Charting service quality gaps

Purpose – The purpose of this paper is to delineate the factors responsible for the decline of total quality management (TQM) in the National Health Service (NHS). It is suggested that if these factors were initially identified and eliminated prior to implementation, the decline of TQM as a strategy for improving the provision and delivery of quality patient care could have been prevented. Design/methodology/approach – The case study approach was chosen because it is the preferred method when “how” or “what” questions are being posed. It is applicable as is evident in this paper where the researcher has little control over events and when the focus is on a contemporary phenomenon within some real-life context. The case study enables the researcher to give an accurate rendition of actual events; it contributes uniquely to the knowledge of individual, organisational, social, and political phenomena. The semi-structured face-to-face interview constituted the main data collection technique of the research. Interviews were held with 23 quality management managers in the British NHS. The central focus of the interview was on “what” factors contributed to the rapid decline of TQM in the NHS. The respondents were chosen because they were directly involved with the implementation of TQM. They were in the vintage position to offer a full insight into the TQM initiative. The analysis of the case is based on Yin's analytic technique of explanation building. Findings – The decline of TQM in the NHS could have been prevented if top executives in hospitals had adopted the sequential steps to quality improvement: In the authors opinion, to land a man on the moon needed a belief in the possibility and breakthrough in the attitudes that viewed space travel as pure science fiction as opposed to a practical reality, and so it should have been with TQM in the NHS. However, the attitude of many NHS managers was that TQM was all right for “other institutions” because “they need it” whereas in the NHS, “we don’t”. This negative attitude should have been overcome if TQM was to be accepted as a corporate, all encompassing philosophy. Research limitations/implications – The limitation of the research may be the sample size of the respondents, which was limited to 23 quality managers that had hands-on experience and the leadership role to lead and implement TQM in the NHS. Future research may consider a broader sample size. It may also be considered for new research to use surveys to identify a broader set of reasons why TQM declined in the NHS. Practical implications – This paper is the first constructive insight to determine reasons for the decline of TQM in the NHS from the individuals who had the sole responsibility for implementation. Any other, group would have amounted to hearsay. Therefore, to constructively delineate the reasons for failure, it was pertinent to learn from the quality managers directly and to ensure that the reasons was representative of their experiences with TQM. The practical implication is to prepare future managers about how to avoid failure. Originality/value – The paper clearly suggests the systematic process required for effective implementation of TQM in a healthcare setting by identifying factors that must be avoided to ensure the successful and sustainable implementation of TQM.

Introduction The economic achievement of China during the last two decades has been impressive. The manufacturing industry has made the most significant contribution to the spectacular economic growth in China (Lee and Yu 1997). However, the Chinese manufacturing industry is now in a critical stage of its development. The business environment in global markets is very turbulent, reflecting keen competition both in price and in product advantages. Manufacturers in the developed nations provide high-quality products at reasonably low prices, while other developing countries' manufacturers are challenging Chinese firms seriously by producing the similar products at a lesser cost. Furthermore, consumers from all over the world are becoming more quality-conscious. The new wave of quality awareness and emphasis has given a significant impact on business operations in the world. These recent developments force Chinese firms to consider quality management practices to enhance the quality of their products. China must move away from its reactive, low-cost-based strategy that relies on cheap labor. Chinese firms must develop a new competitive edge based on quality. To meet these challenges, Chinese firms have been paying more attention to quality management (Lee and Yu 1997). Actually, many Chinese firms now try to implement quality management practices, such as total quality management (TQM), as a part of their manufacturing/business strategies (Lee and Zhou 2000; Zhao, Young, and Zhang 1995). Investment for quality improvement is being made mostly in large corporations in China. However, there are few studies about TQM implementation in Chinese small manufacturing firms even though most of the Chinese manufacturers are small or medium-sized firms (Lee and Yu 1997). Small firms are still dominant in many areas, such as services, trade, construction, textiles, and satellite suppliers to the larger firms in China. This research will provide analysis of TQM implementation in Chinese small manufacturing firms by investigating how TQM was introduced to them and how it was perceived. It examines the present status of TQM practices and its development and impacts on organizational performance in Chinese small manufacturing firms and makes suggestions for the successful implementation of TQM. Even though this study is focused on Chinese small manufacturing firms, most of the considerations and suggestions can be applied to small manufacturing firms in other countries. Although the United States Small Business Administration (SBA) defines a manufacturing firm with fewer than 500 employees as a small firm, this study considers firms to be small in size if they employ less than 300 workers. This definition of small business size is based on Lee and Yu (1997). Applicability of TQM to Small Manufacturers There are several articles published on the applicability of TQM and its practices in small firms (Lee 1998; Ahire and Golhar 1996; Price and Chen 1993; Yam and Tang 1993). Most of these studies focus on U.S. or Japanese small firms, with little thought being given to their applicability to small manufacturing firms in developing countries, such as China. Small firms are very different from large ones in many areas, such as management style, production processes, available capital, purchasing practices, inventory systems, and negotiating power (Lee 1998; Ahire and Golhar 1996). However, some studies (Lee 1998; Ahire and Golhar 1996; Black and Porter 1996; Price and Chert 1993; Yam and Tang 1993) suggest application of TQM to small firms by identifying more attractive conditions in small firms than in large ones. Some of the TQM elements and programs appear to be more compatible with small manufacturers. Some TQM benefits may be relatively more significant to small firms. In addition, they indicated that most small firms are suitable for applying TQM because of certain basic features of TQM. …

Total Quality Improvement efforts and activities have become an integral way of life for many organizations around the globe. These efforts are aimed at improving economic outcomes and creating competitive edge. The attempt to achieve system‐wide changes of quality, and to maintain them, depends on cultural transformation. While ample literature exists on TQM, its context and implementation, very little scientific knowledge can be found on the impact of TQM on the organizational culture. This paper explores some of the challenges of continuous quality improvement in creating new corporate culture. We start by identifying some of the main features of TQM implementation in Israel. Based on a comparative in depth study of TQM efforts—in a paper mill and an insurance company—we highlight some cultural aspects of the change process. Lessons and directions for future research are discussed.RésuméDe nos jours, l'amélioration de la qualité totale fait partie intégrante du monde de vie de nombreuses organisations dans le monde. Par ces efforts, les entreprises espèrent accroître les retombées économiques et se tailler une place concurrentielle. La réussite des changements systémiques de la qualité et de leur maintien dépend de la transformation culturelle. Il existe une littérature abondante sur la GQT et son contexte d'implantation, mais très peu de connaissances scientifiques sur les répercussions de la GQT sur la culture organisationnelle. Le présent article explore certaines difficultés de l'amélioration continue de la qualité pour créer une nouvelle culture d'entreprises. Nous avons commencé par identifier certaines caractéristiques principales de la mise en oeuvre de la GQT en Israel. En nous fondant sur une étude comparative approfondie des efforts de GQT—dans une usine de papier et une compagnie d'assurance—nous avons souligné certains aspects culturels du processus de changement. Nous avons tiré des leçons et abordé des pistes de recherche.

The Industrial Engineering techniques have been applied to the performance improvement in organization constantly. The major extents include supply chain management is the main element in productivity improvement and firm operational performance. Many researchers have referred to the factors to make progress of the performance. The productivity improvement is fundamentally related to the quality management therefore, the improvement can be interrelated. The prominence of total quality management (TQM) principles are establish significantly correlated with overall performance in both qualitative and quality. Through a studies of various manufacturing and service firms in many countries also found that each of the TQM factor a noteworthy positive association with performance. A recent elaboration in procurement is the extensive embracing of the philosophy of SCM. The focus on SCM has not led to a lessening of importance for procurement function as the leading function and formost in the process of supply chain, since SCM philosophy subsumes purchasinbg. For instance, it has been noted that supply chain coordination should clearly increase the usage and performance of procurement. The weighted importance of the factors in TQM constituted to the improvement depending on environment and factors. The important role the supply chain take part in the quality process. However, the role of the each TQM elements and the performance improvement relationship by applying the TQM process has not been directly investigated to any large extent. Two hypotheses regarding the role of relationships in the success of TQM implementation were tested. The impact of a TQM strategy within procurement function, and analyze a organizational culture model incorporating TQM as the focal construct with supply chain management strategy (SCMS) as an antecedent and supply chain competency (SCC) and organizational performance as consequences. Data from both private and government procurement managers and workforce were collected. Study results indicate significant, positive relationships between a procurement strategy and TQM, and supply chain performance. The results demonstrate that buyerDsupplier relationships are dinerent in ŕrms with successful TQM programs. Hypothesis 1 suggests that those organizations with successful TQM programs will have more formal appliances for interacting with suppliers. The second hypothesis suggests. The second hypothesis reports to a greater perceptive consumer needs by successful TQM.

Purpose – The Japanese have had a phenomenal impact on the world's market using 5 “S” and total quality management (TQM) philosophy. Though Indian companies also claim to follow these philosophies, however India has not been able to make substantial s in this regard. India has been ranked very low (India's rank has been 35 out of 59 economies) as per the IMD world competitiveness year book 2012 report. During a literature survey, it was found that competency-based training contributes to a greater extent for the success of 5 “S” and TQM implementation. Therefore, research was undertaken to study the effect of competency-based training on the implementation of 5 “S” and TQM principles. The paper aims to discuss these issues. Design/methodology/approach – This paper attempts to assess and compare the role of competency-based training on the status of 5 “S” and TQM in Mayur Uniquoters Ltd (MUL) and SKH Metals Ltd. This paper compiles a list of the most important competency variables and prepares a competency training module for the industries. Quality award models will be used to compute a competency index, 5 “S” index, and TQM index before and after competency-based training in MUL. However, in the case of SKH Metals Ltd, the competency index, 5 “S” index and TQM index will be analyzed only after competency-based training. The index methodology has been used to assess and compare the level of performance in competency, 5 “S”, and TQM and the result will be validated through a two-sample t-test. Findings – The paper reveals that competency-based training has a positive correlation on, 5 “S” and TQM, and is instrumental in improving the level of 5 “S” and TQM in both industries. Based on a two-sample t-test, the performance of 5 “S” and TQM improved by 74.4 and 84.5 percent, respectively, in case of MUL. This paper also prepares the competency-based training module. Research limitations/implications – The investigation and research findings are still exploratory. Future research can focus on and establish the correlation based on a larger number of organizations. A broadly based and larger sample size would provide a better picture of the relationship between competency, 5 “S” and TQM philosophy. The data have been collected before and after competency-based training in Mayur Uniquoters, whereas, in the case of SKH Metals, the data have been compiled only after competency-based training. Originality/value – The study has been able to compile competency variables based on the feedback of 84 industries and also prepares a competency training module. Competency index, 5 “S” index and TQM index have been analyzed before and after competency-based training in MUL and two-sample t-test was also performed. In the case of SKH Metals Ltd, the data have been analyzed after competency-based training. The study has been able to identify that both organizations could perform better in 5 “S” and TQM after competency-based training. India stands a better chance in improving its competitiveness in the world ranking if all organizations focus on competency-based training, apart from training on 5 “S” and TQM.

Purpose The purpose of this paper is twofold: first, to present a set of critical factors for total quality management (TQM) and supply chain management (SCM) practices through an extensive literature review; and, second, to identify the relationships among them by comparing the identified TQM and SCM practices in order to explore the concept of supply chain quality management (SCQM). Design/methodology/approach To meet the goals of this work, a review of published quality research papers was carried out. For this, the authors identified papers on TQM and SCM practices and observed how these practices improve the business performance of organizations. Further, on the basis of identified practices, a conceptual model of SCQM was developed. Findings The results presented a set of six critical factors each for TQM and SCM practices. Further, it was found that management support and commitment, customer focus, information and supplier partnership are the most common practices found in both TQM and SCM practices. The integration of TQM and SCM (SCQM) throughout the supply chain has the strongest impact on the organizational performance. Research limitations/implications The study used data from various research papers of reputed journals which considered the study of India’s manufacturing industry as well as other countries, which may not provide a clear picture. However, this can be overcome by applying the findings of this paper to collect data from Indian manufacturing industry in future studies. Practical implications Indian manufacturing industry can improve its competitive image through the synergy of TQM and SCM. The result of this paper will help in providing a greater understanding of identified TQM and SCM practices that will lead to the successful implementation of TQM and SCM strategies to enhance business performance in terms of the improved levels of customer service. Originality/value Much of the attention is given on TQM and SCM practices, and very few studies have been undertaken to integrate TQM and SCM practices. But as far as the authors know, there is no study undertaken to integrate TQM and SCM practices in India for the manufacturing class. Therefore, this study compares TQM and SCM practices and considers their integration and can be thus treated as filling a gap in the extant literature. Therefore, the findings of this review paper will contribute in future research.

In recent years, the method of TQM (Total Quality Management) is widely recognized. However, contents of target entities for assessment are various, and it is very difficult to define the whole scope of TQM. On the other hand, it is very important to define the whole target entities of quality management about the TQM because lack of important target entities may cause significant risk of loss in future. Furthermore, target entities of TQM should correspond to needs and priority of an objective requirement and that should be based on the consideration of basic principle of quality management. In the previous study, we have proposed the “framework of new TQM” of assessment for a total quality management of organizations based on the original concept of “TQM matrix”. On the other hand, we have proposed the view point of “Three-Dimensional Unification Value Models” for an evaluation of system product. Therefore, in this paper, we propose the target entities of whole assessment of quality management of organization totally based on the consideration of “New TQM framework” and the view point of “Three-Dimensional Unification Value Models”. Also, this paper proposes the result of verification based on the result of comparison between proposed target entities of assessment and American Malcolm Baldrige Prize for Performance Excellence.

The Future of TQM is Past. Can TQM be Resurrected?

PurposeThis study investigates the relationship between organizational citizenship behavior (OCB), total quality management (TQM), and corporate sustainability (CS). Specifically, the authors propose that TQM mediates the relationship between OCB and CS. The authors intend to demonstrate that TQM practice may be able to balance the interests of all stakeholders and hence improve the performance of all three CS elements, namely economic, social and environmental.Design/methodology/approachThe authors designed a survey questionnaire. The authors then collected data from managers that were in charge of quality control in 216 companies. Hypotheses were developed and regression and path analyses were used to test the hypotheses.FindingsOCB has a positive effect on both TQM and CS. TQM also is positively related to CS. Further, TQM mediates the relationship between OCB and CS. Further analyses show that the full mediation only applies to economic aspects of CS but not social and environmental.Practical implicationsCompanies that aim to achieve overall CS performance should not only encourage OCB in an organization, but also pay attention to TQM. Moreover, when deciding on hard and soft TQM, the priority should be given to hard TQM.Originality/valueThe authors investigate the relationship between OCB, TQM and CS in detail. The authors treat TQM in two elements of soft TQM and hard TQM while treating CS performance in three elements of economic, social and environmental performances. The authors further examine how both hard and soft TQM impacts CS performance differently.

To many scholars and practitioners, the introduction of service and quality management is necessary to revitalise the traditional sport system. This paper proposes a framework for analysis of quality in gymnastics clubs. The Total Quality Management (TQM) model is based on the evaluation-by-standards approach with appropriate standards of quality according to different concepts in order to monitor the adequate and desired inputs and outputs of each distinctive management and service process. The development of these standards is based on the interpretation of qualitative and quantitative data obtained from primary and existing sources. An attempt is made to capture the quality of these organisations in their totality while involving different stakeholders to obtain satisfactory information about several targets of quality evaluation. The operational quality system is now being used by the Federation for the certification of its well-functioning clubs.

PurposeSoft total quality management (TQM) aspects are the facets of TQM that mainly concern with the management of human resource in a way to achieve the results of employees' job satisfaction. Based on this approach, the objective of this research is to examine the relationship between the most popular five soft TQM aspects and employees' job satisfaction in “ISO 9001” certified Sudanese oil companies.Design/methodology/approachData were collected through questionnaires from employees across a total of five Sudanese oil companies owned by the government, and adopting an ISO-9001 quality program. The total population of the study consists of 1,505 permanent employees, while the sample size was 253 employees, determined by adopting a stratified random sampling technique. The multiple regression model was adopted for data analysis.FindingsThe results showed that the construct of soft TQM aspects including “top management commitment”, “employee empowerment”, “teamwork”, “training and education” and “employee involvement” explain 74% in the variance of employees' job satisfaction. Results showed positive association between soft TQM aspects and employees' job satisfaction at the 5% significance level. It was also found that each individual variable of the five soft TQM aspects has a significant positive association with employees' job satisfaction. Meanwhile, the results indicated that the most important soft TQM aspect in explaining the variability of employees' job satisfaction was the “employee empowerment” with the highest correlation coefficient (β) of (0.189).Practical implicationsThe study recommends that in order to achieve their primary goal of employees' satisfaction, HR practitioners within organizations adopting total quality programs should align their practice in such a way to enhance soft aspects of TQM. Policy makers and top management in order to gain long-term infrastructural benefits obtained from employees' job satisfaction should show a visible support to TQM programs and allocate necessary resources to train their staff in the quality management system that enhance their empowerment and involvement. The study also recommends that since soft aspects of TQM raise their job satisfaction, employees should support and conform to quality management systems within their organizations.Originality/valueThe paper focuses on soft TQM aspects’ practical implementation. The findings make a significant contribution by using ISO-certified governmental Sudanese oil companies and tested the hypothesized model entails the impact of soft TQM implementation and employees' job satisfaction.

Customer service plays an essential role in firm performance. In this perspective, customer service process should be constantly improved to meet the expectations of customers. Despite the essence of customer satisfaction and its relations to organizational performance firms still fails to satisfy its entire customer segments. This study examines how the interaction between service innovation and total quality management can contribute to customer satisfaction. The study proposes a framework that seeks to aid firms on how to develop and implement quality customer service for its customers. This model takes into consideration the perceived expectation of customers in relation to value and quality.

Contents Introduction: TQM Fundamentals and Overview of Contents * Part I: Library Approaches to Total Quality Management * TQM: The Director's Perspective * Organizational Development and TQM: The Harvard College Library's Experience * Total Quality Management: The Oregon State University Library's Experience * Implementing Total Quality Management: A Model for Research Libraries * Part II: Implementing a Total Quality Management Program * Customer Service: Another Side of TQM * TQM: Training: The Library Service Challenge * Problem Solving Teams in a Total Quality Management Environment * Tools for Measuring and Improving Performance * Part III: Supporting Total Quality Management Efforts * Quality Reward and Awards: Quality Has Its Own Reward, But an Award Helps Speed the Process * Creating Partnerships: Forging a Chain of Service Quality * Part IV: Learning From the Experience of Others * Total Quality Management Initiatives in Higher Education * Total Quality Management: The Federal Government Experience * Total Quality Management in the Defense Fuel Supply Center: Issues and Observations * Index * Reference Notes Included

Total Quality Management (TQM) is considered a very important factor for the long-term success of an organisation. Service quality is a major component of TQM. This paper ascertains whether service quality leads to customer satisfaction and what accounts for that at Donyma Steel Complex. The study uses survey data from staffs and customers to explain issues on TQM and challenges associated with total quality service. Results revealed mean of 4.00 and standard deviation of 0.577 of respondents, which supports the notion that high performing department(s) share strategies with other departments. The only negative gap score was on a component of reliability. Difficulty in changing the standpoint of staff on quality had the highest mean of 3.84 as the key challenge of TQM implementation. It is recommended that measures and policies that promote cordial relationship should be encouraged to enhance TQM practices and management should target service quality dimensions that had a low score as a starting point of improving service quality.

This chapter introduces the role of Total Quality Management (TQM) practices, thus explaining the introduction of Quality Management (QM) systems, the significance of TQM, the concept of TQM practices, the utilization of QM practices, and the relationship between TQM practices and quality performance. In addition, 17 TQM practices associated with quality performance (i.e., top management commitment, customer focus, training and education, continuous improvement and innovation, supplier quality management, employee involvement, information and analysis, process management, quality systems, benchmarking, quality culture, Human Resource Management [HRM], strategic planning, employee encouragement, teamwork, communication, and product and service design) are explained. This chapter serves as a valuable guideline for both researchers and practitioners to review their TQM programs in order to improve quality performance. Understanding the role of TQM practices on quality performance will significantly enhance the organizational performance and achieve business goals in the global business environments.