in the extent of quality improvement activities were analysed using multivariate analysis. Thirty-two Norwegian municipalities stratified according to region and population size. Sixty-four first-line leaders in nursing homes and home-based care. A sum score has been used as a measure of quality improvement activities. The unit's quality improvement activities varied by quality improvement components and by municipality. The technical component that requires training in tools and techniques was low; the general components as 'leader's involvement' and 'employee participation' were more common. The size of the populations of the municipalities showed a significant independent association with the scope of quality activities. The six quality improvement components varied from high to extremely low, and the large municipalities had more quality activities than small- or medium-sized municipalities.

Le contrôle qualité interne du diagnostic histologique en anatomie et cytologie pathologiques. À propos d’un vécu de neuf années

Internal quality control (IQC) is a necessary component of total quality management. We report our experience with an internal audit scheme focusing on the histological diagnosis. We outline other strategies of IQC and analyze the causes of errors and ways to prevent them. Some practical guidelines to initiate this type of procedure are presented. Our audit was designed to check the accuracy of diagnosis, the clarity and completeness of the report, the quality of the documents leading to the diagnosis, and the turn-around time. It consisted of a retrospective analysis of 4185 randomly selected cases (representing 2% of all cases), over nine years. The control took place once a week and was done by two pathologists working as a team. The mean time spent by each pathologist was 45 minutes per week. Errors were scored using a 3-level grading scheme depending on their potential harm or impact on patient care. The overall rate of errors was 1.1%, and 0.1% of errors were potentially harmful to the patients. A single case (0.02%), in which a cancer was missed, had a real impact on patient care. Retrospective analysis of randomly selected cases mirrors the overall activity of a surgical pathology department. Nevertheless, each lab has to develop its own strategy of IQC, based on its size, its functioning, and its objectives. Although it may be difficult to initiate quality assurance when medical time is already limited, it is a helpful procedure in a more and more demanding medical and societal context and a pragmatic step towards "culture of quality".

Sustaining quality management implementation in small organisations experiences from quality award recipients

While the use of Total Quality Management (TQM) continues to be high among large organisations, small organisations are still behind in considering such systematic and comprehensive quality efforts. One reason for this might be that many advocates of TQM consider the concept as a fixed entity to be utilised by any organisation independent of size. However, the specific characteristics of small organisations imply a need for a more tailored approach when initiating such considerable organisational changes as TQM. Therefore, further knowledge regarding quality management in the context of small organisations is needed. This paper is based on a multiple-case study and describes quality-related work in a number of small organisations, which have received a quality award for their successful work with TQM. The focus is on how successful small organisations organise their TQM-related activities and components. The TQM implementations were sustained by approaches focusing on external and internal customers, where measurements of external customer satisfaction and employee development, involvement and satisfaction comprised common TQM components. The empirical findings also indicate that small organisations can reach, and sustain, a successful TQM implementation without a thorough and formal organisational structure for quality.

A meta‐analysis of the effect of TQM on competitive advantage

PurposeThe purpose of this study is to integrate findings of empirical studies regarding the effect of total quality management (TQM) on competitive advantage. This purpose is to support building a theoretical model of TQM and its components. These components are: top management commitment/leadership, teams, culture, training/education, and process efficiency; they are grounded in the work of Deming and deduced from three other models offered by Dean and Bowen and Reed et al.Design/methodology/approachThis study employed a meta‐analysis to synthesize results of a sample of 51 studies into, effectively, one database. The meta‐analysis approach is used to establish external validity for the theoretical model of TQM used in the paper. The sample includes studies that were conducted in different countries to provide a comprehensive investigation.FindingsEach individual component of TQM was associated with competitive advantage, that these associations each explain roughly 60 percent of the variability in competitive advantage, and that a 1 point change in an average component score (1‐5 Likert scale) results in at least a 0.1 point change in competitive advantage.Research limitations/implicationsThe strong correlations between the five components, coupled with the limited sample size, made it impossible to fit a competitive advantage explanation model that included all five components with any statistical significance. Thus, it was not possible to determine the relative impacts of the five components on competitive advantage. Moreover, these limitations made the impact of leadership relative to other variables indeterminate, even in two independent variable models.Originality/valueDespite the modest findings, this study provides a link between the theory and practice of TQM efforts and provides direction for future research.

Sustainable quality management: a strategic perspective

PurposeThe topic is restricted to the components of total quality management (TQM), in which a set of values, tools and techniques unites the descriptions of TQM. The purpose of this paper is to discuss the impact on an additional core value of the components of TQM, namely the sustainability of values, tools and techniques.Design/methodology/approachA strategic perspective of sustainable quality management is applied, rather than tactical and operative ones. The term “sustainable quality management” is used.FindingsThe paper contends that quality management (in general) and TQM (in particular) should be scrutinised by stressing the sustainability of values, tools and techniques.Research limitations/implicationsSustainable quality management provides a potential to improve and extend the theory generation and the best practices of TQM in the future. An important area for further research is to examine the extent of sustainable quality management practices beyond the organisational boundaries and traditional channel structures. Sustainable quality management is complex to implement and evaluate.Practical implicationsThe paper provides theoretical and managerial ideas and insights in order to anticipate and avoid the non‐sustainability of TQM practices.Originality/valueOne contribution is a model of a circulation approach to TQM. Another contribution is a model of the sustainability of TQM, which connects and reconnects corporate values, tools and techniques in quality management.

An empirical analysis of customer-oriented service activities in the Taiwanese public sector

This paper investigates the performance of customer-oriented service activities in the Taiwanese public sector. Customer orientation is one of the most important components of total quality management (TQM). Although TQM has been popular in manufacturing industry since 1980, the suitability of using it in the public sector has been debated for years. However, no empirical studies have been conducted in this area. The present study uses a customer-oriented service-enhancement system (COSES) model (Chen et al. 2004) as a conceptual framework to investigate 24 Taiwanese public agencies. The study reveals significant performance gaps among the five phases of the customer-oriented service system. Because the linkage of the performance gaps looks like a big bird flying, the present authors refer to this phenomenon as ‘roc flying’. The implications of these findings are discussed in the paper.

Components of successful total quality management

Purpose – According to the literature, quality management consists of a set of components: critical factors, tools, techniques and practices. The purpose of this paper is: to identify the components of total quality management (TQM), in order to make them known to managers and thus facilitate successful quality management implementation, and to show the situation of 106 ISO 9000 certified firms concerning these components.Design/methodology/approach – In order to achieve this objective, a literature review and a survey based on 106 ISO 9000 certified firms in Spain were developed.Findings – The results reflect that certified firms must develop their people orientation 1and use techniques and tools to a higher extent in order to progress towards total quality.Originality/value – The value of the paper is point out which TQM components are important to successfully implement TQM and identify the situation of these components in ISO 9000 certified firms in a particular area.

Relationship between TQM and innovation: an empirical study

It is generally acknowledged that organisations need to be innovative in order to survive and prosper. Some advocates of total quality management (TQM) have suggested that it provides the necessary platform for inculcating innovation in organisations. Intuitively, TQM components involving sound and effective practices on leadership, customer focus, relations with suppliers, employee inter‐relationships, information/communication systems and management of processes and products do appear to enable organisations develop culture of innovation. A robust TQM‐innovation relationship appears to be conceptually plausible, but little empirical evidence has so far been offered to support this proposition. In this paper, this relationship is explored. Empirical data were taken from a survey of 418 Australian manufacturing organisations. Structural equation modelling technique was used for statistical analysis. Results show that there is insufficient statistical evidence to suggest that TQM is related to innovation. There could well be a more complex relationship between these concepts.

Multi-attribute decision model for assessing components of total quality management

Continuous improvement is an imperative for being competitive. The studies show that total quality management (TQM) is an effective tool for continuous improvement. The literature on quality management shows that there is need of a model which can compare the industries on the basis of components of TQM. This paper describes the multi-attribute decision model using the analytic hierarchy process for the assessment of the quality status of industry.

脳卒中とクリティカルパス・ガイドライン 脳卒中クリティカルパスの現状

The use of critical pathway is becoming increasingly important in acute stroke therapy. Rehabilitation in the recovery stage could be done in the specialized rehabilitation hospitals within Kumamoto according to inter-hospital cooperation. Our acute stroke team can concentrate on the treatment of stroke in the acute stage (within 2-3 week from the onset). We have been developing this stroke management system based on an acute stroke unit with referral to a rehabilitation unit in other hospital (inter-hospital referral model) in con-trast to the conventional system with a combined acute and rehabilitation stroke unit in a single hospital (intra-hospital referral model). Our outcome of critical pathway for stroke is not only discharge to home but also transfer to a rehabilitation hospital.After the introduction of 3 types of critical pathway dedicated for various severity of acute ischemic stroke in 1995, the average length of hospital stay of both stroke and non-stroke patients declined from 30.0 days (1993) to 23.3 days (1995), and 13.9 days (2000) in our department. Now we have 5 types of stroke criti-cal pathway.Critical pathway increased quality of care, and contributed to integrated multidisciplinary collaborations among various specialist, nursing and other paramedical personnel. Critical pathways should be viewed as components of total quality management. They should not be allowed to restrict the patient's or physician's choice of interventions, they should not inhibit in any way innovation or the introduction of novel methodologies. Yet, critical pathways generate a pressure on every member of the acute stroke tam, a sense of negative entropy constantly urging a move toward a higher level of excellence and quality.The reduction of length of hospital stay was achieved by the use of critical pathway and the inter-hospital cooperation.

WHY FIRMS SEEK ISO 9000 CERTIFICATION: REGULATORY COMPLIANCE OR COMPETITIVE ADVANTAGE?

Proponents of iso 9000 certification claim that it is a low‐cost signal of a firm's commitment to quality and a meaningful component of total quality management (TQM). Critics claim that it has little relation to TQM and is a tariff on international trade. We test the hypothesis that firms obtain ISO 9000 certification to comply with government and customer demands by estimating a probit model of the certification decision. The results support the view of proponents of ISO 9000. After controlling for regulatory and customer pressures to obtain ISO 9000, other factors related to quality management and quality‐based competition explain the adoption decision.

Hospitality service quality and the role of performance appraisal

This paper overviews the human resources processes and their relationships with service quality (SQ) and total quality management (TQM) in a hotel setting. More importantly, this research presents a new model for the hospitality SQ measurement that incorporates hotel employees’ performance into the SQ level measurement. This new SQ for customer satisfaction model, in turn, can be integrated directly into the hospitality TQM operation since SQ is a basic component of TQM. This new model prevails over the traditional SQ models on several areas. First, the new model is more comprehensive. Also, the new model reflects the actual SQ situation better. Moreover, the new model fits the TQM concept better as both TQM and staff performance aim at continuous improvement in which the former steers towards continuous improvement of each process whereas the latter directs towards continuous improvement in performance.