Total Quality Management Strategy Research Articles

The implementation of TQM strategy in Egypt: a field‐force analysis

This study aims to explore the critical resisting and driving forces that inhibit or promote the implementation of total quality management (TQM) strategy in Egypt, in an attempt to determine whether TQM can be implemented effectively in this developing country. The domain of empirical study is the Egyptian ex‐public manufacturing firms. A mail questionnaire was used to collect the required data. A force‐field analysis was used for identifying the salient factors affecting TQM implementation in Egypt. Surprisingly, the findings indicated that forces that promote or prohibit TQM implementation obtained in one developing country might be generalizable to another less developed country. The investigation identified some driving forces that promote the implementation of TQM strategy by the Egyptian manufacturing firms. On the other hand, the investigation identified some roadblocks that prohibit the implementation of TQM by manufacturing firms. Managerial implications for the successful implementation of TQM are provided, and finally avenues for further research are recommended.

Quality Improvement Strategy in the Electricity Supply Industry

This paper introduces a novel strategy of total quality management (TQM) in the electricity supply industry (ESI) in order to achieve quality improvement. Statistical process control tools, such as control charts, cumulative sum charts, correlation coefficients, and scatter diagrams are introduced to analyze the stability and capability of attributes and variables data affecting the quality of real power and reactive power supply. Also Taguchi's technique is applied for quality improvement of the ESI process. The designed TQM technique demonstrates the quality state of power process in the Hellenic ESI. More specifically, the quality condition, relationship, and capability of frequency and voltage are examined, before and after the installation of flexible AC transmission systems devices in the northeastern Hellenic system.

TQM implementation in a public sector entity in Fiji

In recent years, many companies have adopted the total quality management (TQM) philosophy for achieving organizational excellence. The paper reports on the findings of a case study concerned with appraising TQM practices in the Housing Authority of Fiji (HA). The HA has been set up to provide affordable shelter and mortgage finance for low and middle‐income earners in Fiji. Data collected suggest that following the global trend, as well as being consistent with the government’s recent public sector reform policy, TQM systems at the HA made the organization more effective and efficient. The organization was preparing itself to be corporatized. The case study reinforces previous claims that suggest that an organization may adopt a TQM strategy to promote both “institutional” and “quality” cultures.

TQM strategies in a developing economy

This study investigated the total quality management (TQM) strategies of Nigerian companies with regard to emphases on dimensions of TQM strategies, the impact of environmental factors on TQM strategies, and the empirical relations of TQM strategies, impact of environmental factors on TQM strategies, and measures of organizational performance. Using a survey research methodology, it was found that most dimensions of TQM strategies witnessed reasonable levels of emphasis, and the impacts of environmental factors on TQM strategies have been substantial. Statistically‐significant empirical relationships were established between most dimensions of TQM strategies and measures of performance. The findings have support in previous normative and empirical studies. Suggestions were made with respect to replicating the study in specific Nigerian industries and some developing African countries that have embraced the structural adjustment programme.

Human Resource Management, TQM, and Firm Performance in Small and Medium-Size Enterprises

This study analyzes the moderating effect of two key human resource practices on the relationship between organizational strategy and firm performance. In a sample of 66 small to medium-sized manufacturing firms we found that a total quality management strategy was most effective when supported by significant training and group-based incentive compensation. This result is discussed in light of the current debate in the field about “best practice” versus “fit” models of human resource management and business strategy.

A quality management intervention to improve clinical laboratory use in acute myocardial infarction

To assess the effect of a total quality management (TQM) approach on the appropriateness of clinical laboratory testing of patients with acute myocardial infarction. Retrospective, control-group, quasi-experimental study. Two metropolitan teaching hospitals: one involved in the intervention (TQM experimental group); the other had no intervention (control group). A multidisciplinary team involved in the development of improvement strategies, including laboratory testing guidelines, education programs, data collection, monitoring and feedback. Total number of requested clinically indicated and non-clinically indicated tests. The proportion of clinically indicated tests that were requested increased from 77.5% to 88.2% (P < 0.01) and the number of non-clinically indicated tests was reduced by 81.7% with the introduction of the TQM strategies (P < 0.01). The introduction of a TQM approach has improved the appropriateness of test ordering in acute myocardial infarction. The reduction in non-clinically indicated tests could produce substantial savings in hospital pathology costs, and the increase in clinically indicated tests provides better patient care.

Development of strategies for total quality management in large industrial companies and small and medium-sized enterprises

Development of strategies for total quality management in large industrial companies and small and medium-sized enterprises

Mental health and general practice: improving linkages using a total quality management approach.

This paper reports on a project to implement total quality management strategies to improve the linkages between general practitioners and specialist mental health services. The project implemented a process of change and objectively assessed the success of the process. The project involved all mental health staff (n = 100) in the St George Division of Psychiatry and Mental Health. General practitioners registered with the St George Division of General Practice were invited to participate in the change process. The project showed that the attempts to engage general practitioners in the ongoing care of patients with chronic mental illness is unlikely to be successful until mental health services promote general practitioner linkages as an ongoing service goal, relevant at all levels of delivery.

Supervisors’ role in TQM and non‐TQM firms

In the total quality management (TQM) environment, a major responsibility of TQM implementation rests with supervisors who translate the top management strategies into short‐term execution. Hence, the role of supervisors in the quality improvement efforts warrants a serious examination. Presents a comparison of the roles of supervisors in quality improvement strategies in TQM and non‐TQM firms. Based on a survey of 232 manufacturing firms in the USA and Canada, analyses the role of supervisors in TQM and non‐TQM firms using eight quality constructs. Major results indicate that, as compared with non‐TQM firms, supervisors in TQM firms receive more support and encouragement from top management, are under less tension, and possess a higher level of satisfaction. Also, participation of supervisors in the firm’s quality efforts is higher in TQM firms. The higher level of supervisors’ involvement, coupled with the top management commitment, results in higher quality of manufacturing processes and products for TQM firms than non‐TQM firms. Further, when implementing TQM strategies, non‐unionized firms are found to provide a better work environment for supervisors than the unionized firms.

Quality improvement in a safety, engineering and management consultancy ‐ Part 2

Examines an approach for introducing total quality management (TQM) in a small safety, engineering and management consultancy. The assessment of the organizational climate using a questionnaire survey followed by a series of meetings with staff to explain the results was found to be an effective means for highlighting problems and stimulating debate. On the other hand, the formulation of TQM strategy was found to be time‐consuming and complex, quality costing was considered by senior management to be too involved and complex, and there was resistance from middle management. Points out that a rigid approach to TQM cannot be taken in small professional service companies and the approach needs to develop in response to internal needs. Covers the issues of organizational culture and customers.

Assuring quality in laboratory testing at the point of care

The science of laboratory medicine has undergone much change during recent years. Despite more recent emphasis on quality improvement, there has not been sufficient attention paid to effective quality management of new approaches to laboratory testing such as point of care testing. It is important that appropriate resources be allocated to quality management, so that waste is minimized and that resources which are expended may be demonstrated to affect the quality of patient care in a positive way. Older quality management tools such as process quality control and proficiency testing are vital to the success of point of care testing programs, however, new ways of looking at the use of these tools are required. Newer approaches such as electronic quality control of point of care devices and an expanded role of total quality management strategies will enhance rather than supplant the more traditional quality improvement mechanisms.

A conceptual framework for managing end-user computing by the total quality management strategy

As organizations face diverse changes, staff members require increasing amounts of information to manage task uncertainty and complexity. Information technology continues to improve. End-users using, developing and establishing application systems-referred to as end-user computing (EUC)-have grown rapidly in organizations. Although EUC can improve an organization's effectiveness, its resistance to control keeps it from bringing the expected benefits and often results in wasted investment. Organizations implementing total quality management (TQM) objectives are those which are boosting quality and effectiveness throughout the organization. The essence of TQM is a convergence management process, while EUC's essence is that of diverging innovation. This paper proposes a framework for managing EUC under TQM, thinking that the TQM strategy can solve the problems and risks produced in EUC. In view of the need for high quality information, implementation of TQM can contribute continuous improvement to EUC activity. Applying the EUC empowerment concept can enforce autonomy and responsibility in EUC activity and increase the satisfaction of the organization's internal and external customers. The result is that EUC retains its inherent freedom and flexibility, alongside the quality culture and high quality information produced under TQM.

Semi‐intelligent quality? An introduction to using computers to resolve quality problems in the motor trade

Examines an approach for introducing total quality management (TQM) in a small safety, engineering and management consultancy. The assessment of the organizational climate using a questionnaire survey followed by a series of meetings with staff to explain the results was found to be an effective means for highlighting problems and stimulating debate. On the other hand, the formulation of TQM strategy was found to be time consuming and complex, quality costing was considered by senior management to be too involved and complex, and there was resistance from middle management. Points out that a rigid approach to TQM cannot be taken in small professional service companies and the approach needs to develop in response to internal needs. Covers the basic introduction and the issue of quality costing.

Quality improvement in a safety, engineering and management consultancy ‐ part 1

Examines an approach for introducing total quality management (TQM) in a small safety, engineering and management consultancy. The assessment of the organizational climate using a questionnaire survey followed by a series of meetings with staff to explain the results was found to be an effective means for highlighting problems and stimulating debate. On the other hand, the formulation of TQM strategy was found to be time consuming and complex, quality costing was considered by senior management to be too involved and complex, and there was resistance from middle management. Points out that a rigid approach to TQM cannot be taken in small professional service companies and the approach needs to develop in response to internal needs. Covers the basic introduction and the issue of quality costing.

Implementing a TQM Strategy Through Surveying Employee Attitudes and Perceptions

Competition and consumer demand for quality are driving companies toward a new view of quality as a vital strategy for success. A new business philosophy of Total Quality Management (TQM) is the direct outcome of these forces. Before implementing a TQM system the firm must first assess its current quality posture. Surveying employee attitudes and perceptions about quality and related issues is the first step in implementing a TQM system. Part One provides an overview of the design, administration, and analysis of the survey as well as implications of survey results for the firm's quality program. Part Two provides a detailed discussion of sampling procedures, sample size decisions, and analysis of the results of the survey. Part Two also includes a sample questionnaire which can be used in employee attitudes surveys.

Total quality management strategy: Quick fix or sound sense?

In today's market-place, customers are more sophisticated and their expectations to product and service quality are forever rising, presenting business and industry with growing challenges. Total quality, as a way of conducting business, is becoming more accepted as an approach to improving total effectiveness, flexibility and competitiveness of an organization. This article examines total quality management (TQM) from various perspectives and discusses the strategic importance of TQM as a sound tool for long-term survival and growth of a company.

A change process for adapting organizations to a total quality management strategy

The structure of the organization is often a major obstacle for organizations that want to adopt a total quality management (TQM) strategy. A process-oriented organization is more suitable for a TQM strategy than a function-oriented organization. Modern methods for improvements, such as QFD, process management, policy deployment and benchmarking, can help organizations to adapt to a process orientation.

Designing Performance Management Systems for Total Quality Implementation

Based on recently proposed principles of total quality management (TQM), takes a system‐oriented perspective with regard to the design of performance management systems in organizations. The underlying premiss of this orientation is that methods for managing individual and group performance must be compatible with continuous improvement efforts and customer‐based TQM strategies.

Self‐managed Work Teams: TQM Technology at the Employee Level

Provides theoretical background for examining the development of self‐managed work teams as a total quality management (TQM) intervention at the employee level. Briefly summarizes the current knowledge regarding self‐managed work teams within the context of sociotechnical system design. Discusses the origins of the self‐managed work team, design features, conditions for successful implementation, and barriers to effectiveness. Presents one organization′s experience with self‐managed work teams to demonstrate the fundamental nature of the change required in implementing this TQM strategy.

Total Quality Management – The Solution to More Training in Britain?

Total quality management has become an important issue in many public and private sector organizations. This may provide hope that training may be taken seriously in Britain, Many organizations’ competitiveness is seriously damaged by the lack of training, even though many experts advocate comprehensive training to be the foundation on which essential improvement programmes should be built. A survey of small/medium‐sized manufacturing firms in the North of England showed that attitude to training has been short‐sighted and only a small percentage of firms have adopted a total quality management strategy within their organizations. Fully explores the survey results.