A study of quality management practices in TQM and non‐TQM firms

Abstract

PurposeThe primary objective of this research is to explore whether total quality management (TQM) firms execute various quality management practices significantly differently from non‐TQM firms in the Association of South East Asian Nations (ASEAN) automotive supply chain. The study also aims to analyze differences between different tiers of this supply chain and to examine the relationship between the implementation of quality management systems and adoption of TQM.Design/methodology/approachA total of 165 datasets collected from ASEAN automotive Original Equipment Manufacturers (OEMs) and their tier 1 and 2 suppliers in five ASEAN countries were tested by using cross‐tabulation analysis and ANOVA with post hoc test.FindingsThe results show that firms that have successfully implemented the concept of work standardization or process‐approach through quality management systems (QMS) certification have tended to pursue TQM as the subsequent stage in their quality journey. In addition, the study found that all seven TQM practices – leadership; strategy and planning; customer focus; information and analysis; people management; process management; and supplier involvement – were significantly higher in TQM firms than in non‐TQM firms. Finally, the study found that tier 3 suppliers were less likely to implement TQM practices compared with higher tiers (1 and 2), except in supplier involvement.Originality/valueThe study presents an insight into TQM constructs evolution in the ASEAN region, which has gained increased prominence and world impact as a result of international outsourcing. It therefore addresses a significant gap in the literature about how quality management is deployed in this important region of the world.

Use of the quality management system "JACIE" and outcome after hematopoietic stem cell transplantation

“…This fits with observations of quality management system work in industrial production. [3][4][5][6][7] However, no such effects could be demonstrated for patients who underwent autologous HSCT.…”

“…Hence, it presents a role model to assess the value of a quality management system which defines infrastructures, equipment, release of products or services, responsibilities, training of personnel, acceptable criteria for admission and discharge, and requires implementation of standard operating procedures and continuous improvement strategies as key elements. [3][4][5][6][7] In this context, "JACIE" (www.jacie.org) and its US equiva-©2014 Ferrata Storti Foundation. This is an open-access paper.…”

“…[3][4][5][6][7] Use of quality management systems and accreditation has been advocated as a putative driver for quality, safety and reduced costs in healthcare as well. First introduced about two decades ago in hospital pharmacies and laboratories, 8 quality management has altered previously established mechanisms, induced structural changes and promoted high quality organizational processes.…”

Business improvement tools and techniques: a comparison across sectors and industries

“…According to Elg and Hultman (2011), many organisations are reluctant to implement CSR because of the cost of such implementation. Another potential reason why companies may be failing to adopt these tools was highlighted by Punnakitikashem et al (2010) who found that some manufacturing companies in the automobile industry did not face sufficient enough pressure from their higher tier supply chain partners to implement quality management tools and techniques. Similarly, it has been suggested that many organisations will only adopt CSR if it is made a requirement by their customers (Tsoi 2009).…”

Different Multidimensional Exploratory Techniques in Classifying Variables Into Qualitative Criteria of Spare Parts Selection for Passenger Cars

“…Available elaborates are mainly focused on the system recognition of the relations between the parts manufacturer and cars manufacturer [28], management of the quality of suppliers [17], costs of the quality of suppliers [24], methods and devices used for the management of the quality in the automotive industry [22], systems, standards conditioning of the implementation of quality management in the automotive industry [6], effectiveness of the quality management systems [19], management of supplies chains [7] or applications of the quality management systems by suppliers [1]. As it comes to the precise issue concerning the quality of parts, in the analysed elaborates, it covered the control at the production stage and directly after it [14], standardization of the quality tests including the reliability for the parts manufacturers [4], quality challenges and the outline of directions of quality improvement for parts manufacturers [20], quality of the parts in the context of the calling actions [8] or the issues connected with logistics and packaging of automotive parts [29].…”