Development Of Total Quality Management Research Articles

The development of total quality management in Thai manufacturing SMEs

Total quality management (TQM) has been applied widely in developed countries, and now appears to many as a precursor of the broader concept of business excellence. By contrast, in developing countries ISO 9000 series standards have been the focus of quality management development, and TQM is a new and challenging concept. TQM companies are rare, and with few exceptions are subsidiaries of larger multinational organisations. Examines the progress of four Thai SMEs attempting to implement TQM over a two‐year period, assisted by a facilitator and a “model company”. Relevant literature is briefly reviewed and issues of particular relevance to SMEs discussed. The efforts, problems, barriers and progress of the companies are described. The relative success of the companies was found to be related in large part to management and information issues, which are discussed.

The Strategic Dynamics of Total Quality Management: A Grounded Theory Research Study

The aim of this article is to describe the development of total quality management (TQM) models using a grounded theory research methodology where a key part of the methodology is a longitudinal study. The models seek to capture the development of quality within organizations over time and thus to contribute a dynamic perspective.Much of existing literature on longitudinal TQM development in organizations is anecdotal and descriptive, without any obvious theoretical base. This article seeks to help fill the void by examining organizational practice with the view to develop underpinning theoretical models through grounded theory research.The article describes five models, which can be combined to describe the effective development of TQM within an organization. The models include TQM environment, TQM life cycle, the key points of TQM application, the strategic application of TQM, and the strategic application of the business excellence model (BEM). The case study is used to illustrate the application of the models in a dynamic situation.

The development of total quality management in Qatar

Presents the key findings of a study into quality practices of a number of organisations in one of the Arab countries, Qatar, which is recognised as one of the leading liquefied natural gas‐exporting regions since its reserves of gas represent about 7.4 per cent of the world total. The purposes of the study were to assess: the awareness, the understanding, the progress of, and reasons for the implementation of ISO 9000 and TQM; the obstacles encountered in TQM implementation; and the knowledge and/or practices of TQM related activities. The information was gathered using a questionnaire. The participating organisations, of which there were 143, ranged in size from large to small and came from the manufacturing, services and public sectors. The analysis of the survey data concluded that although there was a high level of enthusiasm regarding the practice of, or the need for, quality initiatives in the country, they were a long way behind those of Western organisations. Many reported an interest in ISO 9000 but due to a lack of understanding of the standard, it was often considered to be a quality model. The awareness and understanding of TQM was at a very low level and the main TQM success factors were not well‐known and practiced. Interest at the time was centred on ISO 9000 certification.

OBM and Quality Improvement Systems

ABSTRACT A review of the empirical OBM literature on quality improvement systems in organizations serving persons with developmental disabilities (DD) suggests the current literature offers a small but growing number of studies of large-scale, long-term, applications of behavioral supervision to improve targeted areas of staff performance. One conclusion offered is that it may be possible to expand the scope of OBM interventions in DD organizations by integrating OBM into the development of total quality management (TQM) approaches to quality improvement. To illustrate how such an integration might be accomplished, the current paper discusses OBM research in four areas that are important in implementing TQM (organizational systems analysis, team effectiveness, measuring consumer responses, and data analysis). Recommendations for practice and future research in OBM within DD organizations are discussed.

System building and implementations of TQM in Greater China: an overview

This paper examines the recent quality movement in Greater China and the development of total quality management (TQM) since the 1980s in the following three aspects. First, China is determined to upgrade quality management at the enterprise level by a top‐down approach. The efforts of the PRC Government in establishing quality systems to comply with international standard is reviewed. The Provisional Total Quality Management Guide for Industrial Enterprises and the GB/T 19000 standard (the Chinese version of ISO 9000) for national standards and quality certification are examined. Second, at the implementation level, the development of TQM and other quality systems is found to be less than satisfactory. A brief review of major empirical studies regarding TQM practices in China’s state‐owned enterprises and collective‐owned township enterprises is carried out. Third, TQM practices in Hong Kong, a Chinese market‐oriented economy, are reviewed and compared with those in China to explore any possible implications emerging from the political integration of these two regions in 1997.

The impact of total quality management on the purchasing function: Influences and implications

This paper makes the case that the role and activities of the purchasing function in an organisation will be affected by the introduction and development of Total Quality Management (TQM). The impact of TQM on procurement operations is an interesting areas of study and one which has had little examination and exposure. A four-part categorisation of: supply market, changes in culture and organisational changes in purchasing, economics and costs, and a revised role for purchasing has been developed to reflect these various influences. In presenting the details of a case study the ways in which such changes have been perceived, introduced and implemented are examined.

Is total quality management really unique?

The main proposition of this paper is that the principles commonly accepted as defining total quality management (TQM) are not unique to TQM but are part of many other organizational change initiatives or generally accepted 'good' management practice. The paper traces the development of TQM and the concept of management 'fads', and describes the development and definition of a number of approaches: world class manufacturing, guru theory, continuous improvement (CI), business process re-engineering (BPR) and human resource management. These approaches are then compared with each other and with the principles and practices of TQM. It is concluded that 'customer focus' is a key element of all approaches, as is 'commitment' and 'involvement' of all employees, although this is interpreted in various ways. TQM is not as unique as some of its proponent's claim, with its emphasis on processes shared with BPR, and CI one of its basic principles, although its development from the mathematical foundation of quality ...

The long haul: sustaining TQM at British Steel Teesside Works

Examines the factors which underpin the success of total quality management (TQM) initiatives. Uses data drawn from an in‐ depth, longitudinal case study of British Steel Teesside Works. Provides information on the background to the case study and an overview of the historical development of TQM. Evaluates TQM’s contribution to organizational success against five main criteria: health and safety; environment; efficiency; supplier management; and changing organizational culture and employee attitudes. Concludes by discussing the key factors in the sustaining of TQM in the case organization.

Total quality management transfer to small and medium industries in Malaysia by SIRIM

In today's economy, competition is greater than ever. For small and medium industries (SM Is) to continue to survive and grow, the quality of their goods and services is of paramount importance. Many SMIs are working very hard to achieve good quality goods and services, and using them as competitive advantages in their business. In the 1990s, there are two main aspects of quality that capture the attention of most businesses in the world: how to satisfy customers better and total quality management (TQM). M uch publicity and many publications can be found on these two subjects. In 1992, the Japan International Cooperation Agency (JICA) sent a study team headed by Mr M. Sakanashi of UNICO International Cooperation to study the quality improvement programme in Malaysia. A report was published in January 1993 with recommendations for SMIs. This paper uses the report findings as a starting point and attempts to survey the current thinking and development of TQM. The rationale for trying to achieve TQM through...

A model of excellence for total quality management: LETQMEX

AbstractIn modern day business, it is well recognized that in order for companies to continue to survive and grow, the quality of their goods and services is of prime importance.In contemporary management in the 90s, total quality management (TQM) is a proven approach for success. It is applicable to manufacturing, services and public sectors.This paper explores what is so special about TQM and develops an excellence model based on some proven approaches adopted by the Japanese in particular. It looks at the current thinking and development of TQM. It discusses the relationship between continuous improvement and TQM.

Application of Team Concept to Initiate and Develop TQM

The success of total quality management (TQM) largely depends on all members of an organization accepting the philosophy and principles of TQM. TQM will be more readily accepted if all personnel participate in developing, implementing, and evaluating TQM. In a large organization, simultaneous active participation by all personnel is not practical but can effectively be attained by establishing problem-solving teams. These teams enable experienced members to demonstrate technical, communication, and leadership skills while they provide inexperienced members an opportunity to build and develop those skills. This paper addresses the application of the team concept by a multidisciplinary architectural/engineering firm in the initiation and development of TQM in three ways: to perform a self-analysis and define specific issues adverse to quality; to establish the operating procedures for the program; and to resolve the issues identified by the analysis. Involving everyone in the process of continual improvement through the team concept provides a better understanding of the TQM process.

Total quality management development in Singapore

A survey of quality assurance managers was conducted to assess the state of development of total quality management (TQM) in Singapore. Their responses were then related to the dimensions of the TQM philosophy. From their perspective, the responses were varied, some good and others less encouraging. Some pertinent conclusions from the survey suggest that large companies, in particular multinational corporations (MNCs), are more exposed to, aware of and consequently more likely to implement and practise this form of management. Also, TQM is found to be more actively pursued among companies in the manufacturing sector than in the service industry. These and other responses, and their implications, are outlined and discussed in this paper.

The Implementation of Environmental Management Systems and BS 7750: A TQM Approach

Argues that a company‐based environmental management system is no longer an option. Its stance is that much can be learned from the experiences of the development of total quality management and that central to any system has to be the notion of a continuous cycle of improvement. Lays out a possible organizational structure of an environmental management system and discusses the stages to the development of that structure and the important characteristics of the system. Discusses links to quality systems and in particular to BS 5750, along with an overview of BS 7750. Identifies critical success factors in the operation of the environmental management system.

An Interview with David O′Neill

IJHCQA interviews David O′Neill, focusing on his opinion of the development of total quality management in Trafford Health Authority.

Human relationships—the key to total quality management

Total quality management has been described as a way of life for an organization committed to customer satisfaction through continuous improvement. Human resources play a key role in the implementation process of total quality management. In this paper the author discusses the relationship between the human factor and the development of total quality management.

Education, training, research and consultancy—the way forwards for total quality management

In this paper the author discusses the role of education, training, research and consultancy work for the development of total quality management

Total Quality Management: myth or miracle?

Japan and the United States started their development of Total Quality Management (TQM) in the 1950s and 1980s respectively and have established their TQM way of life from two different routes. The United Kingdom, way behind along with most of Europe, is now trying to catch up and establish their own brand of Total Quality Management in order to compete with the rest of the world. Future emergence of the large single European market in 1992 has given the Europeans impetus to embark on the quality improvement process for achievement and sustained growth in the future. This paper first of all highlights the routes taken by both Japan and the United States for the achievement of their quality goals and then discusses the United Kingdom's TQM approach for survival in the European and world markets.