Integrating TQM and TPM into a management information system

Purpose – The purpose of this paper is to evaluate and extract various significant factors influencing the implementation of total quality management (TQM) and total productive maintenance (TPM) on business performance for the following approaches: TPM alone; both TQM-TPM combined for improving manufacturing performance in the Indian manufacturing industry. Design/methodology/approach – In the present study, 94 manufacturing organizations have been extensively surveyed, to ascertain the contributions made by TQM and TPM initiatives in the Indian manufacturing industries toward realizing manufacturing performance improvements. The correlations between various TQM and TPM implementation issues and manufacturing performance improvements have been evaluated and validated by employing various statistical tools. Findings – This paper illustrates how the synergistic relationship of TQM and TPM paradigms can be helpful for Indian manufacturing industries to enhance overall business performance. The major objectives of this research is to examine, the effectiveness of performance parameters (dependent variables) and factors of implementation (independent variables) of companies implementing TPM alone and TQM-TPM combined approach to improve their business performance and how the support of TQM provides a synergetic effect on TPM's contribution in improving better business performance. Originality/value – TQM and TPM, are such popular initiatives employed by the manufacturing organizations as performance improvement techniques. These programs are employed world over for attaining customer satisfaction, reliability, productivity, market share, profitability and even survival. The study stresses upon the need for improving coordination between manufacturing parameters and other organizational quality improvement initiatives through transfusion of TQM and TPM and to examine the impact of experience in terms of time period on effectiveness of performance parameters when TQM is supported by TPM for Indian manufacturing companies.

The volatile position of the Indian market is driving the manufacturing organisations to adopt various improvement techniques in Indian small and medium enterprises (SMEs). Total productive maintenance (TPM) can also be implemented as an improvement technique. It is the utmost need to identify certain key success factors (KSFs) which helps the TPM implementation in an organisation. The objective of this research is to identify the KSFs behind the TPM implementation in Indian SMEs successfully. Researchers identified eight KSFs from the literature review, questionnaire survey and experts' (academia and industry) opinion. Interpretive structural modelling (ISM) is used as an approach to establish the hierarchical structure for analysing the interrelationship among the various KSFs of TPM implementation in Indian SMEs and also develop an integrated model. ISM also classified these KSFs into driving KSFs and the dependence KSFs in this study.

MSMEs are critical to economic growth but often face challenges that limit their performance. The research examines the influence of information technology, Total Quality Management (TQM), training, rewards, and level of education on the performance of Micro, Small, and Medium Enterprises (MSMEs) in Padang. The research population comprised all MSME business actors in Padang, totaling 42,452 business units. The number of samples was determined using the Slovin formula; therefore, the number of samples in this study was 397 units. Data collection was carried out by distributing questionnaires. Data analysis will be performed using Structural Equation Modeling (SEM) with Smart-PLS software. The research results show that information technology, training, and education levels positively and significantly influence the MSME's performance. However, TQM and reward do not have a significant influence on MSMEs in Padang. This research recommends that MSMEs utilize and use information technology in their operations. Then, MSME business people must include employees in functional training and select employees with a higher level of education. This research contributes to understanding how Information Technology, Total Quality Management, Training, Reward, and Education collectively impact MSMEs' performance, providing valuable insights for improving their operational efficiency and growth.

Do it separately or simultaneously—An empirical analysis of a conjoint implementation of TQM and TPM on plant performance

The implementation of total quality management (TQM) always concerned by top management within organization. TQM are crucial elements in Small and Medium Enterprise (SME) sector due to it aimed to improve competitive advantage of organization. This research is aimed to explore the relationship between TQM and competitive advantage within SME sector of Malaysia. Quantitative research is used to conduct this research. Therefore, questionnaires would be distributed to the executive management level or above within SME organization in Malaysia randomly. The sample size is 124 respondent SMEs Malaysia. Smart-PLS are the software used to analyse the data gathering from respondents. The result of analysis shown that total quality management (TQM) has a significant positive impact to competitive advantage. Therefore, this research is expected to provide deep understanding regarding TQM and competitive advantage for the SME industry within Malaysia and acts as reference to future researchers.

PurposeThe purpose of this paper is to evaluate the contributions of synergic implementation of total quality management (TQM) and total productive maintenance (TPM) paradigms towards improving business performance in the Indian manufacturing industry.Design/methodology/approachIn this study, a large number of manufacturing organisations have been extensively surveyed, to ascertain contributions made by TQM‐TPM paradigms in the Indian manufacturing organisations towards realizing business performance improvements. The correlations between various organisational initiatives towards TQM‐TPM implementation and business performance improvements have been evaluated and validated by employing various statistical tools.FindingsThe research focuses upon the significant contributions of TQM‐TPM organisational initiatives like quality related queries; top level support and level of total employee involvement; culture of continuous improvement; TQM and TPM core strategies; and transfusion of TQM and TPM, towards affecting improvements in business performance. The inter‐relationships between various TQM‐TPM organisational initiatives with the business performance improvement parameters have been evaluated, to efficiently manage the synergic TQM‐TPM paradigms to realize organisational objectives of growth and sustainability.Research limitations/implicationsThe study establishes that focused TQM‐TPM implementation over a reasonable time period can strategically contribute towards realization of significant manufacturing performance enhancements.Practical implicationsThe study stresses upon the need for improving the synergy between maintenance and quality functions in the organisations for meeting the challenges of highly competitive environments. The study highlights that significant achievements in manufacturing performance can be achieved through strategic synergic TQM‐TPM implementation over a considerable period of time.Social implicationsThe analysis of initiatives adopted by Indian entrepreneurs towards TQM‐TPM implementation has been presented in the study to demonstrate the commitment for quality and maintenance aspects of organisations to realize manufacturing excellence through TQM‐TPM paradigms.Originality/valueThe study highlights the strong potential of synergic TQM‐TPM implementation initiatives in affecting business performance improvements. The achievements of Indian manufacturing organisations through proactive TQM‐TPM initiatives have been evaluated and critical TPM success factors identified for enhancing the effectiveness of TQM‐TPM implementation programs in the Indian context.

<p>El propósito de este artículo es dar prioridad a Gestión de Calidad Total (GCT) prácticas y examinar su importancia relativa en la implementación de GCT en pequeñas y medianas empresas (PYME) de la industria de dispositivos médicos, utilizando el método de Analytical Hierarchy Process (AHP). Modelación matemática fue el método de investigación adoptado. La elección de AHP también se basó en la necesidad de adquirir conocimientos de diferentes empresas. Algunas implicaciones se pueden destacar. Dos factores estratégicos (Sistema de Gestión de Calidad y Planificación de la Calidad) y un factor táctico (Gestión de procesos) están fuertemente correlacionados y indicados por los expertos como tener la mayor importancia. Por último, el método AHP desarrollado en el presente estudio ha demostrado ser útil para dar prioridad a las prácticas relativas a la aplicación de la GCT en las empresas de dispositivos médicos. Los resultados pueden ser información útil para los administradores de dispositivos médicos que trabajan en las principales prácticas con el fin de mejorar el rendimiento de la GCT.</p>

PurposeThe last two decades have witnessed an explosion of research into the area of quality initiatives (QI) such as ISO, total quality management, lean, Kaizen and its application within small and medium‐sized enterprises (SMEs). However, very few empirical studies have reported the application of Six Sigma in SMEs; the reasons may be attributed to several myths associated with Six Sigma. The purpose of this paper is to assess the current status of QI in the UK manufacturing SMEs and report the differences in the quality management practices of Six Sigma SMEs against the ISO certified firms.Design/methodology/approachA survey‐based approach was adopted to understand the established quality management practices in the UK SMEs. A short survey instrument was designed by reviewing the literature on quality improvement initiatives in SMEs. A sample of 500 manufacturing SMEs across UK was selected through stratified random sampling technique.FindingsA response rate of 12.7 per cent was achieved and included respondents at senior management and middle management level across the manufacturing industry in the UK. Data analysis on the history of quality initiatives (QI) in SMEs indicated towards the trend that ISO may be the foundation or building block before embarking on lean or Six Sigma. Differences in quality management practices such as customer focused measures and method of knowledge transfer to employees, were observed in Six Sigma and ISO certified SMEs. The main reasons cited for not implementing Six Sigma in SMEs were lack of knowledge or understanding of the system and limited resources. A significant difference in the performance of Six Sigma/lean firms against ISO certified companies were observed with respect to the strategic and operational measures of organizational performance.Research limitations/implicationsThe limited response rate from the survey in the UK manufacturing SMEs will affect the generalizability of study to entire SME population. To negate the limitations of this study, a multiple multi‐level case studies will be conducted in SMEs in the next phase of doctoral research. Future study should focus on performing a global survey on quality management practices in SMEs.Originality/valueThe novelty of the paper lies in conducting a comparative study on the quality management practices in Six Sigma and non‐Six Sigma UK SMEs and measuring its impact on the performance of the firm. This study will facilitate in demystifying the myth that Six Sigma is only applicable in large organizations.

Total productive maintenance: a contextual view

Stiff competition driven by more demanding customers has exerted pressure on both small and large firms to adopt total quality management (TQM) practices Although TQM has currently grown to become a well-established field of research much of the work has concentrated on large multi-product, multi division and multi-national firms. Only a little has been done on the TQM practice of Small and Medium Enterprises (SMEs). The Literature on quality improvement practice of SMEs in developing countries particularly in Africa is almost non-existent. The purpose of this paper is, therefore to examine the problems and prospects of SMEs in implementing TQM practices by reviewing existing literature and collecting primary investigation of problems and possibilities, sample means and standard deviations are used to analyze the data. The results indicated that misperceptions coupled with lack of resources and strategic orientation have hindered the introduction of TQM practices in SMEs in Botswana. Implications for future research and strategies to achieves attitudinal and behavioural changes in SMEs are suggested. Key Words: Total Quality Management ISO 9000, Small and Medium Enterprises, Developing Countries Quality Improvement, Quality Control African Journal of Finance and Management Vol.10(1) 2001: 29-42

The aim of this paper is to test the individual effects of total quality management (TQM) on customer results, people results, society results and quality performance in a small‐ and medium‐sized enterprise (SME) context. The research is based on information from 85 ISO 9000 certified SMEs in Spain. A number of regression analyses are applied in order to examine the impact of TQM on these four results and identify which factors of TQM have the greatest effect. After analysing the survey data, 10 SMEs were randomly selected for individual visits, in order to check the results. The results show that TQM may improve customer results, people results, society results and quality performance. TQM factors related to training and specialist training are showed to be the most significant predictors of quality outcomes. The contribution of this paper is to study this association in SMEs in Spain. Copyright © 2007 John Wiley & Sons, Ltd.

With the advent of liberalisation, the manufacturing sector in India has grown tremendously but it still lags behind its other Asian neighbours by huge gap especially Indian micro, small and medium enterprises (MSMEs). India being a largest market in terms of production and consumption, the role of MSMEs cannot be under estimated. Contribution of MSMEs in manufacturing, exports and employment are significant. Quality management practices are very essential in order to improve financial, operational and strategic position of the organisation. Many organisations attained substantial benefits by employing quality practices and derived higher customer satisfaction. Quality dimension is the only available options with the organisations in today's competitive market where customers' demands better products and services at lower price. Since India want to become a manufacturing hub in the world through Make in India Plan 2015, hence, it is necessary to investigate total quality management (TQM) adoption success factors. This study identifies TQM adoption factors and evaluates them in order to improve the performances of Indian MSMEs. Fuzzy DEMATEL-based approach has been applied to find out the most important factors among them. By using fuzziness in decision-making impreciseness and vagueness of the decision makers can be considered easily.

The entrepreneurial vision, strategic goals, organizational capabilities and processes, alone, will not be adequate to attain business success, unless there is a quality management philosophy in the company (Al-Dhaafri, Al-Swidi, & Yusoff, 2016). Successful entrepreneurial endeavours essentially rest on action, assertiveness, persistence and know-how of leadership (Azyan, Pulakanam, & Pons, 2017) who comprehend the application of quality management methods as a long-term ‘quality journey’. The appropriate implementation of a quality management system (QMS) or total quality management (TQM) system results in enhanced organizational performance (Sahoo & Yadav, 2017).A wide range of small and medium-sized enterprises (SMEs) have nowadays been aware of the indisputable importance of quality and have reaped the benefits of TQM, having in mind that TQM is not just a method or a tool but a whole business philosophy. TQM is a systematic approach that focuses on continuous improvement of the organizational processes with the participation and contribution of all the stakeholders, so as to manage and enhance quality, productivity and customer satisfaction. It is the best way for the enterprise's growth and domination in the contemporary national and international competitive marketplace (Kriemadis, Thomopoulou, & Sioutou, 2017). According to several studies, by embracing the TQM philosophy, SMEs can compete in the global competitive environment (Womack & Roos, 1990; as cited in Karani & Bichanga, 2012; Sainis & Kriemadis, 2019; Pashiardis & Kriemadis, 1999).The present study aims to develop a generic TQM model for SMEs in order to improve their competitiveness, productivity and quality as well as to enhance their entrepreneurial orientation.

PurposeThis study aims to bridge the gap left by earlier studies regarding the issue of whether the International Organization for Standardization (ISO) certification is a stepping stone that ultimately leads to instilling a total quality management (TQM) culture, or whether it is the end-point in their journey toward quality.Design/methodology/approachThe study was primarily quantitative in nature supported from a qualitative survey following the triangulation approach, as the aim was to test a number of hypotheses related to TQM’s role in the operation of Greek ISO certified small and medium-sized enterprises (SMEs). A questionnaire was developed based on the critical success factors that were used in the self-assessment instrument developed by Hunt (1992) and Sashkin (1996) to assess the level of TQM implementation in approximately 400 Greek SMEs.FindingsThe study revealed that Greek ISO certified SMEs, emphasize performance appraisal, invest in quality elements that require minimum usage of their resources and prioritize their ISO certification.Originality/valueTQM is one of the most powerful concepts available to businesses today. However, most of the literature focuses on the practice of TQM within large manufacturing organizations. This paper aims to readdress the situation by outlining a study on TQM in the SME sector in Greece.

Indian manufacturing industry has witnessed irrepressible competition in the recent times in terms of low costs, improved quality and diverse products with superior performance. Indian entrepreneurs have now understood that to meet the challenges posed by the competitive environment, the manufacturing organisations must infuse quality and maintenance improvement initiatives in all aspects of their processes. Total quality management (TQM) and total productive maintenance (TPM), are such popular initiatives employed by the manufacturing organisations in synergy as organisational performance improvement techniques. The objective of this research is to investigate the status of maintenance and quality improvement initiatives in Indian manufacturing organisations and suggesting a tactical TQM-TPM model, considering the vast literature review of TQM and TPM quality drives, the outcomes of the 'TQM-TPM questionnaire' survey and case studies. The TQM-TPM model presented is a structured set of strategies that are integrated to help implement TQM and TPM successfully and can help Indian entrepreneurs avoid the common problems and pitfalls during their implementation.