Testing the readiness of an organisational culture profile to a TQM implementation

2019 ◽  
Vol 31 (3) ◽  
pp. 400-416 ◽  
Author(s):  
Tibor Tenji ◽  
Andrea Foley
Keyword(s):  
Theoretical Model ◽  
Quality Management ◽  
Subject Area ◽  
Organisational Culture ◽  
Sample Population ◽  
Total Quality ◽  
Content Type ◽  
Relative Contribution ◽  
Partial View ◽  
Practical Implications

Purpose The purpose of this paper is to apply an existing theoretical model of organisational culture contextualised for total quality management (TQM) as a means of assessing the readiness for implementing TQM in the workplace. The “Amalgamated Model” is a hybrid that encapsulates organisational culture traits and their relative contribution as indictors of effective TQM implementation. Design/methodology/approach A questionnaire that would test the theoretical model was devised and administered to a sample population in a production facility located in Central Europe, Organisation X. Findings A profile of the organisation was derived which revealed the strengths and weaknesses of the organisation in relation to the cultural traits of the theoretical model. Research limitations/implications The research population comprised management/supervisory staff only and thus provides a partial view of Organisation X. Practical implications For practitioners, particularly those who specialise in quality management, the practical implications of this research are twofold: first, it provides insights into aspects of organisational culture and TQM implementation; and second, it demonstrates how a theoretical framework may be applied in the workplace to assess readiness for TQM implementation. Originality/value This research contributes to the subject area body of knowledge by applying a recent theoretical model to assess readiness for implementing TQM.

scholarly journals Quality management vision of future early career operations managers

2019 ◽  
Vol 36 (2) ◽  
pp. 162-185 ◽  
Author(s):  
Alireza Shokri ◽  
Farhad Nabhani
Keyword(s):  
Quality Management ◽  
Design Methodology ◽  
Future Generation ◽  
Early Career ◽  
Knowledge Development ◽  
Total Quality ◽  
Content Type ◽  
Practical Implications ◽  
Non Parametric ◽  
Operations Managers

Purpose The purpose of this paper is to investigate the gap between the current vision and knowledge of future early career operations managers (OM) and a common strategic total quality management (TQM) framework. Design/methodology/approach A survey questionnaire and a non-parametric test for different groups of participants were adopted to identify the gap and analyse the significance of these groups on the factors in the TQM framework. Findings A new set of TQM factors with the necessity of more knowledge and understanding of future generation were identified, followed by the identification of clear differences amongst different groups of this generation. Practical implications A sustainable OM practice needs managers and leaders with a sustainable knowledge development of quality management (QM); and as the result of this study, the current vision of future young OM would not echo this. Originality/value This study has a systematic, non-parametric approach towards currently fragmented QM analysis, and is integrated with human resource and visionary elements of future young OM and universal QM models and theories.

scholarly journals Is innovation the future of quality management?

2017 ◽  
Vol 9 (3/4) ◽  
pp. 232-240 ◽  
Author(s):  
Johan Lilja ◽  
David Hansen ◽  
Johan Fredrikson ◽  
Daniel Richardsson
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Design Methodology ◽  
Innovation Management ◽  
Total Quality ◽  
Content Type ◽  
Management Concepts ◽  
Literature Reviews ◽  
Operational Excellence ◽  
Practical Implications

Purpose Upcoming as well as mature industries are facing pressure as regards successfully managing operational excellence, and, at the same time, driving and managing innovation. Quality management concepts and practices’ ability to tackle this challenge have been questioned. It has even been suggested that there is a need to provide and promote an updated/changed, and even re-branded, version of Total Quality Management, merging quality management (QM) and innovation management (IM). Can such a shift then actually be spotted? The purpose of this paper is to explore and see if there are any signs suggesting that QM and IM actually are about to merge. Design/methodology/approach The study is based on literature reviews, document studies and interviews. Findings The paper highlights three signs indicating that QM and IM indeed are approaching each other, and that it is a movement driven from both sectors, e.g., in the work with new ISO-standards and the Toyota Kata framework. Originality/value The indicated development has fundamental and extensive practical implications. It will for example have to be followed by a similar merging of the two fields in the educational system, and in the competences of future managers.

On Quality 4.0 in project-based industries

2020 ◽  
Vol 32 (4) ◽  
pp. 725-739
Author(s):  
Jan Emblemsvåg
Keyword(s):  
Quality Management ◽  
Oil And Gas ◽  
Relevant Literature ◽  
Oil And Gas Industry ◽  
Theoretical Models ◽  
Future Contract ◽  
Total Quality ◽  
Content Type ◽  
Starting Point ◽  
Practical Implications

PurposeProject-based industries seem ignored in the quality management literature. These industries have some peculiarities that warrant attention, and the purpose of this paper is to discuss some of the critical aspects of project-based industries concerning quality management and particularly Quality 4.0.Design/methodology/approachThe approach is based on reviewing the literature and then developing the paper using basic definitions, literature, logic and experience. It should be noted that the type of literature review is so-called “integrative” due to the fact that the topic of this paper is new. Furthermore, for this paper, as for integrative literature reviews in general, the purpose is to create initial and preliminary conceptualizations and theoretical models, rather than review old models. Creative collection of data is therefore key to combine perspectives and insights from different sources. This paper is therefore more a discussion piece rather than a paper presenting results per se. The relevant literature is only a starting point from which the argument is developed.FindingsThe paper demonstrates that quality management in project-based industries is outdated, driven by adversarial and legalistic interpretations of contracts, which results in manual work and reactive quality management. Initially, this can be a stumbling block for Quality 4.0. However, the greater credibility and transparency of Quality 4.0 technologies can enable relational contracting such as partnering. This will subsequently result in major improvements in total quality.Research limitations/implicationsThe research was initially triggered by industry experience over years. The empirical aspect of the paper is therefore related to the construction, shipbuilding and the oil and gas industry. Because contracting regimes are similar across these industries, the findings are arguably applicable to other project-based industries. However, this is not demonstrated. Furthermore, as the topic is new to both literature and practice it is likely that the paper has not covered all relevant aspects that will emerge as the ideas are implemented.Practical implicationsThe paper supports the argument for developing the contracting into a relational approach away from the adversarial and legalistic approach of today. It is illustrated how Quality 4.0 technologies can help in this transition. Therefore, the practical implications can become substantial in how industry works and the research about it.Social implicationsIf the ideas were implemented, they could change contract management in project-based industries from the adversarial approach of today to genuine cooperation. It would therefore be relevant for teaching future contract managers. The project outcomes would also result in improved quality and reduce the loss to society.Originality/valueThe combination of Quality 4.0, new contracting regimes and project-based industries is according to the knowledge of this author, an original contribution that can help people improve the management of quality in project-based industries. With these industries constituting a large and growing share of an economy, the value can also become significant once practical issues concerning implementation are sorted out.

scholarly journals The mediating role of total quality management between the entrepreneurial orientation and the organizational performance

2016 ◽  
Vol 28 (1) ◽  
pp. 89-111 ◽  
Author(s):  
Hassan Saleh Al-Dhaafri ◽  
Abdullah Kaid Al-Swidi ◽  
Rushami Zien Bin Yusoff
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Organizational Performance ◽  
Entrepreneurial Orientation ◽  
Structural Equation ◽  
Mediating Effect ◽  
Equation Modeling ◽  
Total Quality ◽  
Content Type ◽  
Practical Implications

Purpose – The purpose of this paper is to examine the joint effect of entrepreneurial orientation (EO) and total quality management (TQM) on the organizational performance. In addition, this study aimed to examine the ability of TQM to transmit the effect of EO on the organizational performance. Design/methodology/approach – To examine the hypothesized model of the study, the survey questionnaire research design was employed. The data were collected from Dubai police department. The total number of questionnaires distributed was 320 out of which only 111 usable questionnaires were returned. The structural equation modeling partial least squares approach was used. Findings – The statistical results confirmed the effect of EO and TQM on the organizational performance. In addition, TQM was found to partially mediate the effect of EO on organizational performance. Practical implications – Further details and valuable implications of this study were discussed throughout the study. The results of this study have many practical implications. The results will help managers to make the proper decisions when deciding to implement TQM in their organizations. TQM can help managers with strong EO to achieve maximum performance in organizations and to remain competitive in the market. Originality/value – This study is a rare and unique empirical study that examines the effect of EO on TQM and the mediating effect of TQM on the EO-performance relationship.

The intermediary role of organizational performance as a driver of total quality management and enterprise resource planning towards achieving organizational excellence: the moderating role of demographic factors

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Hassan Saleh Al-Dhaafri ◽  
Mohammed Saleh Alosani
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Organizational Performance ◽  
Enterprise Resource Planning ◽  
Resource Planning ◽  
Total Quality ◽  
Content Type ◽  
Organizational Excellence ◽  
Practical Implications

PurposeThe study's goal is to look at how total quality management (TQM), enterprise resource planning (ERP) and organizational performance interact to affect organizational excellence.Design/methodology/approachA survey questionnaire research design was used to achieve the goal of this study through the hypothesized model. The information was obtained from a Dubai police organization. Out of 550 questionnaires, 320 questionnaires were returned. To analyze the data for measurement and structural models, the structural equation modeling (SEM) partial least squares method was used.FindingsThe statistical results confirmed the positive and significant effects of TQM and ERP on organizational performance. The mediation role of organizational performance between TQM, ERP and organizational excellence also was confirmed.Practical implicationsMore details and significant consequences have been explored in this study. The findings have a number of practical implications. The findings also assist practitioners and managers in making the best decisions while incorporating TQM, ERP and excellence practices in their organizations. Organizations will achieve optimum strong excellence and stay competitive in a competitive market by integrating the effects of TQM, ERP and organizational performance.Originality/valueThis study is another empirical investigation into the combined impact of TQM, ERP and performance on excellence relationships. In other words, the current study is one of the few that investigates the mediating role of organizational performance as a variable alongside organizational excellence as the ultimate variable in developing countries, specifically in the United Arab Emirates (UAE).

Contradictions in TQM implementation

2017 ◽  
Vol 29 (4) ◽  
pp. 564-578 ◽  
Author(s):  
Francis Yaw Banuro ◽  
Alexander Ntiri-Ampomah ◽  
Joseph Kwaku Banuro
Keyword(s):  
Quality Management ◽  
Adverse Effects ◽  
Total Quality Management ◽  
Design Methodology ◽  
Survey Instrument ◽  
Multinational Companies ◽  
Total Quality ◽  
Content Type ◽  
The World ◽  
Practical Implications

Purpose The purpose of this paper is to confirm the existence of contradictions in total quality management (TQM) implementation among some Ghanaian companies and to provide a framework for balancing these contradictions. Design/methodology/approach Closed-ended questionnaires were used as a survey instrument. A sample of 80 managers from 40 Ghanaian multinational companies implementing TQM responded to the questionnaires. Findings The results showed that the implementation of TQM comes with inherent contradictions, which may hinder the success of TQM if not checked. Three pairs of contradictions were established in this study, namely “Standardization vs Innovation,” “Manipulation vs Empowerment,” and “Collectivism vs Individualism.” A framework was proposed to balance these contradictions in order to ensure TQM success. Research limitations/implications The study used all the 40 ISO certified firms in Ghana, but this number is quite small relative to ISO certified firms worldwide. Further, the study was done in Ghana and, for these reasons, generalization to the rest of the world is limited. Practical implications The proposed framework when applied by managers to balance the contradictions will achieve success in TQM implementation. Originality/value Previous studies have talked about the existence of the contradictions. This paper proposes a framework to balance the existing contradictions. This framework is new and has never been proposed in the literature to minimize the adverse effects of these contradictions on a firm’s profit generation.

The role of value and virtues in TQM: an overview of literature

2016 ◽  
Vol 28 (2) ◽  
pp. 216-234 ◽  
Author(s):  
Salvatore Moccia
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Empirical Data ◽  
Design Methodology ◽  
Total Quality ◽  
Content Type ◽  
Comprehensive List ◽  
Mediating Variables ◽  
Practical Implications

Purpose – The purpose of this paper is to analyze the relation between values and virtues and the principles of Total Quality Management (TQM) and thus to propose a tentative framework of relationships. Design/methodology/approach – The paper is conceptual. It reviews some lists of values present in literature, and summarizes them in a more comprehensive list. Then the list of values is summarized in conjunction with a list of core virtues. Thus, it tries to explain the relation between them and the principles of TQM, passing through the two mediating variables passion and trust. Findings – A model of TQM based on core virtues is proposed. Research limitations/implications – The lack of empirical data that can validate the model. Practical implications – Considering the emphasis placed on virtues, the model can have some practical implications in the field of recruitment, promotion, and leadership. Originality/value – The paper attempts to link values and virtues to the principles of TQM by developing a model of interactions. A novel framework that can provide a basis for further research into the profound nature of quality management has been proposed. Furthermore, some implications that should be useful for recruiters and managers are discussed.

scholarly journals Investigating the view of quality management success factors amongst future early career operations leaders

2019 ◽  
Vol 11 (4) ◽  
pp. 487-503
Author(s):  
Alireza Shokri
Keyword(s):  
Higher Education ◽  
Quality Management ◽  
Success Factors ◽  
Organisational Culture ◽  
Early Career ◽  
Total Quality ◽  
Sustainable Operations ◽  
Content Type ◽  
National Quality ◽  
Non Parametric

Purpose The study aims to investigate the gap between the current vision and knowledge of future early career operations leaders (OL) and common strategic total quality management (TQM) frameworks such as Malcolm Baldrige National Quality Awards and competing value framework. Design/methodology/approach A survey questionnaire was developed for different groups of participants as current higher education students to identify the gap and analyse the significance of these groups on the factors in TQM framework. The Kruskal–Wallis test as the non-parametric quantitative analysis technique was adopted for this study. Findings A new set of TQM factors with necessity of more knowledge and understanding of future generation was identified, followed by highlighting clear differences amongst different groups of this generation in terms of their demographic measures, perceived leadership style and organisational culture. Research limitations/implications This research study contributed significantly to the existing study about common QM models and their integration with theories relevant to organisational culture and leadership. The data collection can be extended further in the higher education sector or beyond that. Practical implications A sustainable operations leadership practice needs managers and leaders with a sustainable knowledge development of quality management; and as a result of this study, the current vision of future young OL would not echo this. Originality/value This study has a systematic, non-parametric approach towards currently fragmented QM analysis, and is integrated with human resource and visionary elements of future young OL and universal QM models and theories.

Supply chain and total quality management framework design for business performance-case study evidence

2015 ◽  
Vol 28 (6) ◽  
pp. 905-930 ◽  
Author(s):  
Sanjay Sharma ◽  
Sachin Modgil
Keyword(s):  
Supply Chain ◽  
Quality Management ◽  
Total Quality Management ◽  
Product Life Cycle ◽  
Business Performance ◽  
Management Practices ◽  
Total Quality ◽  
Content Type ◽  
Exploitation And Exploration ◽  
Practical Implications

Purpose – The purpose of this paper is to identify the importance of integration of supply chain management practices with total quality management (TQM) practices to augment business performance. The objective of paper is to focus on the two important dimensions, namely, supply chain and TQM of an organization with special reference to the concepts: exploration and exploitation. Design/methodology/approach – In total, 20 variables have been identified (independent variables) which impact business performance (dependent variable). Variables have been extracted into four categories with a combination of two orientations, i.e., exploitation and exploration, with respect to quality management and supply chain practices. Findings – Configurationally four different combinations concerning supply chain and TQM were identified in which an enterprise can operate. This is supported with the four different case studies. Practical implications – This study leads to some interesting practical implications for practicing managers as it offers a framework in which the supply chain and TQM practices can be implemented with respect to an organizational structure (mechanistic or organic structure), environmental conditions (uncertain environment and rapidly changing product life cycle) and identification of customer orientations (whether customer is price sensitive or customer makes buying decision on account of trust or relation to the product). Originality/value – The concept of supply chain exploitation and supply chain exploration with different orientations of quality management is not studied comprehensively before. This paper provides a background for establishing a framework of strategies for supply chain and quality practices, with respect to the exploitation and exploration scenario.

Mapping the implications and competencies for Industry 4.0 to hard and soft total quality management

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Oluwayomi Kayode Babatunde
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Industry 4.0 ◽  
Early Career ◽  
Total Quality ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Content Type ◽  
And Gender ◽  
Practical Implications

PurposeThe purpose of this study is to map the implications and competencies for Industry 4.0 to the hard and soft aspects of total quality management (TQM).Design/methodology/approachThe author/s collected data from purposively drawn samples of early-career engineering professionals (ECEPs) using a cross-sectional survey. A total of 20 ECEPs from three small-class cohorts (2014, 2016 and 2018) participated in the survey. The author/s analyzed data using the Kruskal–Wallis test and Wilcoxon–Mann–Whitney test to establish the effect of cohort and gender on the implications and competencies for Industry 4.0. The author/s then mapped the top- and bottom-ranked implications and competencies onto the hard and soft aspects of TQM using a matrix.FindingsBased on the cohort, significant differences p < 0.05 existed in the interests and competencies for Industry 4.0. In congruence, the 2014 cohort had the highest number of “unique” top- and bottom-ranked competencies and implications spanning the hard and soft TQM. Based on gender, nonsignificant differences p < 0.05 existed in the interests and competencies for Industry 4.0. The male and female ECEPs' “common” top-ranked implications appeared under the hard and soft TQM. All their “common” top-ranked competencies appeared under the hard TQM, while all their “common” bottom-ranked competencies appeared under the soft TQM.Research limitations/implicationsThe sample size, context/discipline and perceptual data are limitations.Practical implicationsOptimizing an existing TQM framework/matrix to design Industry 4.0 TQM, advanced as TQM 4.0.Originality/valuePerspectives of early-career professionals for TQM 4.0 implementation.

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