TQM implementation in developing countries

This paper examined Total Quality Management (TQM) implementation in Research and Development (R&D) organisations with empirical data from South Korean and Taiwanese manufacturing firms. A literature review established three hypotheses in regard to similarity in TQM implementation patterns, the impact of TQM for innovation performance and the mediating role of hard TQM. TQM measures were based on the six criteria of the Malcolm Baldrige National Quality Award, while innovation performance measures consisted of product quality and product innovation aspects. Our findings indicated that TQM practices were uniformly applied across the two countries. TQM were also found to have a significant impact on product quality and product innovation. However, the hypothesised mediating role of hard TQM was dismissed.

“School/madrasah as an educational institution is an institution that serves as an agent of change to solve the nation's problems. Therefore, in order to produce the quality of education, it is necessary to implement the concept of TQM (Total Quality Management) that in history has successfully led the business world in creating production quality best and can even exceed the satisfaction of customers standard. This study used a qualitative approach with methods of library research. The formulation of the problem involves understanding implementation of TQM, TQM in education, implementation of TQM principles in educational institutions, the pillars of TQM in educational institutions, measures the implementation of TQM in education and description of the failure in the implementation of TQM. The study results were obtained, among others; The first, implementation of total quality management (TQM) is an implementation or embodiment of a management concept that involves all components in the organization to jointly contribute to the organization's policies oriented to the improvement of product quality to customer satisfaction. Second, in educational institutions, implementation of TQM are used to improve administrative functions and operations, to manage the educational process as a whole, integrate TQM in the curriculum, the use of TQM in teaching methods in the classroom, the use of TQM for managing research and development activities. In addition, educators must be responsible for their duties proactively, they must develop a problem-solving process that makes sense and can identify and towards the main cause, capable of being the organization model and can measure what's working well and what is not, so that we will get a good system in institutional schools / madrasah. Third, in applying TQM, there are some principles that should be held, among others; focusing on consumers (users of educational services), broad involvement (teachers, staff, students, and community), their measurements, to understand education as a system, and their continuous improvement. Fourth, the five main pillars of TQM here are their products, relying on the process undertaken, the leader who moves in producing quality products, and a commitment among the leaders in the organization. Fifth, steps in implementing TQM in educational institutions include; the preparatory phase, the planning phase and the implementation phase. Sixth, the failure may occur in implementing TQM in educational institutions, if; there is a gap in the commitment of top management, one focus of attention, lack of adequate staff and support, relying solely training, the hope of obtaining results of a moment and force adopt a method that doesn’t comply with the requirement.”

National and organisational cultures can affect the degree of success of total quality management (TQM) implementation and organisational performance; therefore, it is important to further study their effects on Indonesian companies. We studied several Indonesian companies that have implemented TQM or ISO systems, and 129 questionnaires were answered by employees at the senior executive, general manager, quality manager, and managerial levels. Results suggest that a relationship exists between national and organisational cultures, and that they influence TQM implementation and performance. While there was no significant cultural difference between the companies, the implementation and organisational performance differed significantly. Thus, this study provides important practical knowledge for Indonesian practitioners and academics to better understand the TQM implementation process.

Structural equation modelling (SEM) of employees’ involvement towards strategic implementation of the total quality management (TQM) in Indian telecom industry limited, India during COVID pandemic

This paper investigates the extent of Total Quality Management (TQM) implementation in two California public higher education systems: the California State University (CSU) and the University of California (UC) systems. These two higher education systems include 32 statewide campuses with over half a million students and 27,000 faculty. A questionnaire was sent to all campuses in both the CSU and UC systems. Issues such as TQM implementation and the benefits and challenges of such implementation are surveyed, discussed and analyzed. This study reveals that more than half of the California public universities are implementing TQM in one form or another and the TQM implementation in the CSU system is much wider than that in the UC system. In general, the character of implementation is still limited to business‐type operations in universities, such as business finance and administrative services.

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.

Total Quality Management (TQM) supports the organizations in their efforts to obtain satisfied customers. A major boost to the growth of TQM is the promotion of quality award models like Deming Application Prize, Malcolm Baldrige National Quality Award, Rajiv Gandhi National Quality Award and CII-EXIM Bank award. These award frameworks are used by many organizations to assess and benchmark their level of TQM implementation. The common purpose of quality award is to promote excellence in quality and implementation of total quality management in enterprises. Many Indian companies have spruced up quality efforts with TQM and have even won the quality awards. This paper describes, compares and analyses some important quality awards which are in use in India. The methodology adopted is based on the critical comparison of criteria of various quality award models. The objective of this paper is to to know how TQM principles are incorporated in these quality award models.

Puskesmas (Community Health Center) is a term used to describe health services provided to the community. Therefore, optimal performance is always required from Puskesmas in providing health services, making service quality a crucial issue. The purpose of this study was to determine the success of total quality management (TQM) implementation at the Lembang Community Health Center using a qualitative approach. Through in-depth interviews and observations, this study investigated how the Community Health Center implemented the TQM concept, the factors supporting it, and the obstacles they faced during the implementation process. The results highlighted the importance of leadership commitment, employee engagement, a supportive organizational culture, and a strong understanding of TQM principles for successful implementation. However, this study also identified several challenges such as lack of resources, resistance to change, and a lack of understanding of the TQM concept. This study provides valuable information for Community Health Center staff and healthcare practitioners in developing effective strategies to improve the quality of healthcare services through TQM implementation.

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.

Abstract. This study aims to know and describe the implementation of Total Quality Management (TQM) at Doloksanggul State Special School, Humbang Hasundutan Regency, North Sumatra Province. The method used in this study is descriptive-qualitative method. The techniques used in data collection are observation, interviews and documentation studies. Data analysis is carried out by data reduction and data presentation. For data validity tests are carried out by Triangulation. After conducting research at the Doloksanggul State Special School, researchers found several facts that the implementation of Total Quality Management (TQM) at the Doloksanggul State Special School had been implemented properly.

In a competitive industrial environment, companies need to improve the quality of their products and services. One approach that can be taken to improve product and service quality is by implementing Total Quality Management (TQM). TQM has several practices. TQM practices commonly implemented by companies are leadership, customer focus, improvement and development, and also employee satisfaction. TQM will influence company performance, both in terms of financial performance, employee performance, innovation performance, operational performance and other performances. The aim of this research is to review the literature regarding TQM and performance of organization in various countries and various industrial sectors. The results of a review of 16 literatures mostly show that TQM has a positive relationship with company performance. However, not all TQM practices have a significant influence. Other factors such as company size and company profits also do not show a significant influence on company performance.

The author reviews his five year experience in the implementation of total quality management (TQM) in the operation of the silicon wafer fabrication (fab) facility in Xerox Microelectronics Center (MEC). First, the TQM basic concepts and its operational implications are summarized. This is followed by a detailed description of the TQM implementation process in the wafer fab. Driven by Xerox corporate commitment to quality, the implementation process includes an organizational system analysis of MEC operations, a restructuring of the wafer fab organization, the formation of a quality council, the launching of a comprehensive education and training program, and the implementation of statistical process control techniques. Also, a cornerstone in the TQM strategy is empowering all employees through participation in problem solving and quality improvement teams, and involvement in an employee suggestion system. It is shown that the TQM strategy proved to be instrumental in achieving significant improvements in customer satisfaction, employee satisfaction, productivity, profitability, product quality, manufacturing costs, and on-time delivery.< <ETX xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink">&gt;</ETX>

This study aims to determine the implementation of Total Quality Management (TQM) in public and private vocational high schools in the city of Yogyakarta, as well as to compare the level of implementation between public and private vocational high schools. The TQM aspects observed include infrastructures and facilities, quality of improvement, quality of teachers, quality of examination system and academic background of teachers graduated from vocational high schools. This exploratory study is descriptive in which the result can be used as an input as well as improvements in reflection of the future. These subjects were teachers and students. The primary data were collected through a questionnaire while other data were collected through observation and interviews. The data were analyzed by means of descriptive and statistics t-test. The analysis finds that TQM has been implemented by vocational schools, public and private, in the city of Yogyakarta. The Application levels differed significantly (t-value = 9.204, p-value = 0.0001), where the public schools are able to implement at a very good level, while private schools are at a good level. The differences in the application of TQM occur in all measurable aspects, namely infrastructures and facilities access, quality of improvement, quality of teachers, quality of examination system and academic background of teachers graduated from vocational high schools. Specifically, on aspects of infrastructures and facilities of the access, although on average they significantly differ, categorically they are in the same level. The differences are not too large. The result of observation in the field during the study shows that the state vocational already maximally implement TQM, while in the private vocational schools, it is lower due to the limited resources in private schools.

Quality management and the work environment: an empirical investigation in a public sector organization