...Factors affecting TQM implementation: an empirical study in Tunisian firms Senda WALI[1] University of Sfax, Tunisia Wali_sonda@yahoo.fr Tel: 00 216 97 53 31 12 Fax: 00 216 74 24 36 19 ABSTRACT The level of awareness of TQM has increased considerably over the last few years. Different sets of organizational requirements are prescribed by quality management academics and practitioners for the effective practice of TQM. However, these requirements do not seem to have been formulated on the basis of systematic empirical research. The relationships between the extent of TQM implementation and organizational factors are investigated on the basis of data collected from 81 quality managers at ISO-registered Tunisian companies. The results of logistic regression indicate that joint-venture, ownership, leadership styles and quality experience are the most influential factors that contribute in the TQM implementation. This suggests that knowledge of organizational context is useful for explaining and predicting quality management practices. Factors affecting TQM implementation: an empirical study in Tunisian firms ABSTRACT The level of awareness of TQM has increased considerably over the last few years. Different sets of organizational requirements are prescribed by quality management academics and practitioners for the effective practice of TQM. However, these requirements...
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...choice but to implement TQM. He called a meeting of his vice presidents and explained TQM. Larsen put Kent Kelly, vice president of production, in charge of the program. Maria Lopez, vice president of human resources, tried to convince him that TQM should be a joint project between human resources and production, with the president’s office coordinating the program. Larsen explained, however, that he didn’t have time to get involved with TQM personally because he wanted to spend his time and energy improving profits. Mary Romero, a supervisor of the wire harness assembly team for the drone aircraft, is responsible for 11 people on the swing shift. Her people put together the thousands of color-coded electrical wires that make up a “harness.” Another production team sets the harness in place in the aircraft by running the harness from the aircraft’s central computer to the other sections of the aircraft. The drone is a new and highly advanced unmanned aircraft for the U.S. Air Force using the latest in electronic and computer controls in combination with a stealth design. Romero’s team, like every team working on the drone, is critical to the place’s ability to meet specifications. Two months ago, all the managers and line supervisors at the Pico Durango plant, including Romero, attended a meeting called by the plant superintendent, Allan Yoshida, who explained TQM to them. Managers and supervisors came away from the meeting with various interpretations of TQM, and thus the line...
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...TQM Research Paper Introduction The past two decades have witnessed the rise and fall of countless short-lived fads. Some have attracted a flurry of book, articles, and seminars; others have been completely discredited. Businesses have realized that there is a need to restructure their business practices and become more customer-focused. All recent business approaches and techniques have generally aimed at improving performance, increasing profits, gaining market share, and most importantly satisfying the customer who has become more educated and more demanding than ever. In the last two decades two organizational development models have dominated the business world for a considerable period of time namely Total Quality Management (TQM) and Business Process Reengineering (BPR). Statement of Objective This paper aims to shed a novel light on the two most recent and prominent management approaches, namely TQM and BPR. In an attempt to examine the interaction between radical BPR and incremental TQM with respect to change management, I shall briefly discuss the two constructs and contemplate the roots and basic tenets that underlie each. BPR has been referred to in the literature as “the successor” of TQM and has been treated as an equal. I shall treat the similarities and common grounds among the two, as well as the differences between them. Next, I shall touch upon the weaknesses and highlights that distinguish each, and then move on to construct an integrated model in an...
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...& list reports, the TQM refers to the entire organization, its system, strengths & ability to deliver cost effective & consistently good products or services. TQM calls for continuous improvement of quality with the cooperation of workers through innovation in product & technology so as to meet the changing requirements of the customer. TQM is a philosophy which believes in a companywide responsibility towards quality. The main aim of TQM is to actively involve the operative personnel in the pursuit of quality & to infuse in them the spirit of continuous improvement. Total quality management may be defined as creating an organizational culture committed to continuous improvement of skills, team work, processes, product, service quality & customer satisfaction TQM is anchored to organisational culture & is deeply embedded in every aspect of organisational life. It calls for active involvement of all human resources in quality improvement for the delight of customers. Thus TQM is a continuous custom centered employee driven improvement To achieve TQM, three things are essential namely 1.Meeting customers’ requirements 2.Continuous improvement through management processes 3.Involvement of all employees TQM is a dynamic concept as the quality standards do not remain the same forever. They are to be changed as per the changing requirements of customers & the changing technology. Components of TQM CUSTOMER SATISFACTION In TQM the term customer means...
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...TOTAL QUALITY MANAGEMENT (TQM) AND ENVIRONMENTAL COST INDEX |NO |DETAILS |PAGES | |1 |INTRODUCTION OF TQM |2 | |2 |PRINCIPLES OF TQM |3 | |3 |THE COST OF TQM |4 | |4 |A MODEL FOR ORGANIZATION EXCELLENCE |6 | |5 |ENVIRONMENTAL COST |8 | |6 |WHY MEASURE ENVIRONMENTAL COST? |8 | |7 |ENVIRONMENTAL MANAGEMENT ACCOUNTING(EMA) |9 | |8 |ENVIRONMENTAL ACCOUNTING |9 | |9 |IDENTIFYING AND CLASSIFYING ENVIRONMENTAL COSTS |10 | |10 |ANALYZING ENVIRONMENTAL COSTS |12 | |11 |SUMMARY ...
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...to the extent that several letters have been sent to Larsen from the Secretary of Defence warning him that unless quality is improved by 20 percent within 6 months, the government will exercise its contract provision to withhold partial payment as a penalty. This will place even more pressure on profits. Nongovernmental customers have also expressed serious concerns about quality. There have been major stories in The Wall Street Journal and Business Week about Wengart's quality problems and its deteriorating financial condition. The Department of Defence, in its latest letter to Larsen, said it would look favourably upon Wengart implementing a "total quality management (TQM) program similar to programs at other aircraft, automobile, and electronic firms. By Presidential Executive Order 12552 applying TQM to...
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...Westmount Nursing Inc. is a for profit chain with seven different nursing homes. It has a grown from a small few bed facility to a facility with 4 different divisions that made to help make seniors more independent. The Westmount Nursing Homes were in search for a chief executive officer and president, which was filled by Shirley Carpenter. After Shirley Carpenter came on to the company, many changes were made and implemented. Some implementations were successfully, but she was also challenged with many problems with the Union Federation of Nurses and the Board of directors regarding wages and total quality management implementation. My recommendation would be for Shirley to stop the implementation of total quality management and focus on employee morale. Westmount Nursing Homes are a chain seven nursing facilities serving the elderly located in northeastern area of the United States. It is composed of four different divisions to help the seniors lead independent lives. The first division is the Facilities Division which manages the skilled nursing homes. The second division is the Home Care Division, which helps the elderly within their own homes. The third division is the Commissary Services Division, which is the management of a centralized kitchen which delivers food to its homes, hospitals, and patient homes. The fourth division is the Consulting Division, which provides accounting services to its clients. Westmount Nursing Homes (WNH) is still searching...
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...TERM PAPER: ADOPTION OF TQM IN PROJECT ORGANISATIONS IN KENYA SUBMITTED BY: MARK NDIRANGU IRUNGU L50/76218/2014 On: 24TH April 2015 Assignment Submitted in Partial Fulfillment of the Requirement for the Award of Master of Arts In Project Planning and Management in the Department of Extra-Mural Studies University of Nairobi TABLE OF CONTENTS 1. ABSTRACT 2. INTRODUCTION 3. ORIGIN OF THE QUALITY MOVEMENT 4. EVOLUTION OF TQM 5. THE CONCEPT OF INNOVATION, DIFFUSION AND ADOPTION IN MANAGEMENT 6. IMPLICATIONS FOR TQM ADOPTION IN ORGANIZATIONS 7. A CASE OF KENYA WILDLIFE SERVICES 8. A CASE OF THERMAL POWER PLANTS IN KENYA 9. CONCLUSION 10. REFERENCES Abstract In the global marketplace, there is increasing competition among producers and marketers of goods and services, so that the focus for competitive advantage has come to be on quality. An attempt to improve quality in organizations has led to the advancement of the management philosophy called total quality management (TQM). The service sector is getting competitive every day. In order to be successful Quality Management (QM) practices ought to be the integral part of any organization’s strategic management. Kenya’s national parks form the pillar of the country’s tourism industry. Over one million international tourists visit Kenya annually to partake in wildlife safari and other forms of nature-based tourism. Implementation of TQM principles has a strong impact...
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...FT 2011 EMM502 M.S RAMAIAH SCHOOL OF ADVANCED STUDIES POSTGRADUATE ENGINEERING AND MANAGEMENT PROGRAMME [PEMP] Department: Mechanical and Manufacturing Engineering Course: Engineering and Manufacturing Management Module Code: EMM502 Module Title: Quality Management and Six Sigma Module Leader: Prof.B.S.Ajit Kumar Assignment INSTRUCTIONS TO CANDIDATES: 1. The assignment comprises of three parts. Part A, Debate/Discussion on critical issues in TQM implementation = 30 Marks, Part B, Imperatives of Quality Leader& Cost of Quality = 40 Marks, Part C, Learning from Industry visit regarding TQM implementation = 20 Marks, Abstract, Learning outcome and Formatting = 10 Marks 2. The Assignment has to be submitted in neatly word processed format as per MSRSAS – PEMP’s Assignment template 3. Maximum length of the report should not exceed 35 pages of A4 Sheets 4. Last date for submission of the assignment is 04 /08/2012 (Late submission of the assignments will be penalized as per school norms) 5. All the units of measurement wherever applicable should be SI Units only 6. The Assignment is to be submitted as an individual work 7. The assignment will be evaluated as per submission and you may be asked to demonstrate the problem asked on software tools 8. Weightage is based on comprehension of the question, your style of presentation, originality, logical thinking and justification of the relevance of the question in an industrial scenario. 9. You can discuss the assignment in a...
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...development of employees can only give rise to company’s reputation, competitiveness and many other benefits. Moreover, situation on the labour market is highly competitive, therefore asks for serious well-developed approach. In conclusion, old human resource management approach has not been suitable for the present economy, therefore we strongly recommend you to consider introducing more sophisticated strategy to tackle with present and future challenges that might and will arise on human resource frontier. Introduction Now 15 years after ‘war for talents’ was coined by McKinsey’s researchers battle for talent was never fiercer. Ever-demanding costumers, emerging economies and continuous shortage of skilled employees brought up talent management as only solution and...
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...put in a very difficult position where success was unlikely without a great deal of support from senior leadership and buy-in at all levels. What ends up happening is what Bridges warns about when he said “without proper transition, people and organizations end up mentally and emotionally back where they started and the change doesn’t work.” WHAT WAS THE SITUATION RYAN FACED IN HIS ASSIGNMENT AT VC BREAKS? It was clear that VC Breaks needed to make significant changes to maintain market share and relevancy industry wide. Externally, the economy was dramatically shifting consumer needs for VC’s current product line. Internally, weak executive leadership had not only allowed but fostered resentment between two critical departments that must collaborate to be successful. Bridges would categorize these changes as both reactive and developmental. It is also clear that VC Breaks had no corporate culture prior to being acquired by Crossroads. Departments were allowed to develop their own cultures and suited the personalities of their leadership, not the needs of the company or customer. After being acquired by a new parent company, VC is being forced to adopt and implement a new, more modern corporate culture under immense pressure with a challenging timeline. Before Ryan even started his journey towards a company wide TQM culture he faced some pretty difficult obstacles. First, Engineering leader Medved (Ryan’s boss) and his counterpart in Operations, Baynard, allowed their...
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...in a Sustaining Members' Research Committee that would meet quarterly to study and discuss "leading edge" concepts, methodologies, and processes for the improvement of quality, productivity, and competitiveness. During 1987-90, the Sustaining Members' Research Committee operated with five Research Teams: Cultural Change and Integration of Plans Daily Control Cross-Functional Management TQM for Cost Reduction Benchmarking This research report is a product of the Cultural Change and Integration of Plans Team. Team members: Gary Floss Tom Lynch Jim Naughton Joe Colletti Bob King Gene Miller Pamela Olivier Andre Shambarger Bob Allison Tom Flaherty Mark Finster Ken Karch Mark Shimelonis Control Data Eastman Kodak Expert Knowledge Systems GOAL/QPC GOAL/QPC Goodyear Tire and Rubber Intel Corporation McDonnell Douglas Procter & Gamble Rockwell International University of Wisconsin Weyerhaeuser Xerox Corporation Total Quality Management Master Plan: An Implementation Strategy Executive Summary Total Quality Management Master Plan: An Implementation Strategy What is TQM? Total Quality Management (TQM) is a structured system for meeting and exceeding customer needs...
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...Six Sigma and Total Quality Management: different day, same soup? Bengt Klefsjö* and Bjarne Bergquist Division of Quality and Environmental Management, Luleå University of Technology, SE-971 87 Luleå, Sweden E-mail: Bengt.Klefsjo@ltu.se E-mail: Bjarne.Bergquist@ltu.se *Corresponding author Rick L. Edgeman Department of Statistics, University of Idaho, Moscow, Idaho 83844-1104, USA E-mail: redgeman@uidaho.edu Abstract: For decades now TQM has been a dominant management concept for improving competitiveness and financial results. In recent years, however, TQM seems to have lost some of its nimbus with other concepts and approaches such as Lean Enterprise and Six Sigma launched and increasingly in vogue. The aim of this paper is to look at TQM and Six Sigma, their backgrounds, definitions and ingredients, and their similarities and differences to see whether the two concepts really are different dishes or contain the same ingredients in different proportions. Keywords: quality; Quality Management; Six Sigma; Total Quality Management (TQM). Reference to this paper should be made as follows: Klefsjö, B., Bergquist, B. and Edgeman, R.L. (xxxx) ‘Six Sigma and Total Quality Management: different day, same soup?’, Int. J. Six Sigma and Competitive Advantage, Vol. x, No. x, pp.xxx–xxx. Biographical notes: Bengt Klefsjö is a Professor of Quality Technology and Management at Luleå University of Technology in Sweden. He has published over 100 papers in Reliability Theory and Applications...
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...it was unclear whether cars produced outside Japan could live up to their hard-earned reputation of high quality at low cost. This issue was far from settled in 1985 when Toyota Motor Corporation (TMC) unveiled its plan to open and $800 million Greenfield plant in Kentucky. Thus, the company’s endeavor to transplant to unique production system to Bluegrass Country effectively became a live experiment for the world to watch. In July 1988, Toyota Motor Manufacturing, USA. (TMM) began volume production on a 1,300-acre site in Georgetown, near Lexington. The plant had an annual capacity of 200,000 Toyota Camry sedans, which would replace the bulk of Japanese imports of the same model. In 1992, TMM was expected to supply 240,000 of all the new Camry’s, whose sales were up by more than 20% since the model change in fall 1991. The new Camry joined the ranks of midsize family sedans, with constituted one third of the total American car market and returned an average 17% pretax profit margin on margin on a sticker price averaging $18,500. For the first time, in March 1992, TMM started producing wagon versions of the new Camry exclusively within Toyota’s worldwide plant network. Total Quality Management (TQM) Total quality management or TQM is an integrative philosophy of management for continuously improving the quality of products and processes. TQM functions on the premise that the quality of products and processes...
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...quality management (TQM) against the backdrop of the software world. First an overview of the background and evolution of total quality management will be detailed, then an article will be examined that discusses total quality management on an organizational level, and how it can be beneficial. After that an empirical study is reviewed that discusses the relationship between TQM and software quality. Finally this paper is wrapped up with a look at how TQM development methods should be introduced and the different ways in which is benefits both the employee and customer. Keywords: tqm, total quality management, software total quality management, tqm software methodologies Total Quality Management in the Software World According to Dale, Dewhurst, and Martínez-Lorente (1998), Total quality management is now being applied by a considerable number of companies and the topic itself is now a popular subject of many books and papers. While total quality management began to be used in the mid 1980’s (Dale et. al., 1998) it wasn’t until the late 1980’s it became a part of quality related language and even later still until it was put to use in the world of software and I.T. (information technology). This paper will examine the following total quality management topics: 1. What is the background and history of total quality management? 2. What value does TQM add to software quality? 3. What, if any, value does TQM add to software development? 4. Does TQM add value to a...
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