A Framework for TQM to Achieve Business Excellence

Developing an Appropriate Performance Measurement Framework for Total Quality Management (TQM) in Construction and Other Industries

“…Several scholars justified that establishing a suitable performance measurement framework can just be happened by adopting BSC (Oakland, 2003;Pimentel and Major, 2014;Mackay, 2005). Hafeez et al (2006) stressed that TQM practices with BSC as an effective PMS provides a good metric for the companies to realize TQM efforts in terms of "financial" and "non-financial performance". Accordingly, the 20 KPIs identified through literature review, were categorized carefully, and then organized based on four perspectives of BSC, such as, customer perspective, internal business perspective, innovation and learning perspective and financial perspective, as shown in Table 3.…”

“…Traditionally, the basis of quality aspect was on specified standard, but it is not implicated any more because new version TQM is emphasized on the voice of the customer as most important criterion (Oakland, 2003). Nowadays, the organization cannot rely on quantifiable performance indicators such as "cost" and "time" only, while denying qualitative performance indicators such as "customer satisfaction" and "innovation" (Hafeez et al, 2006). The Performance measurement system (PMS) is a set of performance measures (KPIs) that has a significant role to evaluate the inputs and outputs in "manufacturing operations" or "construction activities", and acts as a strategic management tool for continuous improvements" in implementing TQM (Takim and Akintoye, 2002).…”

“…This aim can just be achieved by applying the layout of balanced scorecard (BSC). BSC was developed by Kaplan and Norton (1992), which is one of the most popular and practical concepts of systems, BSC enables to combine "financial and nonfinancial" indicators together by evaluating both strategic objectives and organizational performance across four interrelated perspectives: financial performance, customer perspectives, internal business processes, and innovation and growth (Oakland, 2003;Talavera, 2005;Pimentel and Major, 2014;Hafeez et al, 2006;Zizlavsky, 2014). Interestingly, BSC can be used with confidence for the performance measurement of a work in progress construction projects (Tennant and Langford, 2008, p. 365).…”

Developing an Appropriate Performance Measurement Framework for Total Quality Management in Construction, and other Industries

“…Traditionally, the basis of quality aspect was on specified standard, but it is not implicated any more because new version TQM is emphasized on the voice of the customer as most important criterion (Oakland, 2003). Nowadays, the organization cannot rely on quanti able performance fi indicators such as "cost" and "time" only, while denying qualitative performance indicators such as "customer satisfaction" and "innovation" (Hafeez et al, 2006).…”

“…This aim can just be achieved by applying the layout of balanced scorecard (BSC). BSC was developed by Kaplan and Norton (1992), which is one of the most popular and practical concepts of systems, BSC enables to combine "financial and non-financial" indicators together by evaluating both strategic objectives and organizational performance across four interrelated perspectives: financial performance, customer perspectives, internal business processes, and innovation and growth (Oakland, 2003;Pimentel and Major, 2014;Hafeez et al, 2006;Zizlavsky, 2014). Interestingly, BSC can be used with confidence for the performance measurement of a work in progress construction projects (Tennant and Langford, 2008, p. 365).…”