Successful Quality Management Implementation Research Articles

Leaders' attitudes towards, and commitment to quality management of training within the military

PurposeThe successful implementation of quality management in organizations is dependent on people, particularly leaders. It seems as if leaders' affective states (attitudes and commitment) in the military were connected to their capability to inspire people and a group (corps training unit) to achieve a common goal. The research reported in this article was aimed at examining officers in corps training units' attitudes towards, and commitment to quality management in training in the South African Army.Design/methodology/approachFocus group interviews were conducted with a sample of 49 officers on various levels (senior, junior and warrant officers) at six South African Army corps training units.FindingsThe findings indicate that the attitudes of leaders played a significant role to ensure that quality management of training is conducted effectively. Participants experienced that leaders in the South African Army were mostly responsible for the negative attitudes of officers in corps training units. Inadequate leadership support and lack of trust contributed to a lack of transparency and poor communication that resulted in poor commitment among officers at corps training units. The investigation further revealed that a positive affective state (attitudes and commitment) of leaders is essential in ensuring effective quality management of training.Originality/valueThe potential usefulness of this research may provide insight into how leaders' affective state could be improved to ensure effective quality management. This research may also be of interest to other organizations that conduct in-house training.

Quantifying the relationship between latent variables after successful implementation of QM practices in MSMEs

PurposeThe purpose of this paper is to explore the relationship between latent variables, i.e. human resource management (HRM) effectiveness, quality cost (QC), and firm performance (FP) for the successful implementation of quality management (QM) practices in micro, small and medium enterprises.Design/methodology/approachThe data analysis is accomplished in three steps: in the first step, factor analysis was conducted to extract the latent variables representing key QM practices. In the second step, a descriptive analysis (cross-tabulation) was performed to examine the current situation and association between key QM variables and firm size. In the third step, to test the research hypotheses based on latent constructs, structural equation modelling (SEM) has been used.FindingsThe percent point score shows that there are substantial improvements in all organisational aspects after successful implementation of QM practices. The χ2-test revealed that only three domains namely employee participation, recruitment and retaining and supplier relationship are having a significant variation with respect to the firm size. The SEM results show that HRM effectiveness has a direct and positive relationship with FP, whereas QC has a negative association with HRM effectiveness and FP.Originality/valueManagers will know which aspect they must consider seeing as an indicator of QM practice in their company(s). Out of the three identified latent constructs first will help to create an efficient human capital, whereas the second will help for addressing extra cost due to poor quality. Finally, the third latent variable will show the effectiveness of these two and will assist in evaluating firm’s performance.

Quality management and post harvest processing in citrus-A review

So far little and most likely no previous study had tried to investigate the relationship between Total Quality Management (TQM) practices and organizational performance particularly in post harvest processing of Indian citrus industry. Implementation of quality management in post harvest processing of citrus may take longer time to implement, and requires major changes in cultural aspects as well as stake holder mindset in citrus industry. Leadership, management, finance, organizational culture, skills and expertise are considered as the generic factors critical for the successful implementation within SMEs environment like citrus industry. Judgmental process of grouping similar requirements led to the classification of all these requirements into ten separate categories. Items identified for the purpose of measuring the performance of post harvest processing aspect and the items were clubbed in four categories. In this review paper several new critical factors pertinent to citrus industry have been identified and basic explanation has been provided, which may help in successful implementation of Quality management and contribute to the success of the citrus processing entity.

STRATEGY FOR THE IMPLEMENTATION OF QUALITY MANAGEMENT POLICY ON TUNA FISHERIES IN SENDANG BIRU MALANG

Concern the government of the importance of the quality of fishery products as set out in KEPMEN-KP/52A/2013 should be followed up through the implementation of quality systems in fisheries activities. The purpose of this research was formulating development strategies and steps for the successful implementation of quality management in tuna fisheries in Sendangbiru. The analysis methods that used in this research is balanced scorecard. The result show, strategic target of implementation quality management policies on tuna fisheries in Sendangbiru are the quality of tuna produced A and B, equipment and facilities complete, distribution vehicles viable, use of technology, and availability counseling and supervision of the activities of tuna handling.

Total Quality Management in Saudi Higher Education

TQM is considered as a philosophy of modern management that is newly entered into the education field after it has proved the effectiveness and success in other fields such as the industry. TQM has been adopted in most of Saudi universities, but only some of them show excellence in the adoption and implementation process. The aim of this paper is to highlight some Saudi universities that successfully adopting the TQM concept and gain a competitive advantage over their local as well as global competitors. This paper also proposed a model to establish better TQM practices, in order to efficiently adopt and implement TQM philosophy in higher education. The model was based on previous research and the findings gained from the experience of TQM in local universities with recommendations to guide the successful quality management implementation.

Investigating the role of CSF’s for successful implementation of quality management practices in MSMEs

The purpose of this paper is to develop and propose a structural framework which may help in successful implementation of quality management (QM) practices in micro, small and medium enterprises. Extent review of literature on QM and quality performance in chronological order is carried out to accomplish the objective of this study. A total of 20 critical success factors (CSF) has been identified and a structural framework has been proposed. Further, to support the framework various hypotheses have been formulated and tested. The survey questionnaire was designed and responses from about 215 ISO certified companies have been used for empirical analyses. The data was analyzed using cross-tabulations and Chi square (χ2) test was used to test the stated hypotheses. Further, bivariate Pearson’s (r) coefficient was used to quantify the impact of relationship among CSF’s and QM practices. From the results, the value of χ2 coefficient was found between (121.01 < χ 2 > 267.28), which is statistically significant at (p < 0.001), suggesting that QM practice are not independent of CSF’s. Overall, all identified CSF’s were found statistically positive associated with regards to successful implementation of QM practices and their impact of association were found high as (0.588 < r < 0.828, p < 0.01). Moreover, the top management commitment was perceived as dominant factor for successful implementation of QM practices with higher correlation (r = 0.828, p < 0.01), followed by leadership quality with r = 0.822.

Key success factors for quality management implementation: evidence from the public sector

The purpose of this paper is to identify the crucial factors for the successful implementation of a quality management/total quality management (TQM) process, particularly in the public sector. The paper adopts an explanatory longitudinal case study, using case research design to support the investigation. The case study consists of three government agencies where the results and outcomes of a quality management programme differed. This programme was launched by a specific ministry in Portugal, linked to organisational change and delivering excellence. The study was built on quality management literature, highlighting the contributions of J. S. Oakland [(2004). Oakland on quality management. Oxford: Elsevier Butterworth-Heinemann] and J. Oakland [(2011). Leadership and policy deployment: The backbone of TQM. Total Quality Management & Business Excellence, 22(5), 517–534]. The key findings of the paper show that the main items delivering excellence, identified in the ‘Oakland TQM model’ (the 4Ps and the 4Cs), primarily explain the different perceptions of results and outcomes. The investigation also identified other factors that can help account for successful implementation of quality management, such as ‘power’ and ‘collective involvement’. Consequently, a refined ‘Oakland TQM model’ is proposed, as well as a visualisation of the interaction of the items/factors involved in an input/output perspective.

Development and validation of quality management constructs for software industries: an empirical investigation from India

Quality management (QM) is a powerful technique for managing, monitoring, analysing and improving the operational performance. Various studies have been done in the manufacturing and service sectors to find out the relation between quality management practices and operational performance. Very little studies are found from software industries. The aim of this paper is to present results of a survey on QM in the software industries. The focus is on understanding the critical success factors (CSFs) for successful implementation of QM in the software industry. In total, 12 critical success factors (CSFs) with 114 variables were developed from the literature and discussions with software quality professionals. To validate the data obtained from a survey of software industries in India, reliability and validity analysis was carried out. These results provide an increased understanding of how to better implement QM in the software industry, and provide managers with improved guidelines for identifying the most important factors that will lead to success. Indian software companies are leading exporters to Europe and the USA. Considering the growth of the Indian software industry and increased inclination towards acquiring quality certifications and quality improvement techniques, a better understanding of the implementation of QM can provide companies with a stronger competitive advantage.

Determinants of Successful Implementation of Quality Management Systems in Local Government Administration in Sarawak, Malaysia

Quality management has taken root in the Malaysian public sector in the mid 1990s. Likewise local authorities in Sarawak begin to embark on implementing Total Quality Management (TQM) and MS ISO 9000. In relation to this, a study was carried out on the implementation of TQM and MS ISO 9000 at four local authorities in Sarawak, namely Dewan Bandaraya Kuching Utara (DBKU), Padawan Municipal Council (PMC), Serian District Council (SDC) and Bau District Council (BDC), to determine the factors which influence the success of implementing quality management in the local authorities. The convenience sampling techniques was used to collect data from the respondents. There were 240 employees or internal customers from all the local authorities who were directly involved with the implementation of quality management programmes responded to the self-administered questionnaires. They were asked to relate their experiences on factors which contribute to the successful implementation of quality management programmes at the local authorities. The findings of the study showed that all four local authorities had successfully implemented quality management and practiced the essential elements such as top management support, strategic quality planning, customer focus, teamwork and quality assurance. The benefits derived from the implementation of quality management include providing better service quality to the external customers, better teamwork, increased efficiency, job satisfaction, and maintaining a better organizational culture. The study shows that the successful implementation of quality management in the four local authorities are strongly related to factors such as top management support, strategic quality planning, customer driven, teamwork, training and recognition, good performance appraisal and quality assurance.

Shop‐floor communication and process management for quality performance

PurposeThis study empirically examines the effect of shop‐floor communication on implementation effectiveness of process management practices, and on the corresponding quality performance gained through process management implementation. It deals with four types of communication on the shop floor (small group problem solving, feedback, instructive communication, supervisory interaction facilitation) and three process management practices (process control, preventive maintenance, housekeeping).Design/methodology/approachAnalysis of variance (ANOVA) and regression techniques were used to test the hypothesized relationships. Data were collected from 238 manufacturing plants through a questionnaire survey conducted in eight countries to develop reliable and valid measurement scales for operations management.FindingsThe statistical results demonstrate the positive effect of shop‐floor communication on the implementation of process management practices and the resultant quality performance. The results also suggest that each type of shop‐floor communication differently affects the way in which process management practices are implemented to influence quality performance.Originality/valueAlthough the existing literature of quality management highlights the importance of communication and information management for the successful implementation of quality management, little detailed study has been conducted on how specific types of communication support quality management practices to obtain quality performance. This study contributes to the literature by breaking down communication into four types and providing specific empirical evidence on the relationship between each type of communication, process management practices, and quality performance.

Using interventions to change the quality profile of an organisation

PurposeThe purpose of this paper is to investigate how a quality profile can evolve over time and, in particular, how different kinds of interventions can further develop or change an existing quality profile.Design/methodology/approachData was collected over a five‐year period, including a literature review, interviews, a document study and observations to capture the quality profile and associated interventions. The study was carried out in a service organisation in the public sector.FindingsThis study shows that the quality profile can change over time due to the use of specific interventions. If a company wants to emphasise a specific quality principle, it must target the quality principle with one or more interventions. However, even if a quality principle is targeted, there is no guarantee that the quality principle will show improvement in the quality profile. Also, one main finding is that the quality profile becomes more even over time due to the internal consistency of the quality principles.Research limitations/implicationsThis paper sheds light on the need to study the adoption of individual quality principles and the evolution of the quality profile of an organisation.Practical implicationsThe results can provide insights for organisations aiming to embark on a quality programme, specifically how to design and develop a quality profile.Originality/valueThis research implies that the quality profile is a recurring, general phenomenon in all quality management improvement programmes. In other words, successful implementation of quality management requires a cohesive quality profile.

The Impact of Top Management Turnover on Quality Management Implementation

The purpose of this study was to investigate the impact of top management turnover on Strategic Collaborative Quality Management (SCQM) implementation in healthcare organizations. The role of top management turnover in the process and impact of the SCQM model was investigated using a case study of a public hospital. Both qualitative and quantitative methods were used for data collection. Top management turnover is a major threat to the long-term success of the SCQM intervention and makes it very difficult to sustain its benefits. Successful quality management implementation needs supportive and committed leadership and management. Top management stability encourages long-term planning and commitment to pursuing long-term objectives. This paper has highlighted the critical role of top management stability during the course of quality management implementation.

In search of loyalty: an analysis of the determinants of buyer–supplier relationship stability under a quality management approach

Managing the relationship with suppliers is considered a fundamental element in successful quality management implementation in the firm, but the determination of a set of factors to guarantee the relationship stability has received little study. The goal of this article is to advance the literature by providing an empirical model of the factors that condition relationship stability with suppliers. A survey was used to collect the data, which provided useful insights into the field of buyer–supplier relationships (BSR). Conclusions drawn from this study demonstrate the importance of: using reliability and quality as criteria when choosing suppliers, suppliers' participation in product design, product complexity and the level of perceived certainty. Our conclusions also demonstrate the positive effect of suppliers' commitment to quality on the relationship stability. These findings advance the theory on BSR, and provide new insights for firms looking to improve supply chain results.

Social capital and quality emphasis: A cross-sectional multicenter study in German hospitals

BackgroundThe health services sector is focusing increasingly on the concept of quality management to assure a high-standard and patient-centred care. The successful implementation of quality management in hospitals requires quality emphasis of all team members. Research has shown that aspects of organizational culture in hospitals are related to the quality of care.ObjectiveTherefore, the aim of this study is to determine the relationship between social capital as aspect of organizational culture and the level of quality emphasis.DesignA cross-sectional multicenter study was conducted in German hospitals. Data of 959 nurses were collected in a standardized postal survey.ResultsIn logistic regression analysis three independent variables are significantly associated with quality emphasis: professional experience, social capital, and male gender. Social capital is the central predictor of quality emphasis explaining 27% of the variance in the model.ConclusionOur results underline the importance of social capital for the development of quality emphasis among nursing teams in hospitals. Common values and trust are strongly associated with the quality emphasis and could be essential for the continuous quality improvement of care.

Quality management framework for public management decision making

PurposeThis paper aims to explore the practice of quality management framework as a strategic tool for public management.Design/methodology/approachThe paper starts with a basic process‐based model; it then enhances the model with the quality management principles for continuous improvement. With identification of concerned factors from the literature, it examines their usefulness in the quality management system.FindingsAn empirical analysis on the framework identifies eight factors: factual approach to decision making, use of quality tools, customer focus, leadership, involvement of people, process approach, mutually beneficial supplier partnership and internal results. The framework shows that leadership and customer focus are much more important than previously anticipated for successful implementation of quality management system.Research limitations/implicationsManagers in public organizations must realize that all high performance organizations, whether private or public, are by principle customer‐driven. In addition, it is imperative for them to enhance their leadership as it is essential for effective quality improvement.Originality/valueWhile the effect of adopting a quality management system on organizational performance has been well documented, the underlying mechanism about how the system works has yet to be empirically identified. This paper contributes to the literature by addressing such a gap and presenting a causal model for quality management principles.

Quality management and health: a double connection

PurposeThe purpose of this paper is to examine and discuss the effects of quality management in the health care sector and the general effects of quality management on the health of the employees.Design/methodology/approachThe empirical basis consists of three case studies in one industrial manufacturing company and two hospitals. The empirical data have been gathered with both qualitative and quantitative methods.FindingsThe twofold value of quality management, of preventing disease by supporting more rewarding working conditions as well as improving the treatment of disease by increasing the effectiveness of health care organisations is indicated. Leadership commitment was found to be the most crucial common prerequisite for successful quality management implementation and for creating a healthy work environment. In addition, continuous improvements and participation of everybody were found to have importance for well functioning quality management as well as for health.Research limitations/implicationsThe paper provides additional understanding of the influence of quality management on health and a model is presented. A limitation is that the factors studied are fairly broad and for further research it will be useful to go deeper into the mechanics of them.Practical implicationsThe three factors, leadership commitment, participation of everybody, and continuous improvements, have been shown to be vital contributors for health and managers should make every effort to implement them.Originality/valueThe double effect of quality management on health has not been studied before and knowledge of the factors contributing to it is valuable.

Critical factors and results of quality management: An empirical study

Quality management theory has been influenced by the contributions from quality leaders, standardized quality models and empirical research. This has helped identifiy a set of critical factors for successful quality management implementation, as a way to improve customer satisfaction and performance. This study reviews the literature in order to identify the critical factors and results of quality management, using a factor analysis and, starting from this analysis, we also create a scale that can be empirically tested from the answers provided by those responsible for quality in 106 certified firms.

The management accountant's role in quality management: A Queensland perspective

The successful implementation of quality management (QM) requires a change in both an organization's culture and structure. Consequently, as management accountants are organizational members their roles and systems will need to change to provide support for this QM implementation. This study found that although the majority of management accountants are involved in the implementation of quality concepts into the accounting area of the firm, there has been little modification of cost determination methods and limited development and use of quality related performance measures. Nevertheless, the overall results of this research imply that the role of the management accountant has altered due to the implementation of QM practices, but not to the degree indicated in the literature.

Challenges to successful quality management implementation in higher education institutions

This article discusses the key challenges to successful quality management implementation in higher education institutions identified by 160 colleges and universities at various stages of quality management practices. Survey findings suggest that there are five key challenges that affect the successful implementation of quality management practices in colleges and universities: organizational culture, senior leadership commitment, faculty support, implementation time, and training.