Total Quality Management Elements Research Articles

A survey of TQM practices in the Malaysian electrical and electronic industry

Total quality management (TQM) is one of the key approaches towards realizing the goal of meeting customer satistaction. Besides efforts for quality improvement by large companies, many small and medium-sized enterprises (SMEs) have also pursued their quality improvement effort, but mostly through the ISO 9000 certification route. Few of these SMEs have actually implemented a total approach using the TQM philosophy. This paper relates to a survey conducted to investigate the level of practice on TQM elements and to find the most critical factors perceived by the SMEs. A questionnaire was sent to 248 companies in the electrical and electronics sector in Malaysia, which resulted in a response rate of 24.2%. Attempts at finding significant differences between small and large companies' quality practices were made and revealed that there was a significant difference between the TQM practices of large and small companies. Management leadership, continuous improvement system and education and training proved to be rated among top priorities for successful implementation by large companies, compared with SMEs. However, supplier quality management was found to be the least implemented criteria by both large and small companies. This indicates that a much greater emphasis must be given on supplier management in future quality improvement programmes. The study has highlighted the importance of TQM adoption in SMEs to meet future challenges in realizing the vision, of world- class organizations. Engineering innovation must not be limited to 'hard technology' alone but should incorporate advanced manufacturing management techniques to sustain the improvement efforts and in meeting the long-term needs of the nation. Further studies can be made focusing on other types of industry in Malaysia, such as automotive, metal-based, and food processing, etc, to allow for a more comprehensive TQM framework to be built upon to meet the needs of SMEs in their drive towards a total quality organization.

An innovation diffusion model of TQM implementation

Researchers and practitioners have acknowledged the need to understand causal relationships among various elements of total quality management (TQM). In this paper, the authors model TQM as an organizational innovation. Using the innovation diffusion perspective from the information systems and organizational innovation literature, they theorize that TQM implementation translates top management's quality intent into plant-level operational performance through a four-stage process of adoption, adaptation, acceptance, and use. The top management adopts the TQM philosophy in the first stage. This commitment influences the adaptation of the organizational members' ability and attitude to the new quality management philosophy. In the acceptance stage, the organizational members demonstrate acceptance of the new quality focus through cooperative teamwork, relationships with suppliers, and quality-related learning. The diffusion of the new philosophy is confirmed through routinization of core quality improvement through effective design, tracking, assurance, and improvement of quality. The four-stage transformation process leads to plant-level measures of product and process quality. The authors tested this framework on a sample of 407 plants in the automobile parts suppliers industry and found good support for the model. Their results suggest that firms should ensure appropriate technical and behavioral preparation of employees and suppliers before and concurrent to actual TQM implementation. Furthermore, the results also suggest that firms should implement TQM in an integrated fashion covering all sociotechnical elements detailed in their framework. Implications of these findings for TQM practice and research are discussed.

An empirical investigation of approaches to new work practices

Analysis of the total quality management (TQM) and related literature leads to the conclusion that firms introduce TQM principles and practices using different overall approaches. It is argued in this paper that these approaches or modes can be characterised as strategic, philosophical, selective adoption and continuous improvement. The purpose of the paper is to examine the applicability of this taxonomy in a number of companies actually introducing elements of TQM. The research presented is based on one segment of the Irish automotive component manufacturing industry, comprising five firms, which was examined using a case‐study design. The empirical data includes general information from preliminary interviews within academia, consultancy and government agencies, as well as particular, in‐company interviews and plant tours. The findings suggest that firms can have both a main and a subsidiary approach to introducing TQM and similar practices, and that these approaches may relate to internal and external aspects of firm relationships.

The impact of design management and process management on quality: an empirical investigation

AbstractDesign management and process management are two important elements of total quality management (TQM) implementation. They are drastically different in their targets of improvement, visibility, and techniques. In this paper, we establish a framework for identifying the synergistic linkages of design and process management to the operational quality outcomes during the manufacturing process (internal quality) and upon the field usage of the products (external quality). Through a study of quality practices in 418 manufacturing plants from multiple industries, we empirically demonstrate that both design and process management efforts have an equal positive impact on internal quality outcomes such as scrap, rework, defects, performance, and external quality outcomes such as complaints, warranty, litigation, market share. A detailed contingency analysis shows that the proposed model of synergies between design and process management holds true for large and small firms; for firms with different levels of TQM experience; and in different industries with varying levels of competition, logistical complexity of production, or production process characteristics. Finally, the results also suggest that organizational learning enables mature TQM firms to implement both design and process efforts more rigorously and their synergy helps these firms to attain better quality outcomes. These findings indicate that, to attain superior quality outcomes, firms need to balance their design and process management efforts and persevere with long‐term implementation of these efforts. Because the study spans all of the manufacturing sectors (SIC 20 through 39), these conclusions should help firms in any industry revisit their priorities in terms of the relative efforts in design management and process management.

Developing a model of quality management methods and evaluating their effects on business performance

From an extensive review of the total quality management (TQM) literature, a model of quality management methods (QMMs) was developed. The model has 83 QMMs which are categorized by the 11 TQM elements they primarily aim to improve. Ten manufacturing companies which were renowned for quality management in the Netherlands were selected for investigation of how they practically implemented the model of QMMs and what the effects of QMMs were on business performance. A structured interview technique was employed for data collection. It is concluded that: the model of QMMs can be used to assess an organization's strengths and weaknesses with regard to its use of QMMs; different companies have employed different QMMs on the basis of their own requirements; QMMs really have positive effects on product quality; and TQM has much better effects on overall business performance than ISO 9000.

An instrument for measuring total quality management implementation in manufacturing-based business units in India

Total Quality Management (TQM) is an integrative management philosophy aimed at continuously improving the quality of products and processes to achieve customer satisfaction. The TQM literature is replete with practitioner oriented 'do-everything-right' articles and case studies. There is no complete agreement on operating system elements of TQM. The objective of this paper is to describe an empirical research on the development of an instrument for TQM implementation in business units in India. Through a detailed analysis of the literature, this research identified 150 measures of quality management. After a pre-test, 111 measures were used to develop a questionnaire. These items were empirically tested by data collected from 50 respondents. A factor analysis uncovered ten underlying dimensions of TQM with a total of 106 items. These factors and items were found to be reliable and valid.

Impact of Total Quality Management on Work Environment Dimensions: An Empirical Study in the Public Sector

The integration of Total Quality Management (TQM) and human factors has received increasing attention. In particular, the question of how TQM affects macroergonomic issues such as work environment dimensions (i.e. organizational design and culture) needs to be addressed. To this end, this study examines how TQM elements, as defined by the Malcom Baldridge Award, affect four work environment variables. The work variables, Supervisor Support, Task Clarity, Task Orientation, and Innovation, were selected for their theoretical relationship to TQM. Overall, the results indicate that as a group the TQM elements significantly predict the four work environment dimensions. Specific relationships between individual elements of TQM and the work environment dimensions are discussed, and directions for future research are proposed.

An Inclusive Democratic Polity, Representative Bureaucracies, and the New Public Management

Public administration scholars separate over whether the public bureaucracy of the democratic polity ought to be the starting point of public administration scholarship. Dwight Waldo (1948). John J. Kirlin (1996), and Vincent Ostrom (1997) among others, have argued that the democratic polity needs preference and that focusing predominantly on improving efficiency of administrative processes can in fact harm the very polity that such improvements are supposed to help. Procedural due process, substantive rights, equity. and protection of minority rights as well as equal opportunity arid equality among citizens are values that have precedence over efficiency. They argue, and I agree, that a particular public bureaucracy or administrative structure is embedded within a particular political socioeconomic system. If the result desired is an inclusive, democratic polity, then these organizations ought to be grounded in theories, assumptions, and understandings of reality that advance knowledge of, and give direction toward, attaining such a polity. Grounded in rational choice and public choice and containing elements of Total Quality Management (TQM), the New Public Management (NPM) seeks to offer more efficient mechanisms for delivering goods and services and for raising governmental performance levels. Such a goal would appear to be highly commendable and desired by all citizens. As Parsons, Merrick, and Watson (1996, 26) in their study of Deep South mayors note, social contract, in large part, is about the equitable distribution of city resources. The Civil Rights Movement concerned equal services in terms of sewers, paved roads, and street lights as well as equality in voting, jobs, and education. The purpose of this article is to examine the implications of the new public management movement for representative bureaucracies and the development of an inclusive democratic polity. In examining these matters, I will first define an inclusive democratic polity and examine the extent to which the theory and assumptions that undergird the New Public Management are likely to provide guidance to those implementing it should they wish to promote an inclusive democratic polity. Since the NPM is largely derived from rational choice and public choice theories, I will focus primarily on them. However, I will also note briefly how TQM has modified these theories. After assessing these theoretical issues, I will then discuss the meaning and rationale for a representative bureaucracy. Once these basic concepts are articulated, I will suggest how a representative bureaucracy might assist in resolving the problems facing the NPM as the result of trying to apply private sector and market concepts to the public sector. Advancement of an Inclusive Democratic Polity Basic Definition Stated most simply, an inclusive democratic polity is one that provides all its adult, mentally competent citizens with full rights, duties, and responsibilities and a sense of belonging as an equal partner entitled to the benefits and burdens society offers. It is a political entity that consciously strives for human development, dignity, liberty with responsibility, and justice for all. It is an open society grounded in action research and evolutionary learning in which relationships and dynamic contexts matter as well as individuals and groups. In the United States this society needs to work within the framework of the U.S. Constitution and a republican form of government. It is a society in which the people share, as Alexis de Tocqueville, Vincent Ostrom, and Harold Lasswell have suggested, a body of common knowledge grounded in a shared community of understanding with a degree of trust in each other and in the political system, of which the government is an important but not the total part. There is also basic clarity about the place: its material conditions, technological levels, and the nature of national goals. …

A model for institutionalizing TQM in a state government agency

Reports that pressures to address citizens’ needs amid growing financial constraints have led government agencies to consider adopting total quality management (TQM) philosophy as a change agent in the public sector. Examines one state agency’s attempt to institutionalize TQM and explores the effectiveness of TQM implementation in the agency by assessing the perceptions of management and employees. Also, offers a conceptual model that identifies TQM elements essential for success in both implementation and post‐implementation phases in all federal, state, and local government agencies. Believes that by examining the TQM elements identified in the model (internal/external environment, learning, and teamwork), public administrators can anticipate opportunities, avoid barriers to change, and improve agency performance.

The values of TQM in the revised ISO 9000 quality system

Assesses the latest revisions to the ISO 9000 quality system, which seek to embrace the principles of total quality management (TQM) more closely. Highlights some of the TQM elements introduced into the system, such as: quality improvement; management commitment with a greater emphasis on executive roles; operational processes showing linkages to the overall system; and customer satisfaction. Compares the advantages and disadvantages of the two systems and discusses the practicality of the revised ISO 9000 system as a highway to TQM.

Sustaining a process of continuous improvement: definition and key factors

Attempts to define what is meant by sustaining total quality management (TQM) and identifies three key features: individual TQM elements, the overall process of improvement, and holding of the gains made. Suggests that the improvement efforts of an organization should be classified into these three features. Concludes that these three features will hopefully improve the diagnostic process and guide management in deciding on forms of action.

The application of total quality management to software development

Quality is an important issue for software development. Total quality management (TQM) has been suggested as a solution to software quality problems. The key elements of TQM as it has evolved over the last ten years are identified and examined in relation to software development. Discusses some of the adaptations to TQM needed to address the specific nature of software quality. Concludes that TQM can provide a framework to integrate many of the current approaches to software quality, resulting in technically correct systems which solve customers′ business problems.

Reactivating higher education with total quality management: Using quality and productivity concepts, techniques and tools to improve higher education

This paper considers the ways to reactivate higher education by, in particular, applying the key concepts of total quality management (TQM ) to education. The key elements of TQM in education are: leadership, education and training, organizational climate, customer service, scientific methods and tools, meaningful data and team problem-solving. These can work successfully in a college or university just as they have in manufacturing or service organizations. The results that can be expected from implementing TQM are also discussed.

Employee reactions to JIT manufacturing practices: a two‐phase investigation

Describes a two‐phase quantitative investigation of the effects of the introduction of just‐in‐time (JIT) manufacturing practices on shopfloor work. Results show that the introduction of product‐based manufacturing, incorporating strong elements of total quality management (TQM), was associated with: increases in employee autonomy; increases in some job demands; and no change in measures of social climate and employee wellbeing. The later introduction of core JIT practices and associated layout changes were associated with: no change in existing levels of employee autonomy and job demands; statistically significant increases in collective autonomy over the timing of group tasks; positive changes in group climate measures and increases in levels of job satisfaction. No change in employee strain was observed following either phase of shopfloor reorganization. Suggests that reductions in employee autonomy, increased production pressure and employee stress are not universal concomitants of JIT manufacturing.

The 'pros' and 'cons' of total quality management for smaller firms in manufacturing: Some experiences down the supply chain

This paper considers the implications of the total quality management (TQM) approach to competitiveness for smaller firms in manufacturing. The core elements of TQM are identified from the literature and evaluated in the light of the experiences of smaller companies drawn from Birmingham region second-tier component suppliers. It is argued that the small firm environment can be propitious for implementing many of the central tenets of TQM relating to human resourcing, which rely upon leadership and workforce involvement in building a new quality culture within an organization. However, other barriers need to be recognized, particularly those relating to financial and technical resourcing, which can be important inhibitors to achieving anticipated benefits from the TQM approach.

A TOTAL QUALITY MANAGEMENT‐BASED INCENTIVE SYSTEM SUPPORTING TOTAL QUALITY MANAGEMENT IMPLEMENTATION

Although there have been many cases of total quality management (TQM) success, embracing TQM does not always lead to performance improvements. Many companies resist the changes in organizational processes such as compensation and performance appraisal systems that are required to link TQM efforts to bottom‐line performance. We present the basic structure of a TQM‐based compensation system that can provide incentives based on a variety of performance measures, including an explicit incentive for the reduction of variability in product variables. As a result, this approach encourages the continuous improvement central to the TQM philosophy, rather than serving as a disincentive for such improvement as do many traditional compensation systems. The set of performance measures can be adjusted periodically to focus on those measures deemed most likely to yield significant increases in customer satisfaction, further supporting the core elements of TQM. The approach is described using examples from the paper manufacturing operation where it has been successfully implemented. A longitudinal analysis of several performance measures is used to demonstrate the effectiveness of the new compensation system.

Overcoming the Inadequacies of Performance Measurement in Local Government: The Case of Libraries and Leisure Services

The key to meaningful advances in performance measurement in local may lie in meeting public interest challenge. In this case, challenge will be met not only by formulating measures that address public interest but, perhaps more critically, by reporting measures that capture public interest. Advocates of improved performance measurement in local have long emphasized importance of suitable performance yardsticks for municipal functions in lieu of private sector's bottom-line measure of profit or loss. Absent a marketplace barometer of product value and customer satisfaction, well-conceived measures of municipal services would nevertheless offer a gauge of progress or slippage over time--and perhaps even a gauge of performance adequacy relative to targets, standards, or comparison jurisdictions. A scorecard that could provide such would be as vital to public sector success as it is in any other endeavor where evolving strategies are predicated on knowledge of whether one is winning or losing (Hatry, 1978; 28; Hatry et al., 1992; xv, 207). For many years, measurement proponents have urged local governments to report not only how much they spend, but also how much work they do, how well they do it, how efficiently, and, ideally, what their actions achieve. Advocates have promised that more sophisticated measurement systems will undergird processes, better inform resource allocation decisions., enhance legislative oversight, and increase accountability. The call for improved performance measurement, heeded by some local governments but unheeded by many others, has been taken up by a series of new voices throughout this century with only minor variations in fundamental message. Among recent developments have been resolutions passed by National Academy of Public: Administration (NAPA) in 1991 and by American Society for Public Administration (ASPA) in 1992 encouraging performance reporting (Epstein, 1992), and declaration of Governmental Accounting Standards Board (GASB) that information about service efforts and accomplishments (SEA) is an essential element of accountability and that such should have a place in general purpose external financial reporting (Hatry et al., 1990; v; GASB, 1992; iii; GASB; 1994; 1-3; Wholey and Hatry, 1992). Despite growing momentum in support of performance measurement and even recent legislation requiring measurement at federal level and in some states,[1] as yet no decree has forced broad compliance at local level. Moreover, even where legislative mandates seemingly have settled debate, issues of performance measurement defy solution and remain controversial. Measurement, in fact, recently has been labeled as one of the big questions in public (Behn, 1993). What may prove distinctive and perhaps decisive in current wave of performance measurement advocacy is recently attenuated focus on citizen--both as a consumer of performance measurement reports (Hatry et al, 1990) and as a source of input for performance measures (i.e., as an evaluator of adequacy of particular services or as a judge of overall local performance [e.g., Miller and Miller, 1991]). The recent surge of interest in service quality and in satisfying citizen-customer, key elements of total quality management and reinventing government movements, may prove to be a major boon to a reintensified focus on performance measurement (e.g., Cohen and Brand, 1993; Osborne and Gaebler, 1992). A half century ago, Clarence Ridley and Herbert Simon (1943) identified citizens, along with managers and city council members, as key beneficiaries of improved performance measurement. With proper measures, they suggested, citizens would have a simple yardstick by which to gauge whether they were getting efficient or inefficient government (Ridley and Simon, 1943; ix). …

Putting Total Quality Management Theory into Practice

In the 1990s total quality management (TQM) is regarded as being able to provide a competitive advantage. TQM concerns two areas: the quality of the product and service, and the quality in the way things are done. Bristol-Myers Squibb's existing European clinical supplies storage, distribution, return, and destruction process will be examined, relating the elements of TQM to the currently used process. This includes defining needs and requirements, identifying steps and mapping the process, establishing performance measures, and using problem-solving techniques to continuously improve the existing process. Finally, results will be evaluated and new improvement opportunities to continually provide quality service to the (internal) customer, as he is the final judge of quality, are sought.

Value‐added Leadership

Leadership is an important element of total quality management (TQM). Organizations spend considerable time and money looking outside for the latest in leadership technique. Value‐added leadership suggests organizations also identify and reinforce existing observable leadership behaviours which are already contributing to innovation and high quality performance. Quality is enhanced by at least four categories of those commonly practised but transparent value‐added leadership behaviours: self and others; awareness and choice; focus and integration; and innovation and action taking. Identifying and institutionalizing these “already paid for” value‐added behaviours can be an important contribution to overall TQM efforts. Make leadership choice not chance a factor in your organization’s quality quest.

A PARTNERSHIP BETWEEN THE DALLAS COUNTY COMMUNITY COLLEGE DISTRICT AND TEXAS INSTRUMENTS: USING TOTAL QUALITY MANAGEMENT TO REINVENT WORKFORCE PREPARATION

As public and private sector organizations work to remain viable, many seek to reinvent themselves to remain competitive in constantly changing markets. In such an environment, community colleges are required to closely examine their own programs serving business and industry to ensure that they remain appropriate. This article describes the elements of a new partnership between the Dallas County Community College District and Texas Instruments that draws on the concepts and processes of total quality management (TQM). It traces the evolution of the relationship between the college and the corporation from a more traditional interaction, relying on informal contact through an advisory committee structure, to a true collaboration between the two organizations that requires regular planning development sessions. The analysis concludes with a consideration of how this more formal partnership conforms to each of the seven areas the Baldrige Award identifies as essential in the implementation of TQM and with a description of the important lessons that can be learned by a community college that incorporates these TQM elements into its dealings with business. Such a partnership has the net effect of significantly improving—and in key ways reinventing—cooperative efforts to prepare the workforce.