Successful Implementation Of Total Quality Management Research Articles

Total Quality as an Effective Tool for Achieving Customer Satisfaction, Patronage, Productivity Gains and Sustainability in Organizations

This study examines the influence of Total Quality Management (TQM) on customer satisfaction, patronage, productivity gains and sustainability in organizations. The study collects data from relevant materials through the application of library research design. The study found that managers didn’t pay the required attention on issues really happening in the organizations, despite the existence of improvement programs and principles. Hence, real time improvements with corrective measures are not present in the process of enhancing organizations’ overall quality. The study points out that lack of commitment from any particular group is a serious challenge to quality management. Especially, when this comes from the management who are in the control of the tasks, and it can be a major barrier to the successful implementation of TQM. Quality management programs have failed because they were not consistent and regularly. To achieve a holistic implementation of quality management requires a cultural change in the way tasks are conducted in organizations. However, the study recommends that managers should take corrective measures that would focus on the issues really happening in organizations. They should also consider total quality management tasks to be a continue process, rather than a periodic process. This demands for total cultural change in the way and manner activities are planned and executed in organizations.

The Effect of Total Quality Management on Customer Satisfaction in the Downstream Petroleum Sector in Ghana

Despite the introduction of Total Quality Management (TQM), there is a general observation of customer dissatisfaction surrounding service provision by the companies in the downstream petroleum sector in Ghana. This research sought to assess the impact of TQM on customer satisfaction with regards to the downstream petroleum sector in Ghana. A sample size of 360 respondents, consisting of 290 customers, 60 staffs and 10 management staffs across different companies within Accra was used for the study. The study revealed that successful implementation of TQM has a major and significant impact on customers’ satisfaction. TQM relies of the principle of stakeholder participation and involvement. There was however a shortfall with this principle as it was identified that staff of companies within the industry did not adequately involve themselves in rolling out the TQM concept. The study recommends management of the company to ensure full participation of all. The study revealed that the successful implementation of TQM has a significant effect customer satisfaction. However, the principle of participation and involvement by staff in the quality management chain was found not to be encouraging as staffs have not been adequately involved in rolling out the TQM concept in their companies. The study concludes that management of the companies in the sector should ensure full participation of all employees in the implementation of TQM through effective communication mechanisms to integrate quality disciplines into the culture and quality service activities of the company. Keywords: Total Quality Management, Downstream petroleum sector, Customer service.

CHALLENGES IN IMPLEMENTING TQM IN HIGHER EDUCATION INSTITUTIONS

The successful implementation of Total Quality Management (TQM) in the higher education (HE) system has been a highly debated and contentious subject. However, small effect of TQM tools was implemented in non-academic activities of HE institutions. They are mainly concentrated on practices which are bill payments, registration and purchase activities. The significant factors of TQM such as curriculum development, teaching staff competency and grants are being ignored by HE institutions. Therefore, it is important to take these aspects into account for the successful implementation of TQM.

Organizational sustainability and TQM practices in hospitality industry: employee-employer perception

PurposePractitioners and academics have recently put a lot of emphasis on studying and improving how likely an organization will be successful in the long run. A company's capacity to thrive, excel and gain a competitive edge in today's market is increasingly dependent on the company's ability to adopt and successfully execute sustainable practices. The aim of this paper is to take a critical look at the relationship between total quality management (TQM) practices and business sustainability in the hospitality industry, with a focus on the hospitality sector; to evaluate the role of perceived organizational support (POS) and sustainable behavior in promoting long-term success and to make some suggestions for how these practices could be put into place.Design/methodology/approachThe data used were randomly collected from 361 hotel employees, covering both the five-star and four-star hotels. Descriptive and inferential statistics were employed to analyze the data. With the use of partial least squares structural equation modeling (PLS-SEM), the heuristic model was tested.FindingsThe results show that putting TQM practices into place leads to better company performance, higher productivity and steady growth for the business. In addition, empirical studies show that the link between sustainable behavior in TQM implementation and a sustainable company is strong, especially when coming to better governance and sustainability related to employees.Research limitations/implicationsThis paper offers guidelines for gauging employee's opinions of an organization's long-term viability. A two-factor model has been used to measure the sustainability of an organization and possible factors that can aid effective implementation of TQM practices have been suggested.Originality/valueThere is increasing recognition of the organizational support for successful TQM implementation, while yearning toward sustainability. Within the context of the hospitality industry, no previous research has empirically examined the synergistic moderating effect of POS and sustainable behavior on the relationship between TQM and sustainability.

Factors determining total quality management in the manufacturing industries: An empirical study

Total quality management (TQM) is a critical component of the manufacturing industry thataims to provide the highest level of customer satisfaction by continuously improving allprocesses. The goal of this paper is to identify the critical factors influencing TQMimplementation in manufacturing industries. A literature review of various research papers,journals, and books on TQM in manufacturing industries was conducted as part of the study.According to the research findings, various factors such as “leadership commitment,employee involvement, customer focus, continuous improvement, and supplier involvement”influence TQM implementation in manufacturing industries. The study also revealed that theeffective integration of these factors into the manufacturing process is critical to the successof TQM implementation. Furthermore, the research findings suggest that implementing TQMcan result in a variety of benefits for manufacturing industries, such as increased customersatisfaction, improved product quality, and higher profitability. However, several obstacles,such as resistance to change, a lack of resources, and insufficient training, may impede TQMimplementation in manufacturing industries. To summarize, implementing TQM inmanufacturing industries necessitates a thorough understanding of the critical success factors.Manufacturing industries can achieve continuous improvement in all processes and providehigh-quality products and services by addressing challenges and effectively integratingcritical factors.

Implementation of Total Quality Management in the Ministry of Religion-Based Education

Total Quality Management (TQM) is a school management concept in carrying out the process of education, which can certainly provide a better chance for the development, demands, and dynamics of society. This study aims to find out as well as describe the factors that support the successful implementation of total quality management at SD IT Al-Anis Kartasura, Sukoharjo. Evidence of the successful implementation of TQM at SD IT AL-Anis is shown by the continued increase in input from SD IT Al-Anis Kartasura, often exceeding the specified quota; Including many outputs achieved in the form of achievements, both by teachers and students, as well as the birth of high-competitive outcomes. This research used a qualitative descriptive method, which results in the finding that the successful implementation of TQM is supported by the leadership style of a school principal, through a process from top to bottom in reverse, good communication between stakeholders of educational institutions, rewards, and punishments that are by needs, as well as the existence of a Measurement of the quality of education that continues to be carried out both internally and externally.

Identifying the critical success factors of total quality management implementation in manufacturing industry of Pakistan: an exploratory factor analysis

Total quality management (TQM) is a management philosophy that focuses on continuous quality improvement across all parts of a company. Its key goals are to satisfy customers and stay in business. As a result, it's critical to identify the elements that lead to successful TQM implementation. This study also proposed a framework that helps organizations in their success. To achieve this goal, various critical success factors (CSFs) that contribute to organizational growth success were identified. The major purpose of this research is to identify critical success factors for TQM implementation in the manufacturing industry. For this aim, the study was deployed from an extensive literature review, and the questionnaire was used as a research instrument to specify the essential CSFs in different manufacturing industries. Around 300 questionnaires were issued to top management of manufacturing enterprises in Sindh Pakistan (both public and commercial sectors). The structured survey received 82 valid responses, which were then analyzed by using factor analysis. Finally, the study's findings highlighted the five CSFs (customer satisfaction, employee involvement, training and education, continuous improvement, employee encouragement, and service quality) as the most important aspects in building an effective framework for successful TQM adoption in manufacturing industries. The findings of this study will assist senior management in the implementation of a TQM program and resource allocation that will produce the greatest results in terms of increased returns and stakeholder value.

Influence of Employees Motivational Factors on Total Quality Management Implementation in the Construction Industry

This study determines the employees’ motivational factors and their influence on Total Quality Management (TQM) implementation in the construction industry. The instrument used in the study was a survey questionnaire with a sample size of 536 out of the 641 questionnaires which were administered to population consists of top management in the Ghanaian construction industry. The analysis was carried out using Exploratory Factor Analysis (EFA) technique. The study identified the following motivational factors that influence the successful implementation of TQM in the construction industry: Teamwork, Recognition of employees, Conducive working environment, Employee involvement in TQM activities, Education and training/re-training of staff, Salary/position promotion, Bonus scheme, Employee commitment, Employee reward, and Availability of a suggestion forum for employees. The findings revealed that all the motivational factors considered in the study have a high influence on TQM implementation in the construction industry. The study therefore suggests that managers should consider these identified motivational factors when applying the principle of Total Quality Management in the construction industry. Consequently, employees that are motivated with these identified motivational factors will help to achieve successful implementation of TQM in the construction industry and subsequently give their best effort to accomplish the job.

Influence of Organisational Culture on Total Quality Management Implementation in the Australian Construction Industry

This study explores the relationship between organisational culture and total quality management (TQM) implementation in Australia, with the purpose of identifying the particular culture that dominants the Australian construction industry, and distinguishing which cultures determine the successful implementation of TQM. Although the application of the competing values framework (CVF) for evaluating organisational culture (OC) in the construction industry has been studied by some scholars, research into OC and its impact on TQM procedures in connection to the CVF in project-based industries such as construction has received less attention. Thus, this research intends to determine the relationship between OC and TQM regarding the CVF in the Australian construction industry. The research methodology used the validated organisational culture assessment instrument (OCAI) CVF to frame OC, and TQM practices identified from the literature review. An online questionnaire was distributed through Qualtrics, whereby 42 valid responses representing various construction organisations in Australia were analysed through IBM SPSS Statistics 26 through endorsing k-means cluster analysis, and analysis of variance. The findings support that Australian construction organisations are dominated by the market and external focused cultures according to the CVF of organisational classification. Furthermore, the findings acknowledge that organisations that are dominated by hierarchical cultural characterises could provide an unfavourable environment for the successful implementation of TQM. Whilst an organisation that obtains a mix of cultures, specifically with the adhocracy and market cultures dominating could provide a favourable environment for the successful implementation of TQM.

The Key Success Factors of Total Quality Management Implementation in State-Owned Enterprise

ABSTRACT The purpose of this paper is to analyse the key success factors of total quality management (TQM) in state-owned enterprises (SOEs). To achieve the target of this research, the methodology is based on an explanatory study through an interview guide to generate specific items; and a quantitative approach using a self-administrated questionnaire. Using multiple linear regression, the results confirm that the successful TQM implementation requires a culture of trust, loyalty, good communication, and social cohesion. The findings confirm that leaders who involve employees in a TQM system succeed its implementing and fulfilling its objectives. However, the lack of knowledge of TQM tools and practices in SOEs makes the public service’s quality just an ephemeral management trend reserved only for private firms.

Barriers in Implementing Total Quality Management in Organizations: A Literature Review

Present-day customers are very conscious of the quality of products and services. They are ready to pay a higher price for a quality product or service. A company that meets such demands gains a competitive advantage in the market over its competitors. One of the best approaches to address this challenge is the implementation of Total Quality Management (TQM). TQM, a systematic management approach and a journey to meet competitive and technological challenges, has been accepted by both service and manufacturing organizations globally. It is commonly agreed that by adopting TQM, the overall effectiveness and performance of organizations can be improved. Despite TQM offers numerous benefits, it is not an easy task to implement it. It is generally experienced that implementation of TQM is hard and painful due to certain barriers that inhibit the successful implementation of TQM. Understanding the factors that are likely to obstruct TQM implementation enables managers to develop more effective strategies for achieving business excellence. Therefore, the purpose of this literature-based paper is to identify the barriers in implementing TQM in business organizations. An extensive literature review was carried out to achieve this objective. The barriers in implementing TQM were identified under three main thematic areas namely: managerial issues, people-oriented issues and organizational issues. Under managerial issues, there are five barriers which hinder the successful implementation of TQM; lack of communication, lack of top-management commitment, lack of coordination between departments, no benchmarking and poor planning. There are four barriers under the category of the people-oriented issue namely, employee resistance to change, lack of proper training and education, inadequate use of empowerment and teamwork, and human resource barrier. Moreover, three barriers were identified under organizational issues, i.e. lack of continuous improvement culture, the attitude of employees towards quality, and high turnover at management level. Among these three categories, managerial issues were the most vital category followed by people-oriented issues and organizational issues. However, an in-depth empirical investigation is needed to explore the barriers in implementing TQM in the context of Sri Lankan organizations.
 Keywords: Total Quality Management, Barriers, Implementation

Total Quality Management in higher education: a literature review on barriers, customers and accreditation

PurposeThe purpose of this paper is to analyze the evolution of Total Quality Management (TQM) in terms of barriers, customers and accreditation in higher education (HE) over the last three decades (1991–2020) using literature review to establish the current state.Design/methodology/approachA total of 137 articles across 55 journals were consolidated for this review specifically focused on TQM (barriers, customers and accreditation) in HE. The investigations were carried out to identify the chronological growth of articles, research streams and methodologies. The articles were classified based on four research approaches and three research streams which have been reviewed in detail.FindingsConsidering the rapid growth in the HE sector and the concerns over reduction in quality of education especially in developing countries, the importance of TQM in HE is immense. The findings include identification of the barriers to successful TQM implementation, the need for alignment of TQM objectives of higher educational institutions (HEIs) and identified target customer(s) with the selected model/framework and the impact of accreditation/certification in the attainment of TQM.Originality/valueThis study which tries to bring a perspective to the main trends in TQM application to HE with respect to barriers, customers and accreditation over the last three decades is expected to add to the body of knowledge in this area and help future researchers to focus on the relevant areas identified in this paper.

On the Pitfalls of Total Quality Management: A literature evaluation from the managerial perspective

As a management philosophy and a set of guiding principles Total Quality Management (TQM) aims an effective use of whole resources of an organization and contributes an organization to achieve its objectives. Since the philosophy of TQM was developed, TQM has been attracting the attention of academics and managers. Though there is a large number of literatures about success stories and benefits TQM, many TQM implementation programs fail because of various reasons. Because implementation of TQM is not without difficulties and there is no easy way to be successful. The main objective of the article is to present pitfalls of implementation of TQM based on reviewing the literature. It is asserted that obstacles to a successful implementation of TQM are managerial, not individual. The article may be useful for managers and practitioners to avoid pitfalls of implementing TQM.

Influence of top management commitment towards the effective implementation of TQM in Iraqi oil companies

By raising performance, Total Quality Management (TQM) transforms any industry that is in a state of substantial structural change and facing increased competition. However, Iraq as one of the main global oil suppliers is still lagging on the TQM journey due to decreasing quality levels, particularly in management systems. Thus, this study aims to facilitate TQM in Iraqi Oil Companies by reviewing the TQM practices and the significance of Top Management Commitment (TMC) towards eliminating the barriers for implementation. To achieve this aim, the study utilises a mixed research approach and a single holistic case study strategy by triangulating literature and data collected from one of the leading Iraqi oil companies. The research identified TMC as the most influential factor for effective TQM implementation and six barriers. Furthermore, the research reveals the relationship between the top management commitment required for successful TQM implementation and barriers in that journey. This study will be the first of its kind in the Iraqi oil industry which will lead to a better understanding of TQM practices in Iraq and will encourage other researchers to extend this study through further work.

How Total Quality Management Mediates Antecedent Variables of Employee Performance?

The research objective was to find out how Total Quality Management (TQM) mediates antecedents of employee performance variables? The research was conducted with a quantitative approach while the research design was cross sectional. The research model was tested using the structural equation modeling approach with partial least square analysis tools to test the influence among research variables. The research sample consisted of 315 respondents who answered a questionnaire in August-September 2019 at manufacturing companies in East Java. The results showed that situational leadership did not affect employee performance, but did affect the successful implementation of TQM. The performance measurement system has no direct effect on employee performance. The performance measurement system has a direct effect on employee performance. Organizational culture has a direct effect on both employee performance and the application of TQM, so that the application of TQM can improve employee performance. TQM implementation variable acts as a mediation between situational leadership and organizational culture on employee performance. The relationship that was originally a direct influence turned into an indirect effect through TQM. The TQM variable is not proven to be an intervening variable between the performance measurement system and employee performance. There is a direct relationship between these two variables.

An empirical implementation model of total quality management in construction: Southern India

Although Indian construction companies are facing serious problem of not accomplishing quality level due to ineffective quality management systems. An appropriate mechanism is required for supporting the construction management (CM) as the initial phase of the project is vital in terms of available resources, time, quality and cost. Achieved by executing Total Quality Management (TQM) in construction. Of course, broad research has taken place in exploring the levels of implementation model of TQM in construction at different countries and relating states that suits their respective region (geographical location). Similarly, in the current research, an empirical implementation model of TQM is required to be developed which suits the local scenario (Southern India – Andhra Pradesh, Hyderabad and Bangalore) in order to meet construction requirements in terms of customer satisfaction, cost, quality and time. Initially, critical success factors (CSFs) are identified as top management (TM), customer satisfaction (CS), Teamwork, training and employee empowerment (TTE), continuous improvement (CI), process (PM), design (DM), supplier (SM) and quality management (QM). Further key factors are identified under each CSF to conduct questionnaire survey at different regions of Andhra Pradesh, Hyderabad and Bangalore. The survey report is interpreted by descriptive and statistic reliability tools, to develop an empirical model of executing TQM in construction. It is outlined that CSFs considered are important for the successful implementation of TQM and the order of significance of CSF as follows TTE, TM, SM, QM, CI, PM, CS and DM.

The impact of organizational culture archetypes on quality performance and total quality management: the role of employee engagement and individual values

PurposeThe relationship between organizational culture and total quality management (TQM) can be facilitated by the virtue of certain psychological states. Employee engagement refers to a mechanism foreseeable to predict the successful implementation of TQM. Therefore, this study focuses on the attribution theory to propose a model that presents a differential impact of organizational culture archetypes on quality performance and TQM, while underlying role of employee engagement and individual values.Design/methodology/approachAn empirical study was performed based on the data collected from 153 senior employees working in hotel companies. This study has used partial least squares path modeling (PLS-SEM) to test the relationships and model proposed.FindingsThe findings have confirmed the hypotheses using PLS-SEM and provided a positive significant impact of organizational culture archetypes on employee engagement with quality initiatives; individual values on organizational cultural archetypes and employee engagement with quality initiatives on TQM implementation.Originality/valueThe study concluded that the impact of organizational culture on quality performance and TQM is significant. It is, therefore, suggested that management of hotel companies should work to increase the level of engagement, encourage cultures, while reducing the level of power culture with the emphasis given to individual and organizational quality initiatives.

Analisis faktor prioritas dan kriteria keberhasilan implementasi TQM pada industri module maker

The aim of this research is to determine the key success factors for the implementation of Total Quality Management (TQM) as the core of quality improvement in all elements of the module-making industry, which during the past five years did not have achieved the Key Performance Indicator (KPI) customer standard. In the initial stage, a literature review and previous research were carried out on critical success factors for the implementation of TQM in various sectors, then a Focus Group Discussion (FGD) was conducted to determine the structuring of the relationship between the success factors and the weight of the success factors for TQM implementation in the module maker industry using the Analytic method. Network Process (ANP). The main priority factors for the successful implementation of TQM in the module maker industry are the perspective of total organizational involvement, followed successively in the quality system perspective, the partnership perspective for customers & suppliers, the training & education perspective, and the measurement & information perspective. The most important criteria for each perspective are top management commitment, continuous improvement, focus on customer satisfaction, and performance measurement.

Total Quality Management in an Insurance Company: Use of Balanced Scorecards to Meet the Interests of Stakeholders

The insurance company is a financial intermediary between stakeholders - a set of participants in the insurance process and those who have received the right to insurance payment, as well as insuring parties who purchase insurance coverage and shareholders whose capital is involved in its guarantee. Satisfaction of stakeholders creates a company’s free access to exchanged resources, thereby optimizing operations and increasing the efficiency of capital use. The implementation of the Total Quality Management (TQM) system, which could help achieve the goal, is complicated in insurance companies by dividing the personnel who create the insurance service, by the factor of time, since it is possible to check the quality only after the client has used it, which does not always arise in insurance, and often by the factor of location of units at geographically different points, which makes it virtually impossible for the simultaneous and equal participation of personnel in production processes, that requires innovative management tools.
 The purpose of this study is to study the effect of introducing a Total Quality Management (TQM) system and a balanced scorecard (BSC) on the activities of an insurance company, including the one aimed at achieving the satisfaction of its stakeholders. Using the methods of induction and synthesis of freely available data of SOGAZ, Rosgosstrakh, and ROSNO companies, a complex of dependent corporate goals was identified that were ranked relative to the organizational level.
 The results of the study allow concluding that the concept of balanced indicators allows to indicatively monitor the quality of meeting the interests of the main stakeholders of the company, which creates new effective tools for improving resource exchange and does not allow distortions in management. The integration of strategic planning and TQM opens up new market growth opportunities for insurance companies in the context of a limited portfolio of services for a strictly limited audience. The paper provides specific recommendations for organizations to resolve problems that impede the successful implementation of TQM.
 The results of this study can be used by officials of insurance companies in developing strategies and tactics for their development, including the implementation of BSC and TQM, as well as scientists for a deeper study of the results of the implementation of BSC and TQM, both in the insurance industry and other sectors of the economy.

The role of total quality management in enhancing the quality of private healthcare services

The study aims to explore the role of total quality management (TQM) in enhancing the service quality of the private healthcare sector in the Northern Area of West Bank Palestine. The study involves a questionnaire-based survey, private hospitals, and healthcare centers selected in North West Bank. The administrative employees are the population of the study, 200 employees were selected via stratified sampling method. By using the Structural Equation Modeling (SEM), the findings show that all TQM factors are positively and directly related to each other in the private healthcare sector. There is a positive and direct relationship between four TQM factors (customer satisfaction, employee involvement, continual improvements, and top management commitment) and service quality, while there is a negative direct relationship between processes and service quality. TQM factors (customer satisfaction, employee involvement, continual improvements, processes, and top management commitment) explained 95% of the variance in healthcare service quality (R² = 0.950, P < 0.05). Continual improvements is the main pillar in TQM application in healthcare sector, and it is highly associated with the private healthcare processes (R² = 0.907, P < 0.01), while top management commitment is the most significant factor in improving the service quality. Full understanding and commitment by the managers across all levels and activating the effective communication between employees at all levels in the organization are the key factors of a successful TQM implementation; it helps in strengthening the teamwork efficiency. Top management is required to avoid the monotonic managerial practices, especially in the organizational processes, as it has a negative impact on the private healthcare service quality.