Sha'ri Mohd Yusof

Total quality management implementation frameworks: Comparison and review

One of the most influential factors in ensuring total quality management (TQM) adoption success is the formulation of a sound implementation framework prior to embarking on such a change process. Current frameworks seem to have been developed and derived primarily from the context and experience of larger sized organizations rather than small businesses. They tend to be complex and too prescriptive, rather than being a general guide. This paper compares and reviews a sample of the existing frameworks found in the literature. The first part focuses on understanding small businesses in terms of their definition and characterizes the differences between large and small businesses with respect to TQM implementation. It is followed by analysing the proposed frameworks as to their suitability and applicability to small and medium-sized enterprises (referred to as small businesses). This particular sector is chosen because it provides much needed attention, especially if TQM is to be sustained by the larger multinational organizations. By improving the small business sector, the resultant effect on the overall economy will be tremendous. A discussion is included on the future research direction for the development of a framework to meet the needs of small businesses.

Critical success factors in small and medium enterprises: Survey results

Studies, to date, on critical success factors (CSFs) for total quality management (TQM) implementation have largely centred on the experiences and perceptions of large companies rather than small and medium enterprises (SMEs). They could very well be similar for both sectors, but it is diYcult to say without any concrete evidence. This paper discusses the results of a survey (in the form of a postal questionnaire( on CSFs, conducted in UK automotive SMEs. The paper begins with general descriptive statistics of the respondents, the quality initiatives implemented, and the level of understanding and knowledge of TQM that they have. It is followed by reliability and validity tests conducted on the CSF instrument. The ® nal section presents an analysis of the perception of level of importance and extent of practices of the CSFs. Tests of signi® cance were performed to investigate any diVerences between the levels of importance and practice, and on the level of importance and practices of companies accredited to QS 9000 against those that were not. The paper culminates with a discussion and the general conclusions from the survey together with some proposed future research directions.

A benchmarking implementation framework for automotive manufacturing SMEs

Purpose – The purpose of this paper is to present a conceptual framework for benchmarking implementation in small medium‐sized enterprises (SMEs) taking into consideration their characteristics.Design/methodology/approach – The paper begins with the review on the definition of SME and a comparison of the characteristics of SMEs and large organizations. It presents the need for a framework and its relationship with benchmarking and TQM. This is followed by reviewing the benchmarking implementation frameworks proposed by researchers and discusses these frameworks based on their strengths and weaknesses from SMEs perspective. The frameworks were categorised into two broad types based on the different writers background and the approach on how they view the benchmarking implementation process.Findings – The paper suggested a conceptual framework for benchmarking implementation dedicated to the automotive manufacturing SMEs. This framework guides them through from the start to end of the benchmarking process....

TQM implementation issues: review and case study

TQM is a philosophy mainly dominated by large companies. Small businesses are lagging behind larger ones when it comes to introducing and adopting new managerial philosophies and advanced technology. Many small companies have stopped at quality system certification, such as ISO 9000, in their quality journey rather than pursuing further continuous improvement efforts through TQM. Small businesses must understand the need to go beyond the quality system stage and work towards a total approach for quality. Only through this total approach will their quality effort be a success. Discusses the various issues confronting small businesses when embarking on TQM. First, reviews the subject of TQM and the quality initiatives undertaken by small businesses (which are treated as small‐ to medium‐sized enterprises (SMEs)) such as ISO 9000 and TQM. The small business characteristics are also examined. Second, presents a case study conducted in a small manufacturing company. Culminates with conclusions and discussions drawn from both the review and the case study with suggestions for future research directions.

A conceptual framework for TQM implementation for SMEs

The proposed framework for TQM implementation in SMEs described in this paper centres on three main elements: the “quality toolbox”, “general methodology” and the “central co‐ordinating body”. It is believed that the adoption of TQM in SMEs must not be a fully blown approach but a gradual progression and selection of appropriate “quality tools and initiatives” as and when necessary, with the ultimate aim of continuous improvement in the organisation. The suggested methodology consists of a series of activities which can help towards making a selected quality initiative become a permanent feature of the organisation. The proposed framework is intended to be non‐prescriptive and the adoption of a quality initiative to be dependent upon the needs and priorities established by the company. Concludes with a discussion of, and the proposed future direction for, this research.

Proposed relationship of TQM and organisational performance using structured equation modelling

Total quality management (TQM) has been considered as an infrastructural strategy in the operations management research field. It is one of the most recognised models for operational excellence besides lean operation, supply chain management, and technology management. Both manufacturing and service organisations tend to implement this strategy in order to maintain their competitive advantage. The purpose of this paper is to develop the conceptual model of TQM implementation in relation to organisational performance. The authors have reviewed the literature on TQM and organised the paper along two main themes: the evolution of TQM considered as a set of practices, and its impacts on organisational performance. Two research questions are proposed in order to re-validate TQM constructs: (1) Is the set of practices associated with TQM valid as a whole? (2) What performance measures should be considered to exhibit the effectiveness of its implementation?

Key performance indicators for sustainable manufacturing evaluation in automotive companies

The automotive industry is regarded as one of the most important and strategic industry in manufacturing sector. It is the largest manufacturing enterprise in the world and one of the most resource intensive industries of all major industrial system. However, its products and processes are a significant source of environmental impact. Thus, there is a need to evaluate sustainable manufacturing performance in this industry. This paper proposes a set of initial key performance indicators (KPIs) for sustainable manufacturing evaluation believed to be appropriate to automotive companies, consisting of three factors divided into nine dimensions and a total of 41 sub-dimensions. A survey will be conducted to confirm the adaptability of the initial KPIs with the industry practices. Future research will focus on developing an evaluation tool to assess sustainable manufacturing performance in automotive companies.

Case studies on the implementation of TQM in the UK automotive SMEs

Describes the methodology and findings of four industrial case studies conducted on the implementation of TQM in automotive small and medium‐sized enterprises (SMEs). Interviews were conducted to answer key issues which were felt to be crucial to this study. In addition, the case studies also explored the feasibility of the authors’ conceptual framework, and subsequently its validation. The companies were categorised as “TQM” and “lesser TQM” companies, and the analysis was performed on this basis. Results from the case studies indicated that the SMEs used in the study had approached TQM without the help of any specific framework, but they had implemented the numerous quality initiatives or programmes on a “slice by slice” approach. It was found that three common aspects were emphasised in each case when adopting TQM. Culminates with the conclusions drawn from the studies and future research directions.

Critical success factors of Lean Six Sigma for the Malaysian automotive industry

Purpose – The objective of this paper is to explore the critical success factors (CSFs) for Lean Six Sigma (LSS) in the Malaysian automotive industry.Design/methodology/approach – Structural equation modeling (SEM) was employed to test the model drawing on a sample of 252 Malaysian automotive organisations. Exploratory factor analyses (EFA), confirmatory factor analysis (CFA), and reliability analysis empirically verified and validated the underlying items of CSFs of LSS.Findings – The results of EFA, CFA, and reliability analysis show that two items for supplier relationship are recommended to be excluded from the analysis. The result indicates that LSS has identified 40 items as compared to the original questionnaire which had 42 items. Based on the survey of empirical data, the two factors of leadership and customer focus have been shown to be the extremely important factors for LSS implementation in the Malaysian automotive industry.Research limitations/implications – Firstly, this survey is based onl...

Reflective review of relationship between Total Quality Management and organizational performance

In operation management/strategy research field, Total Quality Management (TQM) has been considered as infrastructural strategy. Both manufacturing and service organizations trend to implement this strategy in order to maintain their competitive advantages. The purpose of this study is to develop the conceptual model of TQM implementation. Authors review updated literature on TQM research organized along two main themes: evolution of TQM considering as a set of practice, and its impacts to organizational performance. Two research questions are proposed in order to re-validate TQM constructs: (a) Is the set of practices associated with TQM valid as a whole? (b) What performance measures should be considered to exhibit an effectiveness of its implementation?