TQM Process Research Articles

Achieving operational excellence: Key factors in total quality management for pharmaceutical industry

The implementation of total quality management always concerned by top management within organization. TQM is the process of involving all employees of organization in its continual improvement to achieve customer satisfaction. The aim of this study is focused at elements & key success factors implemented TQM process. Quality is critically important ingredient to organizational success achieved by TQM, which aimed at prevention of defects rather than detection of defects.

PRINCIPLES OF QUALITY MANAGEMENT AND THE BENEFITS OF THEIR APPLICATION IN EDUCATION SECTORS

TQM practices are important to provide customer satisfaction by improved product performance and sustained towards the organizational goal. The objective of this study was to analyze the relationship between TQM practices, process innovation and employee performance. In this study, six critical success factors of TQM have been identified namely customer focus, leadership, training, teamwork, communication, and top management. Based on thorough literature review, employee performances have been measured by two constructs which are job satisfaction and workplace environment.The results revealed that not all TQM practices enhanced production workers’ job satisfaction. Only organization culture and teamwork showed a positive relationship with the production workers’ job satisfaction.

Total Quality Management in Private and Public Sectors in Bahrain: An Exploratory Study

This study has a central theme of reviewing and overcoming TQM barriers. Thus, the researcher aims to provide the government of Bahrain set of recommendations for employing useful tools in the human resources position to assist the TQM process. The objective of the novel research conducted here is to determine the extent of TQM and the factors impacting it. It will also provide a subjective comparison between the Private and Public sectors and determine which sector has adequate TQM. On the other hand, the researcher will evaluate the impact of TQM on employees’ satisfaction. The key critical success factors measured in this research include leadership and top management, quality planning and strategy, communication, employee’s involvement, quality of product and services, customer focus, quality culture, MIS, and continuous development. The methodology utilized in this research, described as cross-sectional, adopted a multi-method approach (quantitative and qualitative) conducted through questionnaires and interviews, to perform the research objectives. An SPSS program and other analysis tools were used to analyze the data collected appropriately. The result shows that many theories models and tools were used to facilitate Total Quality Management. In addition, critical success factors affecting the implementation of total quality management depend on their business and environment. On the other hand, there is less awareness among the employees in Bahrain from both sectors private and government, regarding the total quality management, plan, and effect. The researcher concluded that employee job satisfaction is one of the main critical success factors affecting TQM. Finally, a comparative summary of the best practice results between private and government organizations, concerning TQM, results in similar effectiveness and efficiency with a little more emphasis in the private sector.

Total quality management in the insurance sector

Employees were doing business in competitive and dynamic conditions to improve and enhance their business performance and capabilities continually. One of the critical determinants of the company's survival in such circumstances is total quality administration. In recent years, the company administration is more focused on comprehensive quality management, which leads to maximizing customer satisfaction and loyalty. The aim of this study is focused on examining. The attitudes of corporate clients on various elements implemented the TQM process, provided by the bank. a sample of workers and employees, by presenting a questionnaire the hands of the competent authorities in line with the aim of the study, but study into practice Designing a list of surveys that included a set of questions. All the questionnaires were distributed (judged according to Likert's model) among a group of insurance companies. were obtained using the survey method and statistical analysis, such as correlation and multiple regression analysis for the study. The research points out that top management commitment, courtesy, and responsibility towards our customers are significant satisfaction factors. Study results help bank managers identify quality elements that need improvement to increase customer satisfaction and enhance their business.

Sustainability, TQM and Value Co-Creation Processes: The Role of Critical Success Factors

Sustainability views firm success and the welfare-wellbeing of societies in which they develop as closely inter-related. Value co-creation assumes that firms create value not only for themselves, but also for all actors willing to participate in co-creation processes, as well as for the whole ecosystem in which they operate. Thus, co-creation can sustain social development and sustainability. However, to ensure sustainability through value co-creation processes, TQM principles must be followed and Critical Success Factors (CSFs) reinterpreted following this perspective. In this important, but understudied context, the aim of the paper is to focus on value co-creation processes fostering sustainability, identifying which CSFs are most suitable to best support each phase of these processes. The paper is based on a review of the literature and bridges sustainability, value co-creation, TQM, EM and IMS literature for the first time, proposing a new model of value co-creation processes, which considers it a never ending cycle. The proposed model presents and discusses, for the first time, the most important CSFs to foster sustainability and opens the discussion on how to re-interpret quality principles, which must also be followed in value co-creation processes.

A research on the inpatient satisfaction in Sivas state hospital within the context of total quality management

In particular, TQM applied in industry is of strategic importance for the company in a highly competitive environment. Therefore currently the service marketing began to adopt TQM. The tendency to learn with the aim of reaching better and innovation that occur in all TQM processes brings effectiveness and efficiency. The customer satisfaction is an important data to measure effectiveness. In this study, satisfaction survey was applied on 396 inpatients discharged at Sivas State Hospital and as a result the answer has been sought whether hospital uses TQM effectively or not from the point of view of the customer. Survey form includes 63 questions obtained through Factor analysis consisting 9 factors. Factors on which patients base their recommendation and preference of hospital are analyzed. The survey of what health and care services which are provided have low level of satisfaction and what should be done in this process are presented. In this study, it has been found that the hospital can use the TQM applications effectively but it possesses deficiencies on some occasions from the pointview of the customer (patient). In the future, measurements that will be obtained through financial, internal business and innovation and learning perspectives will be combined with this study and answer of how effectively and accurately the TQM applications are put into effect in the hospital will be presented.

An Analysis of the Impact of Total Quality Management on Employee Performance with mediating role of Process Innovation

TQM practices are important to provide customer satisfaction by improved product performance and sustained towards the organizational goal. The objective of this study was to analyse the relationship between TQM practices, process innovation and employee performance. In this study, six critical success factors of TQM have been identified namely customer focus, leadership, training, teamwork, communication, and top management. Based on thorough literature review, employee performances have been measured by two constructs which are job satisfaction and workplace environment. The study used methodology of quantitative approach. The questionnaires for this study were randomly distributed to 102 employees in the selected car manufacturer companies. The respondents were choosing from management team, supervisor, technician and others worker. Results of the study support the proposed hypotheses that there are significant relationship between TQM practices, process innovation and employee performance.

The Implementation of Total Quality Management in Order to Improve Production Performance and Enhancing the Level of Customer Satisfaction

Abstract Doing business in a competitive and dynamic environment requires companies to continually improve and enhance their business performance and capabilities. One of the key determinants of the survival of the company in such circumstances is the application of total quality management. In recent years, the company management is more focused on total quality management, which leads to maximizing customer satisfaction and loyalty. The aim of this study is focused at examining the attitudes of corporate clients on a variety of elements implemented TQM process, provided by bank. For the study, data were collected using the survey method and the statistical analysis such as correlation and multiple regression analysis. Results of the research point out that top management commitment, courtesy and responsibility towards our customers as significant factors of satisfaction. Study results help bank managers to identify quality elements that need to be improved, to increase the level of customer satisfaction and enhance their business.

Important TQM Implementation Contributors in Pakistani Petrochemical Sector

This study discusses quality practices in Pakistani Petrochemical sector to understand TQM practices and their implementation in Pakistan. It helps to understand the role of leadership, vision & plan statement, employee participation and education & training as important constructs of TQM. It shows how these constructs help to speed up the TQM implementation in petrochemical sector like other constructs of TQM and finally company moves towards quality approach. The responses of executives, managerial staff and workers were received using questionnaire and online surveys which are sent through Google Drive. Data of 106 respondents was taken in this study and analyzed by SPSS18. Study shows that Total Quality Management culture is less understood by employees, thus less adopted and implemented in Pakistan. Petrochemical companies fail to adopt the TQM philosophy and processes, hence reducing productivity and profits. This research paper is very helpful for executives for TQM implementation in petrochemical sector.

Total Quality Management Organizations role and support of employees

Nowadays most of known organizations are obsessed with product and service quality since customer's orientation has been shifted from product & service price to its quality. Thus, most of the organizations are willing to adopt the TQM concept and processes in order to achieve their objectives, meet their customer's expectations and attain competitive advantage. TQM is a management philosophy that seeks to integrate all organizational functions to focus on meeting customer needs and organizational objectives. In this paper we will highlight the organization role and the support of the employees to reach the maximum degree of the TQM. We will also describe some Asian TQM case studies in order to summarize the most important factors for successful TQM implementation.

The impact of advanced analytics and data accuracy on operational performance: A contingent resource based theory (RBT) perspective

This study is interested in the impact of two specific business analytic (BA) resources—accurate manufacturing data and advanced analytics—on a firms' operational performance. The use of advanced analytics, such as mathematical optimization techniques, and the importance of manufacturing data accuracy have long been recognized as potential organizational resources or assets for improving the quality of manufacturing planning and control and of a firms' overall operational performance. This research adopted a contingent resource based theory (RBT), suggesting the moderating and mediating role of fact-based SCM initiatives as complementary resources. This research proposition was tested using Global Manufacturing Research Group (GMRG) survey data and was analyzed using partial least squares/structured equation modeling. The research findings shed light on the critical role of fact-based SCM initiatives as complementary resources, which moderate the impact of data accuracy on manufacturing planning quality and mediate the impact of advanced analytics on operational performance. The implication is that the impact of business analytics for manufacturing is contingent on contexts, specifically, the use of fact-based SCM initiatives such as TQM, JIT, and statistical process control. Moreover, in order for manufacturers to take advantage of the use of data and analytics for better operational performance, complementary resources such as fact-based SCM initiatives must be combined with BA initiatives focusing on data quality and advanced analytics.

Total Quality Management and Performance in Substance Abuse Treatment Centers

To examine the relationship of organizational characteristics of substance abuse treatment centers with their use of quality management practices (total quality management [TQM]) and the contribution of TQM use to a center's provision of comprehensive care and to use of evidence-based treatment practices. Data were collected from a national sample of over 700 private and public substance abuse treatment centers in the National Treatment Center Study. The design was a cross-sectional field study. The key variables were three TQM practices, the provision of comprehensive treatment services, and the implementation of evidence-based treatment practices. Numerous organizational characteristics were controlled. The data were obtained through interviews with administrative directors and clinical directors of the treatment centers in 2002-2004. In multivariate models, TQM practices were positively related to provision of comprehensive care and use of evidence-based practices. A limited set of organizational characteristics predicted the use of TQM practices. Substance abuse treatment centers' implementation of TQM processes may be positively related to the quality and cost-effectiveness of care provided.

Looking through and beyond the TQM horizon

PurposeThe paper aims to investigate the best common management practices of the world‐class companies identified in Brazil and Japan; and propose a business model aimed at helping companies to achieve world‐class level of excellence.Design/methodology/approachA cross‐sectional survey is the methodology employed. The balanced scorecard and seven categories with 80 key elements focusing on the Malcolm Baldrige Award were some approaches used to achieve the research's aims.FindingsThe main conclusion is that senior managers are positively leading successful top companies with a high focus on customer satisfaction and are continuously improving the six dimensions of their total quality process – as some managers do; but through a systematic self‐management process, they have effectively refined it more than others.Research limitations/implicationsThe paper investigated only the internal best practices that permeate the Brazilian and Japanese top companies and manufacturing industries. Further research should be done in order to investigate the works outside those companies; to study the top service companies; and also to apply the statistical inference instead of descriptive cross‐sectional method of analysis.Practical implicationsIt is recommended that senior managers continuously find ways to update and improve their daily leadership skills; clearly define their business areas; and reinforce the quality assurance system and support the integration of TQM with other management systems.Originality/valueIt provides a benchmark of excellence practices and valuable suggestions to senior managers interested in implementing or improving their TQM process; and proposes a new business measurement model and conceptual ways for companies to achieve a world‐class level of excellence.

Business ethics in TQM

PurposeThe objective of this research is to introduce and describe a conceptual framework of business ethics in TQM.Design/methodology/approachIn order to highlight the concepts proffered, a case study in the Swedish retail industry was conducted. The data that underpin the case illustration have been collected as part of a larger research project in the Swedish retail industry. This paper draws on and reports the findings from one case of the larger research project that has been used in this instance to inform the role of business ethics in TQM. The case illustration is based on a qualitative approach. The data were collected through interviews with leading executives in the corporation,FindingsBoth time and context become crucial parameters to manage the quality and spectrum zones of core values in the marketplace. In fact, the necessary quality management of business operations has to be performed without delay, minimising the damage. Therefore, the importance of business ethics becomes evident in TQM. In the long run, TQM will not succeed in business operations unless business ethics is considered in the core values to support the techniques and tools applied.Research limitations/implicationsThe model has only been tested by relating it to one case in the Swedish retail industry.Practical implicationsTQM is dependent on the contextual and evolutionary issues in the marketplace. Therefore, TQM should be interpreted as a continuous process. The importance of continuously monitoring the spectrum zones and qualities of core values in TQM should not be under‐estimated. Therefore, business ethics should always be present in TQM. Further research would benefit from other case studies of how business ethics benefits TQM. Therefore, the dynamics of business ethics in TQM should be further explored.Originality/valueBusiness ethics needs to be an essential consideration of any TQM process. This paper examines how an organisation can incorporate this task.

Assessing workforce perception of total quality-based performance measurement: A case study of a customer equipment servicing organization

Performance measurement has been identified as a key agent in attempts to manage organizational learning and business strategic change. The introduction of total quality (TQ)-based management frequently requires a change in organizational culture and management style, and performance measurement can be seen either to inhibit or facilitate this. A case study analysis is reported for performance measurement in the Division of Customer Equipment Services (CES) at Company K International, including a survey of workforce perception of the effectiveness of the existing approach to performance measurement and a 5-step model of performance measurement process. These steps are: TQM strategy development and goal deployment, performance information received, process management measurement, key results extraction, and reward and recognition of performance. Organizational learning and teamwork are also involved. The workforce survey found generally positive attitudes to performance measurement but there were some perceived problems, including a generally perceived over-emphasis on financial measures, and under-emphasis on Customer Satisfaction, Quality, and Employee Relations. There were perceived deficiencies in personal performance measurement and, by implication, in the linkage to Reward and Recognition. These may reflect the exclusion of 58% of the respondent sample from the company's formal appraisal system, which only extends down as far as middle management. The reports by Field Engineers are likely to be the main customer-facing contact and, at the operational "sharp end', their potential alienation from the TQM process should be of special concern. Involvement of the workforce in the choice of performance measures is generally regarded as critical for effective performance measurement design and implementation. It could be expected that employees would have a greater regard for the use of performance information within CES if they were part of the measurement design process.

TQM readiness level perceived by the administrators working for the central organization of the Ministry of National Education in Turkey

The aim of this study is to determine the level of TQM readiness in the Ministry of National Education, Turkey. The subjects are 319 administrators working for the central organization. A questionnaire has been administered consisting of 60 items of Saylor's (1992) nine dimensions: leadership, vision, involvement, continuous improvement, training and education, ownership, rewards and recognition, yearning for success, focus on customer. The data have been utilized and analysed in terms of six independent variables. No significant differences have been found on the scales for gender, education level, education field and service unit. However, the title is differentiated for all dimensions, except ownership and focus on customer. Some significant differences have been obtained on the dimensions of continuous improvement, training and education, yearning for success, and focus on customer for the variable "age'. The most important finding in this study is that, although the levels are rather low in all dimensions, TQM readiness is found adequate based on the chosen criteria, except "rewards and recognition'. However, these results are still discouraging while the TQM process is continuing in the Ministry. Again, getting the highest degree from the sub-scale on "focus on customers' is considered to improve motivation. Some recommendations are submitted to the authorities concerned and to new researchers.

Comparative study of Western and Japanese improvement systems

This article investigates the existing differences in the approach to TQM, BPR and other process improvement methodologies in the US, UK, Japan and the Middle East. The survey results show that Japanese and Western companies' notions of the different philosophies are very different. Japanese companies seem to acknowledge the limitations of the TQM methodology whereas Western companies are still very confident of its benefits. According to the results obtained, Japanese and Western companies pursue quite different organizational models and process improvement systems.of business. In spite of many industries implementing TQM, quite a few organizations have eventually lost control of their business. Therefore, something more than TQM adoption is required to face the demanding business world. This work proposes a conceptual framework mainly based on Tamil classical literature, for sustaining business with success, in a highly competitive world.

Business performance measurement and change management within a TQM framework

This paper discusses the need for performance measurement within TQM frameworks. Furthermore, it is argued that the measures must include hard and soft measures and that both management and employee perceptive measures should also be used. The research was conducted internally within an organisation, using a questionnaire, in order to determine if the above core values were perceived by the employees, to be in place. The data was sourced from two distinct groupings, namely ` staff'' and ` shop personnel''. The conclusions reached indicate that the organisation has been successfully applying the fundamental core values of the TQM process for more than five years, based on the strength of the performance indicators used. However, there are areas of opportunity to augment this success, such as improved measurement by involving more groups at all levels within the organisation for measuring purposes and linking the measures that had low ratings to improvement plans and teams.

An application of Thompson's typology to TQM in service firms

This work is based on the premise that service firms are different. The involvement of customers in the provision of services not only creates an uncertainty that makes service organizations different from manufacturing firms, but, within the broad classification of service organizations, they can also be different from each other. In line with previous research on service firms, we use Thompson's [Thompson, J.D. (1967). Organizations in action. New York: McGraw-Hill] typology of interdependence (pooled, sequential, and reciprocal) as a useful framework for addressing those differences. We deduce that components of TQM content and TQM process should vary according to an organization's degree of interdependence if output uncertainty, expressed in terms of service quality, is to be minimized. Thus, the success of TQM in service organizations is dependent upon the fit among interdependence and the strategy's content and process.

Quality and business process synergy: key strategies promoting longevity

Evidence suggests that total quality management's (TQM) implementation process affects the likelihood of its ultimate success. The danger of treating quality and TQM as an additional rather than a core activity is widely recognised. This paper argues that failure of organisations to reap considerable benefits that can be derived from introduction of TQM results from the failure to create an explicit link between the quality improvement efforts and the existing business processes. The paper presents conceptual and empirical evidence in support of the proposition that the longevity and success of the TQM process is dependent on the integration of its underlying concepts with the normal business processes. Furthermore, and more importantly, the paper examines the strategies adopted by leading exponents of TQM to achieve this objective.