INTERNATIONAL JOURNAL OF MANAGEMENT (IJM)

Size: px
Start display at page:

Download "INTERNATIONAL JOURNAL OF MANAGEMENT (IJM)"

Transcription

1 INTERNATIONAL JOURNAL OF MANAGEMENT (IJM) International Journal of Management (IJM), ISSN (Print), ISSN 0976 ISSN (Print) ISSN (Online) Volume 4, Issue 1, January- February (2013), pp IAEME: Journal Impact Factor (2013): (Calculated by GISI) IJM I A E M E CRITICAL SUCCESS FACTORS OF TQM: A STUDY Ms. P. Rupha Rani Research Scholar (Full Time), Department of Management Studies school of Management, Pondicherry University ABSTRACT This paper represents a review of the literature on critical success factors (CSFs) of Total Quality Management (TQM) and supported by various philosophies of TQM. Such factors are considered as conducive to the success of TQM implementation. Critical Success Factors (CSFs) are internal or external factors that can seriously affect the firm for better or worse. They provide an early warning system for management and a way to avoid surprises or missed opportunities. In the context of TQM, it is essential that the organizations identify a few key critical success factors, which should be given special attention for ensuring successful implementation of TQM program. The present study will guide the researchers in selecting the reliable set of CSFs for empirical studies. Industries can benefit by adopting the results of this study for effective implementation of TQM. Keywords: TQM; CSF; Implementation; Empirical. 1.0 INTRODUCTION Today, quality management has become one of the important forces leading to organizational growth and a company s success in national and international markets. To be successful in the marketplace, each part of the organization must work properly together towards the same goals, recognizing that each person and each activity affects and in turn is affected by others. To improve competitiveness, organizations are looking for a higher level of effectiveness across all functions and processes and are choosing TQM as a strategy to stay in business. The increased awareness of senior executives, who have recognized that quality is an important strategic issue, is reflected as an important focus for all levels of the 266

2 organization. This requires defining and implementing several factors (identified as critical factors in this paper). Many companies are frustrated in their effort to improve quality through TQM because these companies have exclusively focused on financial measures instead of quality measures. Other studies, in the recent past also observed the failure of TQM. These failures are due to the too much- too soon effort without proper foundation and focus. Manufacturing firms, therefore, need to understand the TQM CSFs for the successful implementation of TQM. Therefore, there is a pressing need to establish TQM CSFs for manufacturing firms. This paper examines the TQM frameworks developed by scholars and businesses and develops the TQM CSFs for manufacturing firms. 1.1 Understanding Total Quality Management (TQM) Total Quality Management has many definitions. Gurus of the total quality management discipline like Deming, Juran, Crosby, Ishikawa and Feigenbaum defined the concept in different ways but still the essence and spirit remained the same. According to Deming, quality is a continuous quality improvement process towards predictable degree of uniformity and dependability. Deming also identified 14 principles of quality management to improve productivity and performance of the organization. Juran defined quality as fitness for use. According to him, every person in the organization must be involved in the effort to make products or services that are fit for use. Crosby defines quality as conformance to requirements. His focus has been on zero defects and doing it right the first time. Ishikawa also emphasized importance of total quality control to improve organizational performance. According to him quality does not only mean the quality of product, but also of after sales service, quality of management, the company itself and the human life. Feigenbaum defined total quality as a continuous work processes, starting with customer requirements and ending with customer s satisfaction. Definitions of quality have changed with the passage of time with changing customer s needs and requirements. But the essence has more or less been to develop an approach to problem solving, conformation to standards for customer satisfaction. With management functions getting complex, approaches to managing quality in functional areas are becoming difficult. Organizations, which have successfully use TQM principles, have customer and quality embedded in their corporate strategy. Any organization is a system of interrelated units. For TQM to succeed, all of the components within the organization must be collectively involved. Initially, organizations implemented TQM in the hope that improvement in the shop-floor activities would solve all existing productivity and quality problems. Later, they have realized that TQM is much more than just shop-floor improvements. The definitions of quality incorporate factors like top management commitment, leadership, team work, training and development, rewards and recognition, involvement and empowerment of employees etc. These critical factors are the foundation for transformational orientation to create a sustainable improvement culture for competitive advantage on a continuous basis. According to Selladurai Raj, TQM interventions or activities must be guided by four change principles, namely work processes, variability, analysis, and continuous improvement. Product design and production processes must be improved; variance must be controlled to ensure high quality; data must be systematically collected and analyzed in a problem-solving cycle; and commitment made to continuous learning by the employees about their work. 267

3 2.0 SELECTION AND ANALYSIS OF TQM FRAMEWORKS An extensive literature survey has been carried out to select TQM frameworks for this study. The relevant literature has revealed that different countries have adopted similar TQM frameworks in the form of quality awards with a different title. Today, there are more than a hundred quality awards existing in different countries. However, all these quality awards are basically derived from three basic and prestigious awards: the Malcolm Baldrige National Quality Award (MBNQA), the European Quality Award (EQA) and the Deming Prize. This study, therefore, includes only these three basic awards as TQM frameworks along with other frameworks developed by scholars. Furthermore, through the study of TQM literature, eleven TQM frameworks developed by researchers have been selected. In total, fourteen important TQM frameworks viz. Deming prize, MBNQA, EQA, Saraph et al., Oakland, Flynn et al., Babbar and Aspelin, Ahire et al., Black and Porter, Pheng and Teo, Ang et al., Zhang et al., Nwabueze and Thiagarajan et al., were chosen from the TQM literature for the purpose of establishing TQM CSFs for the construction industry. A detailed analysis of the frameworks with respect to CSFs is carried out and presented in Table 1 Based on the frequency analysis, the CSFs are prioritised as shown in Table 2. Table 1: List of CSFs as recommended by various authors Source: Wali, Deshmukh and Gupta, 2003 Table 1: Analysis of TQM Frameworks Juran Ishikawa Crosby Feigen- Deming Garvin Saraph Lu & Porter Motwani Powel Black Total Baum et. al. Sohal &Parker et. al & Porter x x x x x x x x x x x x 12 2 x x x x x x x x x x 10 3 x x x x x x x x x x 10 4 x x x x x x x x x x 10 5 x x x x x x x x x x 10 6 x x x x x x x x 8 7 x x x x x x x 7 8 x x x x x x x 7 9 x x x x x x x 7 10 x x x x 4 11 x x x 3 12 x x x 3 13 x x x 3 14 x x 2 15 x 1 16 x 1 268

4 *Note: 1 - Top management commitment; 2 - Strategic quality management; 3 - Process quality management; 4 management; 5 - Education and Training; 6 - Supplier quality management; 7 - Customer satisfaction; 8 - Emplo and involvement; 9 - Business results; 10 - Information and Analysis; 11 - Benchmarking; 12 - Resources; 13 - I environment; 14 - Statistical process control; 15 - Culture. Table 2: Most commonly extracted factors across the 76 studies and the 23 countries Source: Sila and Ebrahimpour, 2003 Prioritisation of CSFs Sr. No. Critical Success Factors No. of studies in which the factor was No. of country categories in which the factor is present 1 Top management commitment and Leadership 2 Customer focus Information and analysis Training Supplier management Strategic Planning Employee Involvement Human Resource Management 9 Process management Teamwork Product & Service Design 12 Process Control Benchmarking Continuous improvement Employee empowerment Quality assurance Social responsibility Employee satisfaction

5 Table 3: Broad categories for the Deming Application Prize Source: Total Quality: Management, Organization & Strategy (1999), Evans & Dean The basic concerns & issues for the Deming Prize is given in Table 3 as below: 1. Policy 2. Organization and its Management 3. Education and Dissemination 4. Collection, Dissemination and use of Information on Quality 5. Analysis of Data 6. Standardization 7. Control 8. Quality assurance 9. Results 10. Planning for the future In an attempt to establish empirically validated factors that influence successful implementation of TQM, Black and Porter (1996) have identified ten factors which affect successful implementation of TQM. They are: (i) Corporate quality culture (ii) Strategic quality management (iii) Quality improvement measurement system (iv) People and customer management (v) Operational quality planning (vi) External interface management (vii) Supplier s partnerships (viii) Teamwork structures (ix) Customer satisfaction orientation (x) Communication of improvement information An early exploratory attempt to arrive at CSF in the Indian context was made by Motwani, Mahmoud and Rice (1994) wherein they arrived at nine critical factors for effective management of quality in Indian manufacturing industry. As the TQM literature in India moved from introductory level discussion on TQM (Lakhe & Mohanty 1994) to more robust research work, the emphasis also shifted from a mere duplicating of western models of quality to trying to develop indigenous models. Wali, Deshmukh and Gupta (2003) made a review of various critical success factors which different authors including the founding 270

6 fathers of TQM like Deming, Juran, Ishikawa, Crosby, Feigenbaum, and Garvin had recommended. Wali, Deshmukh and Gupta started from the early work of identification of the critical success factors (CSF) by Saraph, Benson and Schroeder (1989) to the more recent one by Ahire, Golhar and Waller (1996). From there, they attempted to identify the critical success factors (CSF) for adoption of TQM in the Indian context. Their study claims that these, CSFs are derived based on actual practices followed by Indian organizations and it was based on a statistically validated instrument and factor analysis. It was not based on constructing a priori set of pre-defined CSFs and then matching it with actual practice (Wali, Deshmukh & Gupta 2003, p. 12). The study by Wali, Deshmukh and Gupta (2003) is perhaps the first comprehensive empirical study of quality practices in the Indian context. Thus it is worthwhile to look in detail at the twelve factors identified by them. They are listed below in decreasing order of importance. 3.0 ESTABLISHMENT OF CRITICAL SUCCESS FACTORS The frequency analysis shown in Tables 1. and 2. revealed that 13 out of the 14 frameworks have three CSFs in common: process management, education and training, and customer satisfaction. The analysis further revealed that 11 out of the 14 frameworks have four CSFs in common, viz., top management commitment, supplier quality management, employee empowerment and involvement and information and analysis. The strategic quality management and design quality management CSFs have their presence in nine and eight frameworks respectively. Quality culture, CSF, however, occurs only in the Black and Porter framework (Black and Porter, 1996). However there is ample evidence from the literature on the culture and success of quality initiatives. For instance, these researchers, Ahire and Ravichandran (2001), Ambroz (2004), Butch and Rivers (2001), Chan and Tse (2003), Jabnoun and Anwar (2002), Jenner et al. (1998), Laszlo (1998), Lewis (1996), Manley (1998), Perry (1997), Roney (1997), Sinclair and Collins (1994), Waldman and Gopalakrishnan (1996), and Youssef and Zairi (1995) have all emphasised the importance of organizational culture for the implementation of quality initiatives in their studies. Culture is more powerful than anything else in the organization. Culture, ``how we do things around here in order to succeed,'' is an organization's way of behaving, identity, pattern of dynamic relationships, ``reality,'' or genetic code (Schneider, 1994). It has everything to do with implementation and how success is actually achieved. No management idea, no matter how good, will work in practice if it does not fit the culture. Therefore, quality culture is considered as one of the important CSFs of TQM. Thus, the examination of TQM frameworks has revealed that not all the frameworks are comprehensive, but in many respects these frameworks complement one another. Therefore, a blending salient feature of these frameworks is the best approach for the establishment of critical factors for construction quality management. Therefore, the following ten CSFs have emerged out of the above analysis: 1. Top management commitment 2. Quality culture 3. Strategic quality management 271

7 4. Design quality management 5. Process management 6. Supplier quality management 7. Education and training 8. Empowerment and involvement 9. Information and analysis 10. Customer satisfaction. (i) Leadership, Creativity and quality strategy: Successful quality performance requires that the leadership is dedicated to quality. It must also provide initiative and resource support. It must enable creativity to be nurtured and accordingly chalk out the strategy. Given the importance of leadership, it is not surprising to find that, in all quality awards, leadership issues are placed at the top of the list of criteria. Such leadership will drive quality strategy in an organisation and nurture creativity. (ii) Worker Manager interaction: This means that healthy interaction between worker and manager is important from quality point of view. The manager provides the direction for improvement and accordingly, workers are motivated to take initiative. In case of any difficulty, the worker interacts with the manager to improve the situation. (iii) Results and Recognition: Crosby (1979) considers recognition as one of the most important steps of the quality improvement process. The organisation should reward their employees for their contribution to quality. There should be a quick recognition system for outstanding performance by the employees. These rewards may not be purely financial. (iv) Work culture: The work culture must be very conducive. There should be an active interaction amongst the peers and support from supervisors. The critical importance of the employee s involvement in the quality process of an organisation should be based on the belief that the best process innovation idea comes from the people actually doing the job. (v) Information and Data management: Information is the critical enabler of TQM. This factor emphasises that the key processes are regulary measured and quantified. There should be focus on benchmarking which provides a stimilus for improvement. The facts and information should be made available to all. This is mainly relevant for managing quality costs. (vi) Customer Focus: Quality should be customer driven.. Employees should be well aware of the concept of internal and external customers. They should care about meeting and exceeding the customer expectations. There must be a focus on customer feedback and accordingly the process should be driven. (vii) Value and ethics: It is important for the people in an organisation to live up to the highest ethical standards. There should be perception of fair treatment to all. The organization must be guided by the value and ethical standards. 272

8 (viii) Communication across the organization: Effective communication channels must exist in the organization between various work units. With the help of information technology, communication can be made effective. Effective communication is vital in aligning the workforce towards corporate expectations. (ix) Team working: According to Crosby (1979), team work is a critical element of TQM. Teamwork delivers synergistic enhancement of quality efforts. Employees must demonstrate cooperative behaviour and positive attitude towards working in a team. (x) Congenial inter personal relations: The atmposphere in the organisation must be highly congenial to promote active interaction. There must be mutual respect and faith among employees. (xi) Delegation and empowerment: In a TQM setting, both delegation and empowerment are required. People must share responsibility for the success or failure of their work. (xii) Process improvement: Employees must identify opportunities for continuous improvement. If employee involvement is key to the attainment of customer satisfaction, managing the process is key to engaging an organisation s employees to take responsibilities for what they are doing in relation to satisfying the customers. 4.0 CONCLUSION The analysis of fourteen of the most prominent TQM frameworks has revealed that out of fifteen CSFs, nine CSFs, are common in most of the frameworks. The analysis further pointed out that none of the frameworks are comprehensive. Apart from the Black and Porter framework, quality culture CSF does not exist in other frameworks even though there is ample evidence in the literature on the culture and success of quality initiatives. Using the nine common CSFs and the quality culture CSF, ten TQM CSFs are proposed for construction firms, namely, top management commitment, quality culture, strategic quality management, design quality management, process management, supplier quality management, education and training, empowerment and involvement, information and analysis, and customer satisfaction. These CSFs presented act as a guide for construction organizations contemplating a TQM initiative. REFERENCES 1. Ambroz, M. (2004). Total quality system as a product of the empowered corporate culture. The TQM Magazine, Vol. 16. No. 2, pp Ang, C. L., Davies, M. and Finlay, P N.( 2000). Measures to assess the impact of information technology on quality management, International Journal of Quality and Reliability Management, Vol. 17, No. 1, pp Babbar, S. and Aspelin, D. (1994). J. TQM it is as easy as ABC. The TQM magazine, Vol. 6, No. 3, pp Black, S. And Porter, L. (1996). Identification of critical factors of TQM.Decision Sciences, Vol. 27, No. 1, pp

9 5. Brah, S.A.; Tee, S.S.L. and Rao, B. M.(2002), Relationship between TQM and performance of Singapore companies, International Journal of Quality and Reliability Management, Vol. 19 No. 4, pp Culp, G., Smith, A., and Abbott, J. (1993). Implementing TQM in consulting engineering firm. J. Management in Engineering, Vol.9, No. 4, pp Flynn, B., Schoeder, R. and Sakibaba, S. S. (1994). A framework for quality management research and associated measurement instrument. Journal of Operations Management, Vol. 11, No. 3, pp Harjeev, K., Sharma, D.D. and Sharma, R.(2007). Critical Success Factors for Implementation of TQM in the Indian Manufacturing Industry. The Icfai Journal of Operation Management, Vol.6, No. 3, pp Jha, U.C., (2009) Competitiveness of Indian Manufacturing Industry: An Empirical Analysis in Manufacturing Technology Today (under Publication). 10. Jha, U.C. and Sunand Kumar (2008), Impact of TQM on firm s performance: An Empirical Analysis of Indian Manufacturing Industry at 12th International SOM Conference, Indian Institute of Technology, Kanpur. 11. Jha, U.C., (2006) Measuring the Competitiveness of Indian Manufacturing Industry at Summit on Indian Manufacturing Competitiveness, Indian School of Business, Hyderabad 12. Jha, U.C., (2004) World Class Manufacturing An Indian Perspective at National Conference of Mechanical Engg. (COMET), Institute of Technology, BHU (India) 13. Kaynak, H. (2003), The relationship between total quality management practices and their effects on firm performance, Journal of Operations Management, Vol. 21, pp Elvin B. Hendricks and V. R. Singhal (2001a), Firm characteristics, total quality management, and financial performance Journal of Operations Management, Vol. 19 No.3, pp Irfan Gulbarga, Dr.Soam V Chetty and Dr. Jagadeesh P Ganjigatti, Nn/Brt Based Model For Evaluating Impact of TQM on Higher Technical Education International Journal of Mechanical Engineering & Technology (IJMET), Volume 3, Issue 2, 2012, pp , ISSN Print: , ISSN Online: Varsha H. Patil and Snehal M. Kamalapur, A Conceptual Thinking of Total Quality Management in Engineering Education, International Journal of Management (IJM), Volume 3, Issue 1, 2012, pp , ISSN Print: , ISSN Online: Laszlo, G. P.(1998). Implementing a quality management program-3 Cs of success: commitment, culture, cost. The TQM Magazine, Vol. 10, No. 4, pp T.Suganthalakshmi and Dr.C.Muthuvelautham, Grouping of Critical Success Factors for ERP Implementations, International Journal of Management (IJM), Volume 2, Issue 2, 2011, pp , ISSN Print: , ISSN Online: Lewis, D. (1996). The organizational culture saga - from OD to TQM: a critical review of the literature. Part 2 - applications. J. Leadership and Organization Development, Vol. 17, No. 2, pp Motwani, J., Ashok K., Mohamed, A.Y. and Essam M. (1997), Forecasting quality of Indian manufacturing organizations: An exploratory analysis, Total Quality Management, Vol. 8 No.6, pp

10 21. Oakland, J.S. (1993). Total Quality Management: The Route to Improving Performance. Butterworth-Hienman Limited, Oxford, pp Rao, S.S., Raghu-Nathan, T.S. and Solis, L.E. (1997), A comparative study of quality practices and results in India, China and Mexico, Journal of Quality Management, Vol. 2, pp Rao, S.S., Solis, L.E. and Raghunathan, T.S. (1999), A framework for international quality management research: development and validation of a measurement instrument, Total Quality Management, Vol. 10 No. 7, pp Samson, D. and Terziovski, M. (1999), The relationship between total quality management practices and operational performance, Journal of Operations Management, Vol. 17, pp Saraph, J. V., George Benson, P., and Shroeder, R. G. (1989). An instrument for measuring the critical factors of quality management. Decision sciences, Vol. 20, No.4, pp Thiagarajan, T., Zairi, M. and Dale, B.G. (2001). A proposed model of TQM implementation based on an empirical study of Malaysian industry. International Journal of Quality and Reliability Management, Vol. 18, No. 3, pp

CHAPTER II: LITERATURE REVIEW

CHAPTER II: LITERATURE REVIEW CHAPTER II: LITERATURE REVIEW There is natural scepticism among managers towards quality initiatives, and not without reason. Many organizations each year commit vast amount of time and effort to improving

More information

College Thrissur, Thrissur, India

College Thrissur, Thrissur, India International Journal of Engineering Research and Development e-issn: 2278-067X, p-issn: 2278-800X, www.ijerd.com Volume 8, Issue 3 (August 2013), PP. 07-13 Empirical Research on TQM Practices of Organizations

More information

Quality Management Practice and Organisational Performance in Manufacturing Industry: A Conceptual Framework

Quality Management Practice and Organisational Performance in Manufacturing Industry: A Conceptual Framework International Journal of Contemporary Business 1(1): 10-19 eissn: REQUEST PENDING 2014 Universiti Selangor Practice and Performance in Manufacturing Industry: A Conceptual Framework Zaharuzaman Jamaluddin,

More information

Effectiveness of Total Quality Management in Nepal: A Case Study of Hospitality Sector

Effectiveness of Total Quality Management in Nepal: A Case Study of Hospitality Sector International Journal of Research in Business Studies and Management Volume 4, Issue 5, 2017, PP 32-40 ISSN 2394-5923 (Print) & ISSN 2394-5931 (Online) Effectiveness of Total Quality Management in Nepal:

More information

Chapter Two: Literature Review

Chapter Two: Literature Review Chapter Two: Literature Review 2.1 The Concept of Total Quality Management (TQM) TQM is only one of many approaches to getting work done and accomplishing goals. Several experiences have shown that by

More information

The Effect of Quality Management Practices on Organizational Performance in Jordan: An Empirical Study

The Effect of Quality Management Practices on Organizational Performance in Jordan: An Empirical Study The Effect of Quality Management Practices on Organizational Performance in Jordan: An Empirical Study Ali Bakhit Jaafreh (Corresponding author) PhD, Management Information Systems, Shaqra University,

More information

TQM in Taiwan's computer and its peripheral industry

TQM in Taiwan's computer and its peripheral industry Chao-Ton Su Department of Industrial Engineering and Management, National Chiao Tung University, Taiwan Mu-Chen Chen Institute of Commerce Automation and Management, Department of Business Management,

More information

Total Quality Management

Total Quality Management Total Quality Management James R. Evans Total Quality Management Contents About This Course How to Take This Course ix xi 1 Quality in Manufacturing and Service 1 A Brief History Modern Developments

More information

CHAPTER 3 PROJECT MANAGEMENT AND QUALITY. Dr. Abdul Aziz A. Bubshait. CEM 515 Construction Quality Assurance

CHAPTER 3 PROJECT MANAGEMENT AND QUALITY. Dr. Abdul Aziz A. Bubshait. CEM 515 Construction Quality Assurance CHAPTER 3 PROJECT MANAGEMENT AND QUALITY Dr. Abdul Aziz A. Bubshait CEM 515 Construction Quality Assurance ١ Introduction Many excellent organizations seek to define the customers' project requirements

More information

A FRAMEWORK FOR THE IMPLEMENTATION OF TOTAL QUALITY MANAGEMENT IN THE SOUTH AFRICAN AIR FORCE JACOBUS JOHANNES OSCHMAN

A FRAMEWORK FOR THE IMPLEMENTATION OF TOTAL QUALITY MANAGEMENT IN THE SOUTH AFRICAN AIR FORCE JACOBUS JOHANNES OSCHMAN A FRAMEWORK FOR THE IMPLEMENTATION OF TOTAL QUALITY MANAGEMENT IN THE SOUTH AFRICAN AIR FORCE by JACOBUS JOHANNES OSCHMAN submitted in accordance with the requirements for the degree of DOCTOR OF ADMINISTRATION

More information

University of Groningen. Implementation of total quality management Zhang, Z.H.

University of Groningen. Implementation of total quality management Zhang, Z.H. University of Groningen Implementation of total quality management Zhang, Z.H. IMPORTANT NOTE: You are advised to consult the publisher's version (publisher's PDF) if you wish to cite from it. Please check

More information

University of Groningen. Implementation of total quality management Zhang, Z.H.

University of Groningen. Implementation of total quality management Zhang, Z.H. University of Groningen Implementation of total quality management Zhang, Z.H. IMPORTANT NOTE: You are advised to consult the publisher's version (publisher's PDF) if you wish to cite from it. Please check

More information

Introduction to Quality Management. BPF 2123 Quality Management System

Introduction to Quality Management. BPF 2123 Quality Management System Introduction to Quality Management BPF 2123 Quality Management System 1 Chapter Outline Introduction Changes in the Business Culture Defining Quality Dimensions of Quality Gurus of Quality / TQM Historical

More information

Investigating the Impact of TQM on Financial, Quality and Innovation Performance

Investigating the Impact of TQM on Financial, Quality and Innovation Performance Proceedings of the 2013 International Conference on Information, Operations Management and Statistics (ICIOMS2013), Kuala Lumpur, Malaysia, September 1-3, 2013 Investigating the Impact of TQM on Financial,

More information

Citation for published version (APA): Zhang, Z. (1997). Developing a TQM quality management method model. s.n.

Citation for published version (APA): Zhang, Z. (1997). Developing a TQM quality management method model. s.n. University of Groningen Developing a TQM quality management method model Zhang, Zhihai IMPORTANT NOTE: You are advised to consult the publisher's version (publisher's PDF) if you wish to cite from it.

More information

WHY QUALITY IS IMPORTANT? PRODUCT AND QUALITY COSTS OF POOR QUALITY COST OF ACHIEVING GOOD QUALITY. Prevention costs.

WHY QUALITY IS IMPORTANT? PRODUCT AND QUALITY COSTS OF POOR QUALITY COST OF ACHIEVING GOOD QUALITY. Prevention costs. WHY QUALITY IS IMPORTANT? Lecture 7: Quality management systems PRODUCT AND QUALITY Quality has direct impact on economic results in both ways Costs Incomes Quality assurance Poor quality costs Higher

More information

Quality Management Maturity and Its Relationship with Human Resource Development Strategies in Manufacturing Industry

Quality Management Maturity and Its Relationship with Human Resource Development Strategies in Manufacturing Industry AIJSTPME (2010) 3(3): 53-63 Quality Management Maturity and Its Relationship with Human Resource Development Strategies in Manufacturing Industry Rosnah M. Y. Department of Mechanical and Manufacturing

More information

Business Excellence Models for Romanian SMEs

Business Excellence Models for Romanian SMEs Business Excellence Models for Romanian SMEs Cezar Militaru Dimitrie Cantemir Christian University, Faculty of International Economic Relations, Bucharest, Romania e-mail: caesarmil@yahoo.com Adina Pavel

More information

THEORETICAL FORMULATION OF A FRAMEWORK FOR MEASURING BUSINESS PERFORMANCE IN CONSTRUCTION

THEORETICAL FORMULATION OF A FRAMEWORK FOR MEASURING BUSINESS PERFORMANCE IN CONSTRUCTION THEORETICAL FORMULATION OF A FRAMEWORK FOR MEASURING BUSINESS PERFORMANCE IN CONSTRUCTION H. A. Bassioni, A. D. F. Price and T. M. Hassan Department of Civil and Building Engineering, Loughborough University,

More information

SARDAR RAJA COLLEGES SARDAR RAJA COLLEGE OF ENGINEERING DEPARTMENT OF ELECTRONICS AND COMMUNICATION ENGINEERING MICRO LESSON PLAN

SARDAR RAJA COLLEGES SARDAR RAJA COLLEGE OF ENGINEERING DEPARTMENT OF ELECTRONICS AND COMMUNICATION ENGINEERING MICRO LESSON PLAN SARDAR RAJA COLLEGES SARDAR RAJA COLLEGE OF ENGINEERING DEPARTMENT OF ELECTRONICS AND COMMUNICATION ENGINEERING MICRO LESSON PLAN SUBJECT NAME SUBJECT CODE YEAR SEM : TOTAL QUALITY MANAGEMENT : GE71 :

More information

Factors Affecting Management Perception of Total Quality Service in the Phil. Semiconductor Industry

Factors Affecting Management Perception of Total Quality Service in the Phil. Semiconductor Industry Factors Affecting Management Perception of Total Quality Service in the Phil. Semiconductor Industry DR. JEROME O. PALAGANAS Infinity Consulting Group Manila, Philippines SUMMARY OF PRESENTATION Introduction

More information

CORE VALUES AND CONCEPTS

CORE VALUES AND CONCEPTS CORE VALUES AND CONCEPTS The Criteria are built on the following set of interrelated core values and concepts: visionary leadership customer-driven excellence organizational and personal learning valuing

More information

Total Quality Management (TQM): A Strategy for Competitive Advantage

Total Quality Management (TQM): A Strategy for Competitive Advantage Available online at : http://euroasiapub.org Vol. 6, Issue 9, September - 2016, pp. 51~55 Thomson Reuters ID: L-5236-2015 Total Quality Management (TQM): A Strategy for Competitive Advantage Dr Mahesh.

More information

Operations Management

Operations Management 9-1 Management of Quality Operations Management William J. Stevenson 8 th edition 9-2 Management of Quality CHAPTER 9 Management of Quality McGraw-Hill/Irwin Operations Management, Eighth Edition, by William

More information

TOTAL QUALITY MANAGEMENT IMPACT ON HRM FUNCTIONS

TOTAL QUALITY MANAGEMENT IMPACT ON HRM FUNCTIONS TOTAL QUALITY MANAGEMENT IMPACT ON HRM FUNCTIONS Indumathi. N Department Of Management Studies Ifet College Of Engineering, Tamilnadu, (India) ABSTRACT Everyone has experiences of poor quality when dealing

More information

AN INVESTIGATION INTO THE EFFECTS OF THE APPLICATION OF TQM, TPM, AND JIT ON PERFORMANCE OF INDUSTRY IN BAHRAIN

AN INVESTIGATION INTO THE EFFECTS OF THE APPLICATION OF TQM, TPM, AND JIT ON PERFORMANCE OF INDUSTRY IN BAHRAIN International Journal of Industrial Engineering Research and Development (IJIERD) Volume 8, Issue 1, January-April 2017, pp.09 19, Article ID: IJIERD_08_01_002 Available online at http://www.iaeme.com/ijierd/issues.asp?jtype=ijierd&vtype=8&itype=1

More information

also between the organisations irrespective of the individual roles or the type/size of the organisation. Need for the study

also between the organisations irrespective of the individual roles or the type/size of the organisation. Need for the study INTRODUCTION The concept of quality has been contemplated throughout history and continues to be a topic of intense interest. The advent of value seeking, informed consumers, globalisation of markets,

More information

Business Excellence Model in Indian Context: A Select Study

Business Excellence Model in Indian Context: A Select Study Business Excellence Model in Indian Context: A Select Study by Sushil Kumar Agrawal Department of Management Studies Submitted in fulfillment of the requirements for the Degree of Doctor of Philosophy

More information

IMPLEMENTATION OF QUALITY MANAGEMENT PRACTICES IN MALAYSIAN AUTOMOTIVE INDUSTRIES: A REVIEW

IMPLEMENTATION OF QUALITY MANAGEMENT PRACTICES IN MALAYSIAN AUTOMOTIVE INDUSTRIES: A REVIEW Regional Conference on Engineering Mathematics, Mechanics, Manufacturing & Architecture (EM*ARC) 2007 Advanced Processes and Systems in Manufacturing (APSIM) 2007 Editors: N Muhamad et al. IMPLEMENTATION

More information

ANALYSIS OF THE SOFT ASPECT OF THE QUALITY MANAGEMENT IN THE EFQM MODEL

ANALYSIS OF THE SOFT ASPECT OF THE QUALITY MANAGEMENT IN THE EFQM MODEL ANALYSIS OF THE SOFT ASPECT OF THE QUALITY MANAGEMENT IN THE EFQM MODEL Author: Nieves Salvador Millán Tutor: Inmaculada Beltrán Martín DEGREE IN BUSINESS ADMINISTRATION AE1049 FINAL PROYECT WORK ACADEMIC

More information

THE RELATIONSHIP BETWEEN HUMAN FACTORS AND ORGANIZATIONAL PERFORMANCE IN YEMENI INDUSTRIAL COMPANIES

THE RELATIONSHIP BETWEEN HUMAN FACTORS AND ORGANIZATIONAL PERFORMANCE IN YEMENI INDUSTRIAL COMPANIES THE RELATIONSHIP BETWEEN HUMAN FACTORS AND ORGANIZATIONAL PERFORMANCE IN YEMENI INDUSTRIAL COMPANIES Nasser Habtoor Senior Lecturer, Faculty of Leadership and Management, Universiti Sains Islam Malaysia

More information

International Journal of Management (IJM), ISSN (Print), ISSN (Online), Volume 4, Issue 1, January- February (2013)

International Journal of Management (IJM), ISSN (Print), ISSN (Online), Volume 4, Issue 1, January- February (2013) INTERNATIONAL JOURNAL OF MANAGEMENT (IJM) ISSN 0976-6502 (Print) ISSN 0976-6510 (Online) Volume 4, Issue 1, January- February (2013), pp. 47-55 IAEME: www.iaeme.com/ijm.asp Journal Impact Factor (2012):

More information

Assessment of Total Quality Management Practices and Organizational Development. (The case of Telecom Services Sector of Pakistan)

Assessment of Total Quality Management Practices and Organizational Development. (The case of Telecom Services Sector of Pakistan) Assessment of Total Quality Management Practices and Organizational Development. (The case of Telecom Services Sector of Pakistan) Faiza Sajjad Dr. Shehla Amjad COMSATS Institute of Information Technology,

More information

APPLYING THE METHODOLOGY OF BENCHMARKING STRATEGY WITHIN THE WITHIN THE TRAVEL COMPANIES IN THE FORMER YUGOSLAV REPUBLIC OF MACEDONIA

APPLYING THE METHODOLOGY OF BENCHMARKING STRATEGY WITHIN THE WITHIN THE TRAVEL COMPANIES IN THE FORMER YUGOSLAV REPUBLIC OF MACEDONIA APPLYING THE METHODOLOGY OF BENCHMARKING STRATEGY WITHIN THE WITHIN THE TRAVEL COMPANIES IN THE FORMER YUGOSLAV REPUBLIC OF MACEDONIA Elizabeta Mitreva e-mail: elizabeta.mitreva@ugd.edu.mk Zlatko Jakovlev

More information

THE MEDIATING EFFECT OF TQM PRACTICE ON COST LEADERSHIP STRATEGY AND IMPROVEMENT OF PROJECT MANAGEMENT PERFORMANCE

THE MEDIATING EFFECT OF TQM PRACTICE ON COST LEADERSHIP STRATEGY AND IMPROVEMENT OF PROJECT MANAGEMENT PERFORMANCE IGCESH2014 Universiti Teknologi Malaysia, Johor Bahru, Malaysia 19-21 August 2014 THE MEDIATING EFFECT OF TQM PRACTICE ON COST LEADERSHIP STRATEGY AND IMPROVEMENT OF PROJECT MANAGEMENT PERFORMANCE S. S.

More information

BBA Sixth Semester Total Quality Management. -BIJAY LAL PRADHAN M Sc Statistics, FDPM(IIMA) PhD Scholar (TQM)

BBA Sixth Semester Total Quality Management. -BIJAY LAL PRADHAN M Sc Statistics, FDPM(IIMA) PhD Scholar (TQM) BBA Sixth Semester Total Quality Management -BIJAY LAL PRADHAN M Sc Statistics, FDPM(IIMA) PhD Scholar (TQM) Total Quality Management Course Title : Total Quality Management Code No. : MGT 163 Area of

More information

TOTAL QUALITY MANAGEMENT IN EDUCATION: PROSPECTS, ISSUES AND CHALLENGES

TOTAL QUALITY MANAGEMENT IN EDUCATION: PROSPECTS, ISSUES AND CHALLENGES TOTAL QUALITY MANAGEMENT IN EDUCATION: PROSPECTS, ISSUES AND CHALLENGES N. Ravindran Research Scholar, Department of Educational Technology, Bharathidasan University Tiruchirappalli Dr. R. Karpaga Kamaravel

More information

TOTAL QUALITY MANAGEMENT AND LIBRARIES AND INFORMATION CENTERS

TOTAL QUALITY MANAGEMENT AND LIBRARIES AND INFORMATION CENTERS TOTAL QUALITY MANAGEMENT AND LIBRARIES AND INFORMATION CENTERS Mr. Sanjay Patel L. M. College of Pharmacy, Ahmedabad, India ABSTRACT In this paper I am discussing Objectives in libraries, Quality Control,

More information

Quality Management: A Case from Pakistan Cotton yarn Industry

Quality Management: A Case from Pakistan Cotton yarn Industry Quality Management: A Case from Pakistan Cotton yarn Industry T. Hussain, N. A. Akhtar & N.S. Butt Institute of Quality and Technology Management University of the Punjab, Lahore, Pakistan Abstract This

More information

An instrument for measuring TQM implementation for Chinese manufacturing companies

An instrument for measuring TQM implementation for Chinese manufacturing companies The research register for this journal is available at http://www.mcbup.com/research_registers/quality.asp The current issue and full text archive of this journal is available at http://www.emerald-library.com

More information

Confirmatory Factor Analysis of TQM Implementation Constructs: Evidence from Nepalese Manufacturing Industries

Confirmatory Factor Analysis of TQM Implementation Constructs: Evidence from Nepalese Manufacturing Industries Confirmatory Factor Analysis of TQM Implementation Constructs: Evidence from Nepalese Manufacturing Industries Dr. Bijay Lal Pradhan Assistant Professor Tribhuvan University Nepal Email: bijayprad@gmail.com

More information

CHAPTER-7 CONCLUSION AND RECOMMENDATIONS

CHAPTER-7 CONCLUSION AND RECOMMENDATIONS CHAPTER-7 CONCLUSION AND RECOMMENDATIONS 7.1 Conclusion This study started with an extensive review of literature about quality and its concepts, approaches of quality gurus, TQM tools and techniques,

More information

Core Values and Concepts

Core Values and Concepts Core Values and Concepts These beliefs and behaviors are embedded in high-performing organizations. They are the foundation for integrating key performance and operational requirements within a results-oriented

More information

International Journal on Textile Engineering and Processes, ISSN: , Vol 1, Issue 1, Jan2015

International Journal on Textile Engineering and Processes, ISSN: , Vol 1, Issue 1, Jan2015 Total Quality Management in Terry Fabric Manufacturing Pranjali Chandurkar, CTF Abstract The challenge that companies face as the 21st Century gets underway, is to succeed in global economy where competition

More information

Online International Interdisciplinary Research Journal, {Bi-Monthly}, Volume-II, Issue-II, Mar-Apr2012

Online International Interdisciplinary Research Journal, {Bi-Monthly}, Volume-II, Issue-II, Mar-Apr2012 Software Development Process And The Total Quality Management Amit C. Joshi Department of Computer Management, Business Administration College, Buldana (M.S.), India. Abstract This paper discusses the

More information

Becoming World Class Through a Culture of Measurement

Becoming World Class Through a Culture of Measurement Becoming World Class Through a Culture of Measurement Research Paper: RP-ECBPM/0026 By Professor Mohamed Zairi Copyright 2010 www.ecbpm.com Copyright 2010 www.ecbpm.com Page 1 BECOMING WORLD CLASS THROUGH

More information

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

An Analysis of the Impact of Total Quality Management on Employee Performance with mediating role of Process Innovation IOP Conference Series: Materials Science and Engineering PAPER OPEN ACCESS An Analysis of the Impact of Total Quality Management on Employee Performance with mediating role of Process Innovation To cite

More information

The Adoption of Total Quality Management (TQM) in Dubai Manufacturing Firms

The Adoption of Total Quality Management (TQM) in Dubai Manufacturing Firms Jordan Journal of Business Administration, Volume 2, No. 4, 2006 The Adoption of Total Quality Management (TQM) in Dubai Manufacturing Firms ABSTRACT With the increasing competition in today s business

More information

Bachelor in Business Administration

Bachelor in Business Administration Bachelor in Business Administration Course Descriptions Programme Compulsory Courses LAW 021 Principles of Commercial Law This course deals with the study of the principles of commercial law through a

More information

Theoretical formulation of a framework for measuring business performance in construction

Theoretical formulation of a framework for measuring business performance in construction Loughborough University Institutional Repository Theoretical formulation of a framework for measuring business performance in construction This item was submitted to Loughborough University's Institutional

More information

International Management Journals

International Management Journals International Management Journals www.managementjournals.com International Journal of Applied Strategic Management Volume 2 Issue 2 Special Edition Driving Strategy with Quality: A Useful Insight TQM Sustainability:

More information

I. POLICY FOR INTERNAL ALIGNMENT

I. POLICY FOR INTERNAL ALIGNMENT 1 TABLE OF CONTENTS PHASE I Summary.... 3 I. Internal Alignment.....3 II. Job Structure Evaluation..3 Appendix I. Compensable Families...6 Appendix II. Compensable levels...7 Appendix III Defining Compensable

More information

LESSON PLAN ~ ~

LESSON PLAN ~ ~ DOCILP/O 1128.02.02 LP- GE 2022 ~----------------------------------------~ Sub Code: GE 2022 Sub Name: TOTAL QUALITY MANAGEMENT Date: 30.06.2014 Unit:1 Branch: Common to MECH,~ and BIO- TECH Page 1 of

More information

Methodology for Assessing TQM Practices and Critical Factors Affecting Quality Performance in Construction Industry

Methodology for Assessing TQM Practices and Critical Factors Affecting Quality Performance in Construction Industry Methodology for Assessing TQM Practices and Critical Factors Affecting Quality Performance in Construction Industry Gowthami Vidya G PG Student, Civil Engineering NMAMIT, Nitte Karkala, India Roshan Rai

More information

Key words: ISO 9000, organizational change, organizational culture, organizational culture model, LISREL

Key words: ISO 9000, organizational change, organizational culture, organizational culture model, LISREL The Study of Standardization and Continuous Improvement Process of Organizational Culture Model - The Effect of ISO9000 Implementation on Organizational Culture and TQM Ming-Tzong Wang 1, Sophia S.-C.

More information

Visi Pramudia THE QUALITY JURNEY. Prepared by: Dadan Gumbira Pramudia. FUNtastic Enthusiasms to you. Fuji Xerox Case Study:

Visi Pramudia THE QUALITY JURNEY. Prepared by: Dadan Gumbira Pramudia. FUNtastic Enthusiasms to you. Fuji Xerox Case Study: Fuji Xerox Case Study: THE QUALITY JURNEY Prepared by: Dadan Gumbira Pramudia Visi Pramudia FUNtastic Enthusiasms to you Case Study: THE QUALITY JURNEY 1. INTRODUCTION Total Quality Management (TQM) is

More information

QUALITY MANAGEMENT PRINCIPLES

QUALITY MANAGEMENT PRINCIPLES ISO/TC176/SC2/WG15/N130 QUALITY MANAGEMENT PRINCIPLES 1. Quality Management Principles A quality management principle is a comprehensive and fundamental rule or belief, for leading and operating an organisation,

More information

CELONA APRIL BARCELONA APRIL BARCELONA APRIL 200. Principles of action. Principles of action

CELONA APRIL BARCELONA APRIL BARCELONA APRIL 200. Principles of action. Principles of action CELONA APRIL 2003...BARCELONA APRIL 2003...BARCELONA APRIL 200 Principles of action Principles of action LONA APRIL 2003...BARCELONA APRIL 2003...BARCELONA APRIL 2003. ..BARCELONA APRIL 2003...BARCELONA

More information

The Philosophy of TQM An Overview

The Philosophy of TQM An Overview The Philosophy of TQM An Overview TQM = Customer-Driven Quality Management References for Lecture: Background Reference Material on Web: The Philosophy of TQM by Pat Hammett Customer Quality Measures Customers

More information

Enhancing Employee Engagement: The Role of the Immediate

Enhancing Employee Engagement: The Role of the Immediate Enhancing Employee Engagement: The Role of the Immediate Supervisor Dale Carnegie Training White Paper Copyright 2012 Dale Carnegie & Associates, Inc. All rights reserved. enhance_engagement_111312_wp

More information

SHORT ANSWER QUESTIONS (KEY) UNIT- I

SHORT ANSWER QUESTIONS (KEY) UNIT- I SHORT ANSWER QUESTIONS (KEY) UNIT- I 1. Define quality. Quality is the totality of characteristics of an entity that bear on its ability to satisfy stated and implied needs. 2. What do you mean by quality

More information

Dimensions of product and service quality

Dimensions of product and service quality Dimensions of product and service quality DIMENSIONS OF QUALITY Dimension Meaning and Example Performance Primary product characteristics, such as the brightness of the picture Features Secondary characteristics,

More information

TQM i.e. (Total Quality Management) Construction Projects

TQM i.e. (Total Quality Management) Construction Projects TQM i.e. (Total Quality Management) In Construction Projects Concepts of i) KAIZEN i. e Continuous Improvement ii) ZERO DEFECTS i. e. Perfection in what ever we do Total quality management is a managerial

More information

The Importance of Soft Factors for Quality Improvement: Case Study of Electrical and Electronics Firms in Malaysia

The Importance of Soft Factors for Quality Improvement: Case Study of Electrical and Electronics Firms in Malaysia Vol. 3, No. 12 International Journal of Business and Management Abstract The Importance of Soft Factors for Quality Improvement: Case Study of Electrical and Electronics Firms in Malaysia Muhammad Madi

More information

Performance measurement models: an analysis for measuring innovation processes performance

Performance measurement models: an analysis for measuring innovation processes performance Available online at www.sciencedirect.com ScienceDirect Procedia - Social and Behavioral Scienc es 124 ( 2014 ) 397 404 SIM 2013 Performance measurement models: an analysis for measuring innovation processes

More information

Overview of Business Excellence models

Overview of Business Excellence models Overview of Business Excellence models 1 What are business excellence models? 2 What is business excellence? 3 Who uses business excellence models? 4 What are the common challenges associated with a business

More information

Available online at (Elixir International Journal) Human Resource Management. Elixir Human Res. Mgmt. 51 (2012)

Available online at  (Elixir International Journal) Human Resource Management. Elixir Human Res. Mgmt. 51 (2012) 11029 Role of top management leadership and commitment in total quality management in service in Malaysia: A review and conceptual framework Esam M. A.Mustafa and Abdul Talib Bon Faculty of Technology

More information

Role of SMEs in Indian Economy and TQM

Role of SMEs in Indian Economy and TQM Role of SMEs in Indian Economy and TQM Ms. Monika Sharma 1 Mr. Raman Panthey 2 Mr. Rahul Kumar 3 Ms. Guneet Kour 4 SMEs play a very important role in the economy of any country and it is more so in a developing

More information

Sustained Quality Award Status in Developing Country: A study on the Dubai Quality Award Recipients

Sustained Quality Award Status in Developing Country: A study on the Dubai Quality Award Recipients Sustained Quality Award Status in Developing Country: A study on the Dubai Quality Award Recipients M. Doulatabadi 1, S.M. Yusof 1, K.Y. Wong 2 1 Razak School of Engineering and Advanced Technology, Universiti

More information

Trend and Business. Business and Quality Management

Trend and Business. Business and Quality Management Trend and Business Business and Quality Management Nattasit Chaisaard PH.D. Candidate (Civil Engineering) Lecturer of School of Management Science Sukhothai Thammathirat Open University Quality is Buzzword?

More information

RANKING OF KEY QUALITY FACTORS IN THE INDIAN CONSTRUCTION INDUSTRY

RANKING OF KEY QUALITY FACTORS IN THE INDIAN CONSTRUCTION INDUSTRY RANKING OF KEY QUALITY FACTORS IN THE INDIAN CONSTRUCTION INDUSTRY S.Shanmugapriya 1, K.Subramanian 2 1 Assistant Professor, Department of Civil Engineering, Coimbatore Institute of Technology, Tamilnadu,

More information

Total Quality Management Submitted in partial fulfillment of the requirement for the award of degree Of MBA

Total Quality Management Submitted in partial fulfillment of the requirement for the award of degree Of MBA A Seminar report On Total Quality Management Submitted in partial fulfillment of the requirement for the award of degree Of MBA SUBMITTED TO: SUBMITTED BY: www.studymafia.org www.studymafia.org Acknowledgement

More information

Quality Improvement in the Modular Housing Industry

Quality Improvement in the Modular Housing Industry Quality Improvement in the Modular Housing Industry Ahmad K. Elshennawy, Ph.D. Michael A. Mullens, Ph.D., PE Isabelina Nahmens Department of Industrial Engineering & Management Systems University of Central

More information

Role of Quality Management Practices in Employee Engagement and its impact on Organizational Performance

Role of Quality Management Practices in Employee Engagement and its impact on Organizational Performance Role of Quality Management Practices in Employee Engagement and its impact on Organizational Performance A.S.Sathishkumar, Assistant Professor, KSR College of Technology,Tiruchengode, Namakkal, Tamilnadu,

More information

Do ISO Certified SME's have Hgher Quality Practices? Empirical Insights from the Northern Region of Malaysia

Do ISO Certified SME's have Hgher Quality Practices? Empirical Insights from the Northern Region of Malaysia Vol. 3, No. 3 International Journal of Business and Management 66 Do ISO Certified SME's have Hgher Quality Practices? Empirical Insights from the Northern Region of Malaysia Nusrah Samat School of Management,

More information

The state of quality management implementation: a cross-sectional study of quality-oriented companies in Hong Kong

The state of quality management implementation: a cross-sectional study of quality-oriented companies in Hong Kong This is the Pre-Published Version. The state of quality management implementation: a cross-sectional study of quality-oriented companies in Hong Kong Kee-hung Lai* Department of Shipping and Transport

More information

2016 EMPLOYEE SURVEY RESULTS AND ANALYSIS

2016 EMPLOYEE SURVEY RESULTS AND ANALYSIS 2016 EMPLOYEE SURVEY RESULTS AND ANALYSIS JULY 2016 Survey Administered by the Institutional Effectiveness Committee March-June 2016 Report Prepared by the Office of Institutional Advancement Data Support

More information

THE ROLE OF THE IMMEDIATE SUPERVISOR

THE ROLE OF THE IMMEDIATE SUPERVISOR ENHANCING EMPLOYEE ENGAGEMENT: THE ROLE OF THE IMMEDIATE SUPERVISOR Dale Carnegie Training White Paper Copyright 2012 Dale Carnegie & Associates, Inc. All rights reserved. Enhance_engagement_062513_wp_EMEA

More information

Visionary Leadership. Systems Perspective. Student-Centered Excellence

Visionary Leadership. Systems Perspective. Student-Centered Excellence Core Values and Concepts These beliefs and behaviors are embedded in high-performing organizations. They are the foundation for integrating key performance and operational requirements within a results-oriented

More information

MULTIMEDIA COLLEGE JALAN GURNEY KIRI KUALA LUMPUR

MULTIMEDIA COLLEGE JALAN GURNEY KIRI KUALA LUMPUR STUDENT IDENTIFICATION NO MULTIMEDIA COLLEGE JALAN GURNEY KIRI 54100 KUALA LUMPUR FIFTH SEMESTER FINAL EXAMINATION, 2014/2015 SESSION MGT2063 TOTAL QUALITY MANAGEMENT DMGW-E-F-1/13, DMGQ-E-F-1/13, DMGA-E-F-1/13,

More information

Thesis Proposal. Company in Saudi Arabia

Thesis Proposal. Company in Saudi Arabia Thesis Proposal 1 Thesis Proposal The impact of TQM Implementation on the Employee's Job Satisfaction In ABC Pharmaceutical Company in Saudi Arabia Thesis Proposal 2 Abstract In this thesis, we will study

More information

Automated quality excellence evaluation

Automated quality excellence evaluation Automated quality excellence evaluation Jozef Gašparík 1, Marián Gašparík 2 1 Department of Building Technology, Slovak University of Technology, Bratislava, Slovakia 2 POMAKS Bratislava, Slovakia * Corresponding

More information

INVESTIGATION THE CRITICAL SUCCESS FACTORS OF TQM CRITERIA IN THE INDUSTRIAL ORGANIZATIONS

INVESTIGATION THE CRITICAL SUCCESS FACTORS OF TQM CRITERIA IN THE INDUSTRIAL ORGANIZATIONS 58 Military Technical College Kobry El-Kobbah, Cairo, Egypt. 17 th International Conference on Applied Mechanics and Mechanical Engineering. INVESTIGATION THE CRITICAL SUCCESS FACTORS OF TQM CRITERIA IN

More information

2/4/2011. Human Resource Practices. Toyota Georgetown. Key Idea. Businesses are learning that to satisfy customers, they must first satisfy employees.

2/4/2011. Human Resource Practices. Toyota Georgetown. Key Idea. Businesses are learning that to satisfy customers, they must first satisfy employees. Chapter 6 Human Resource Practices Evans & Lindsay (2008) MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e 1 Toyota Georgetown We ve got nothing, technology-wise, that anyone else can t have. There

More information

In this unit we are going to speak about quality management in organizations.

In this unit we are going to speak about quality management in organizations. 1 In this unit we are going to speak about quality management in organizations. Quality management includes all activities performed by a company to maintain a desired level of excellence. It has four

More information

Quality Management Chapter 14

Quality Management Chapter 14 Quality Management Chapter 14 1 Objectives What is Quality? Total Quality Management TQM in Service Cost of Quality Quality Improvements Quality Awards and Certifications 2 What is Quality? The Meaning

More information

Total Quality Management

Total Quality Management Total Quality Management Total Quality Management (A New Culture) Worldwide competition demands from any corporation the following ability characteristics: 1. To understand what the customer wants and

More information

4. Which of the following are generally easy to detect using statistical methods, and it is usually economical to remove them?

4. Which of the following are generally easy to detect using statistical methods, and it is usually economical to remove them? 1. In total quality perspective, quality planning, and strategic business planning are treated as which of the following? a. Different b. *Consistent c. Indistinguishable d. Dissimilar 2. The marketing

More information

Core Values and Concepts

Core Values and Concepts Core Values and Concepts These beliefs and behaviors are embedded in highperforming organizations. They are the foundation for integrating key performance and operational requirements within a results-oriented

More information

IMPLEMENTATION OF TOTAL QUALITY MANAGEMENT FOR ORGANIZATIONAL EFFECTIVENESS

IMPLEMENTATION OF TOTAL QUALITY MANAGEMENT FOR ORGANIZATIONAL EFFECTIVENESS IMPLEMENTATION OF TOTAL QUALITY MANAGEMENT FOR ORGANIZATIONAL EFFECTIVENESS ABSTRACT Mrs. E. Vijaya Laxmi Asst. Professor, Department of MBA, Anurag College of Engineering, Aushapur vijaya.etikala@gmail.com

More information

PROVINCIAL GOVERNMENT

PROVINCIAL GOVERNMENT SPEAR SUSTAINABLE PERFORMANCE EXCELLENCE, ASSESSMENT AND REVIEW (SPEAR) ( 1 PROVINCIAL GOVERNMENT INTRODUCTION Globally the Leadership of modern performance orientated organisations direct and challenge

More information

TQM ADOPTION AMONG PHARMACEUTICALS MANUFACTURERS OF HIMACHAL PRADESH, INDIA

TQM ADOPTION AMONG PHARMACEUTICALS MANUFACTURERS OF HIMACHAL PRADESH, INDIA TQM ADOPTION AMONG PHARMACEUTICALS MANUFACTURERS OF HIMACHAL PRADESH, INDIA VIKAS Shoolini University, Solan, 173212 HP INDIA KULDEEP C. ROJHE Associate Professor, Faculty of Management Sciences, Shoolini

More information

THE BUSINESS EXCELLENCE JOURNEY

THE BUSINESS EXCELLENCE JOURNEY THE BUSINESS EXCELLENCE JOURNEY Business Excellence in Malaysia The Business excellence model was first introduced in 1990 when MPC started promoting Quality Management Excellence Award (QMEA) or Prime

More information

Tata Business Excellence Model

Tata Business Excellence Model Tata Business Excellence Model 1 2 Deming Prize Instituted in Japan - 1960 3 In 1980, NBC, an American News Channel, aired a programme entitled If Japan can why can not we? Ronald Reagan, the 40 th President

More information

IMPACT OF TOTAL QUALITY MANAGEMENT PRACTICES ON THE PROFITABILITY AND SERVICE QUALITY OF PUBLIC SECTOR COMMERCIAL BANKS

IMPACT OF TOTAL QUALITY MANAGEMENT PRACTICES ON THE PROFITABILITY AND SERVICE QUALITY OF PUBLIC SECTOR COMMERCIAL BANKS IMPACT OF TOTAL QUALITY MANAGEMENT PRACTICES ON THE PROFITABILITY AND SERVICE QUALITY OF PUBLIC SECTOR COMMERCIAL BANKS Ch.Bhargavi 1, M. Sravanthi 2 1,2 Assistant Professor, Department of MBA, Vaagdevi

More information

INTERNATIONAL JOURNAL OF ADVANCED RESEARCH IN ENGINEERING AND TECHNOLOGY (IJARET)

INTERNATIONAL JOURNAL OF ADVANCED RESEARCH IN ENGINEERING AND TECHNOLOGY (IJARET) INTERNATIONAL JOURNAL OF ADVANCED RESEARCH IN ENGINEERING AND TECHNOLOGY (IJARET) ISSN 0976-6480 (Print) ISSN 0976-6499 (Online) Volume 4, Issue 5, July August 2013, pp. 176-187 IAEME: www.iaeme.com/ijaret.asp

More information

Chapter 1 Statistical Quality Control, 7th Edition by Douglas C. Montgomery. Copyright (c) 2013 John Wiley & Sons, Inc.

Chapter 1 Statistical Quality Control, 7th Edition by Douglas C. Montgomery. Copyright (c) 2013 John Wiley & Sons, Inc. 1 Learning Objectives 2 1.1 Definitions Meaning of Quality and Quality Improvement 1.1.1 The Eight Dimensions of Quality 1. Performance 2. Reliability 3. Durability 4. Serviceability 5. Aesthetics 6. Features

More information

TQMPHILOSOPHYFOR FUTURE OF HIGHER EDUCATION. Sandip D. Gadekar Ph.D. Scholar Dept.ofEdu. Ext. SPPU Pune

TQMPHILOSOPHYFOR FUTURE OF HIGHER EDUCATION. Sandip D. Gadekar Ph.D. Scholar Dept.ofEdu. Ext. SPPU Pune TQMPHILOSOPHYFOR FUTURE OF HIGHER EDUCATION Sandip D. Gadekar Ph.D. Scholar Dept.ofEdu. Ext. SPPU Pune Scholarly Research Journal's is licensed Based on a work at www.srjis.com Introduction The quality

More information

MEETING STAKEHOLDER AND QUALITY NEEDS

MEETING STAKEHOLDER AND QUALITY NEEDS Unit Level 5 Good Practice MEETING STAKEHOLDER AND QUALITY NEEDS Unit Number Ofqual Reference Credit Value 6 Total Unit Time 60 Guided Learning Hours 20 5005V1 Y/504/9028 CMI s Unique Selling Point (USP)

More information