J.D.T. Tannock and L. Krasachol
Reports on the Thai Foundation Quality System Standard (TFQSS) project which aimed to develop a basic quality management system standard for small Thai manufacturing businesses to…
Abstract
Reports on the Thai Foundation Quality System Standard (TFQSS) project which aimed to develop a basic quality management system standard for small Thai manufacturing businesses to assist them in increasing awareness of quality and develop towards the ISO 9000 series standards, without introducing unnecessary complexity or cost. The project involved five small Thai companies who were assisted by a project facilitator in the development of quality systems to meet the requirements of the TFQSS. The choice of companies was representative of typical Thai small manufacturing businesses, and covered a number of significant industry types. The five companies, all made considerable progress in quality management and have achieved the requirements of the standard at audit. The standard was initially seen by most collaborating companies as a significant challenge, and yet was achieved by all in about one half of the average implementation period for ISO 9002. Most of the companies, after having achieved TFQSS were confidently planning to move further in quality management, towards either ISO 9000 or TQM. Describes the TFQSS project, outlines the contents of the standard, and compares it with another basic national quality standard, Q‐Base Code from New Zealand, and with ISO 9001.
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James Tannock, Ladawan Krasachol and Somchai Ruangpermpool
Total quality management (TQM) has been applied widely in developed countries, and now appears to many as a precursor of the broader concept of business excellence. By contrast…
Abstract
Total quality management (TQM) has been applied widely in developed countries, and now appears to many as a precursor of the broader concept of business excellence. By contrast, in developing countries ISO 9000 series standards have been the focus of quality management development, and TQM is a new and challenging concept. TQM companies are rare, and with few exceptions are subsidiaries of larger multinational organisations. Examines the progress of four Thai SMEs attempting to implement TQM over a two‐year period, assisted by a facilitator and a “model company”. Relevant literature is briefly reviewed and issues of particular relevance to SMEs discussed. The efforts, problems, barriers and progress of the companies are described. The relative success of the companies was found to be related in large part to management and information issues, which are discussed.
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L. Krasachol, P.C.T. Willey and J.D.T. Tannock
Describes the progress of quality management in Thailand. Quality management is new to Thai industry, but it has been adopted with great speed in recent years. Reports on a major…
Abstract
Describes the progress of quality management in Thailand. Quality management is new to Thai industry, but it has been adopted with great speed in recent years. Reports on a major survey, carried out to identify the current position, trends and attitudes within Thai industry. Notes a great increase in certification to the ISO 9000 series standards. Identifies reasons for seeking certification, the key difficulties and benefits experienced in introducing ISO 9000. The implementation of total quality management (TQM) in Thailand was also surveyed. Results indicated that TQM had made relatively little progress and, with the exception of a few large Thai‐owned groups, was largely concentrated in foreign‐owned companies within the electronics sector. However, increasingly, Thai‐owned companies are accepting the challenge of ISO 9000 and looking towards TQM in the future.
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Kaewta Rohitratana and Sakun Boon‐itt
The key findings on implementing ISO 9000 standard in the seafood industry, which is recognized as the leading export industry in Thailand, have been presented. The purpose of…
Abstract
The key findings on implementing ISO 9000 standard in the seafood industry, which is recognized as the leading export industry in Thailand, have been presented. The purpose of this study was to describe the current situation in ISO 9000 implementation, the characteristics, the strengths, the weaknesses, and problems of implementing a quality standard. Reports the finding of a mail questionnaire survey conducted on 178 selected seafood companies. The analysis of the survey data suggested that about 94 percent of companies obtained at least one quality standard. With further analysis, we also found that there are some different characteristics in terms of product type, production process, and purchasing policies among these selected companies. Results indicated that Thai seafood companies still lack enthusiasm regarding ISO 9000, compared with other countries in Asia. Finally, we found major problems in implementing ISO 9000 such as lack of understanding this quality standard and lack of support from the staff and management.
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Norzuwana Sumarjan, Susan W. Arendt and Mack Shelley
Using the Malcolm Baldrige National Quality Award (MBNQA) criteria, the purpose of this study is to compare perceptions of Malaysian hotel quality managers (HQMs) and employees on…
Abstract
Purpose
Using the Malcolm Baldrige National Quality Award (MBNQA) criteria, the purpose of this study is to compare perceptions of Malaysian hotel quality managers (HQMs) and employees on leadership and workforce practices.
Design/methodology/approach
A mixed methods approach was used. Questionnaires were distributed to 35 HQMs and 576 employees of three‐, four‐, and five‐star hotels. Interviews were conducted with HQMs. Descriptive statistics, t‐test, and analysis of variance were used to analyze the data. All interviews were transcribed, hand coded, and analyzed for themes.
Findings
Compared to hotel employees, HQMs had higher scores for all leadership and workforce items. Comparing managers’ perceptions revealed a statistically significant difference between three‐ and four‐star with five‐star hotels on developing explicit quality policies and measurable objectives. For employees, there were statistically significant differences for most of the questionnaire items between three‐ and four‐star with five‐star hotels. HQMs identified inefficient communication systems and failure to develop explicit quality policies and objectives as main reasons for perception incongruences between employees and managers.
Research limitations/implications
Two of the seven MBNQA criteria were used in this study; future research utilizing the other five criteria may be beneficial.
Practical implications
This study provides hoteliers with quality practice perception differences between HQMs and employees in different star‐rated hotels. Knowing these differences should compel hoteliers to review their leadership and workforce practices, identify reasons for discrepancies, and attempt to minimize the gap.
Originality/value
No known studies in Malaysia, investigating this issue, have been conducted using a mixed methods approach. Additionally, this study provides empirical findings on quality practices from manager and employee perspectives.
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Anupam Das, Vinod Kumar and Uma Kumar
This research seeks to identify the specific leadership competencies required for implementing Total Quality Management (TQM); to examine the influence of leadership competencies…
Abstract
Purpose
This research seeks to identify the specific leadership competencies required for implementing Total Quality Management (TQM); to examine the influence of leadership competencies for implementing individual TQM principles; and to examine the relationship of the TQM implementation principles with TQM outcomes among the Thai manufacturing companies with different levels of leadership competencies.
Design/methodology/approach
Data have been collected from 265 ISO 9000‐certified companies in the Thai manufacturing industry to examine the validity and reliability of the leadership competencies construct; nine TQM implementation constructs (top management commitment, supplier quality management, continuous improvement, product innovation, benchmarking, employee involvement, reward and recognition, education and training, and customer focus); and one outcome construct (product quality). The findings are cross‐validated using exploratory factor analysis (EFA). Step‐wise regression methods have been used to identify the influence of leadership competencies for implementing TQM principles.
Findings
This research confirms the necessity for top management to perform as leaders for implementing TQM. Companies with high leadership competencies execute each of the nine TQM principles more effectively and are able to produce higher quality products. This research also finds that the relationships of TQM implementation constructs and the outcome construct (product quality) are not same in the different contexts of leadership competencies. The predictors of product quality in the context of high leadership competencies are: customer focus; continuous improvement; employee involvement; and supplier quality management. The predictors of product quality in companies with low leadership competencies are top management commitment; customer focus; and product innovation.
Research limitations/implications
The present study used only product quality as the outcome of TQM efforts, but the outcome of TQM is not limited only to product quality. TQM is also related to other organizational performance variables, namely – customer satisfaction, employee morale, delivery, productivity, cash flow, and sales growth. Future research should be extended by using other performance variables as the outcome of TQM.
Originality/value
It is believed that this research reveals new insights about the manufacturing sector of Thailand. This research also has managerial and research implications for designing and formulating operations strategy for implementing TQM.
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Ladawan Krasachol and James. D.T. Tannock
Describes research which has been carried out using case‐study analysis to investigate how three Thai companies have adopted TQM. As Japanese and US companies are major investors…
Abstract
Describes research which has been carried out using case‐study analysis to investigate how three Thai companies have adopted TQM. As Japanese and US companies are major investors in Thailand, one purpose of the study was to compare approaches to TQM implementation between three ownership categories: Thai, Japanese, and US‐owned companies operating in Thailand. A framework of TQM implementation developed from change management theory has been adopted for this study. The methodology used involved structured interviews with key staff throughout the selected organisations. The data collected were analysed for content using interview phrase‐matching. This method of analysis proved effective and can form the foundation for an in‐depth understanding of TQM implementation. The case study analysis illustrates that the companies studied have adopted distinct approaches to the implementation of TQM, which are described and placed in the context of the theoretical framework. Also describes the common characteristics of the TQM company which were found in the companies investigated.
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The purpose of this paper is to examine management attitudes/perceptions of Egyptian manufacturing organizations toward the implementation of ISO 9001:2000. The implementation of…
Abstract
Purpose
The purpose of this paper is to examine management attitudes/perceptions of Egyptian manufacturing organizations toward the implementation of ISO 9001:2000. The implementation of ISO 9001:2000 depends on how the standard is perceived by Egyptian companies themselves.
Design/methodology/approach
The present study is exploratory in nature and seeks to collect data about management attitudes/perceptions towards ISO 9001:2000 through a structured mail survey. Mail questionnaires were sent to 200 manufacturing companies throughout Egypt, yielding a response rate of 35 percent.
Findings
Survey results indicated that Egyptian manufacturing organizations are aware of ISO 9001:2000 and it is considered to be relevant to their organizations. The main motivators for seeking ISO certification were to improve the efficiency of the quality system and to achieve customer satisfaction. The vital benefits perceived from implementing the certificate were improved documentation and improvement in the efficiency of the quality system. However, the participants perceived top management commitment and the lack of qualified personnel to be major barriers for the effective implementation of ISO 9001:2000.
Originality/value
The research adds knowledge in the field of quality management within the context of developing countries and gives a particular focus on Egypt and the manufacturing sector, as it is one of the few papers available within the field of quality management in Egypt.
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Anupam Das, Himangshu Paul and Fredric W. Swierczek
To provide reliable and valid constructs of total quality management (TQM) and a measurement instrument in the context of manufacturing industries in newly industrialized…
Abstract
Purpose
To provide reliable and valid constructs of total quality management (TQM) and a measurement instrument in the context of manufacturing industries in newly industrialized countries for evaluating the TQM implementation process and to target improvement areas.
Design/methodology/approach
Based on a review of TQM literature and expert opinions, ten TQM constructs (nine implementation constructs and one outcome construct) were identified. A detailed questionnaire was developed with the items for ten TQM constructs along with the questions on quality performance and information about the respondents. The questionnaire was then sent to randomly selected ISO 9000 certified manufacturing companies in Thailand. Out of 1,000 questionnaires sent, 275 usable samples were returned giving a response rate of 27.5 percent. Based on the data from the survey, exploratory factor analysis was done to ensure that items in each scale reflected sufficiently the scope of each construct. Internal consistency analysis was done to ensure the reliability of the constructs. Criterion‐related validity and construct validity were evaluated statistically to ensure that the set of measures correctly represents the constructs, and the degree to which they are free from any systematic or non‐random error.
Findings
This paper identified ten reliable and valid TQM constructs. Nine are implementation constructs and an outcome construct. These constructs have a total of 52 items, fewer compared to other instruments available in the TQM literature, with higher reliability compared to them.
Research limitations/implications
Owing to time and resource constraints, this study was conducted only in the manufacturing sector of Thailand and hence generalization is somewhat limited. This study could be extended to the service sector in Thailand and the same sector in other countries.
Practical implications
The instrument presented will provide Thailand's manufacturing companies with a practical understanding in the area of TQM implementation. Moreover, researchers and practitioners from other newly industrialized countries may be able to use these constructs in future TQM research. Compared to other instruments, this instrument will be easier to administer and the response rate may be better.
Originality/value
Quality/production managers will be able to use the instrument to evaluate their TQM implementation initiatives and identify problem areas requiring improvement. Researchers will be able to use this instrument to enhance understanding of the process and to develop applicable TQM theory.
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Pratima Verma, Vimal Kumar, Ankesh Mittal, Pardeep Gupta and Sung Chi Hsu
This study aims to identify SHRM (strategic human resource management) essential practices for the TQM (total quality management) program regarding an Indian tire manufacturing…
Abstract
Purpose
This study aims to identify SHRM (strategic human resource management) essential practices for the TQM (total quality management) program regarding an Indian tire manufacturing company and formulate an inclusive interrelationship to prioritize them.
Design/methodology/approach
Semistructured interview with ten experts from the company was made to give SHRM practices scores. The SLR (systematic literature review) and TOPSIS (technique for order of preference by similarity to ideal solution) techniques are used to establish the model for 12 key practices and rank them afterward.
Findings
The findings clearly show that strategic planning and staffing, teamwork and leadership development have appeared as the top three essential practices. Simultaneously, performance measurement and evaluation, work design and analysis and promotion are identified as the bottom three practices. These essential practices are identified as contributing attributes.
Practical implications
The findings prioritize the SHRM practices as contributing attributes that help other tire manufacturing industries identify their key practices. Moreover, it provides the necessary inputs comprised of ten experts' decisions to become more active and well prepared.
Originality/value
The novelty of this study is to identify the key practices by using SLR and measured by the TOPSIS method to rank and consider a tire manufacturing company as a case-based approach to gain high productivity and competitive advantage.