Assessing quality management in China with MBNQA criteria

Abstract

This study reports a recent survey of the current state of quality management implementation and practices in China with reference to the Malcolm Baldrige National Quality Award (MBNQA) criteria. Comparisons are made between firms in three different stages of the development of a quality system: firms that focus on inspection, statistical quality control, and total quality management. The results support the common wisdom that firms practising total quality management have superior performance in leadership, strategic planning, customer and market focus, information and analysis, human resource focus, process management, and business results. The survey results also indicate that most Chinese firms still lack a full understanding of strategic quality management although a higher percentage of them claim that they are total quality management companies. To further the quality movement in China, quality managers and professionals should take a leading role in promoting contemporary, strategic quality management concepts and practices.

Measuring critical success factors of TQM implementation successfully – a systematic literature review

“…Nowadays, researchers focus on empirical studies that include the principles of award models. For example, Lau, Zhao, and Xiao (2004) and Xiang et al (2010) base their studies on the Malcolm Baldrige National Quality Award, whereas Claver, Tari, and Molina (2003) as well as Tari, Molina, and Castejon (2007) refer to the model of the European Foundation for Quality Management. Empirical research employs measures to derive conclusions on factors influencing the success of TQM implementation.…”

“…Corresponding measurement instruments HRM/recognition/teamwork Lau, Zhao, and Xiao (2004), Valmohammadi (2011) Top management commitment and leadership , Brah, Tee, and Rao (2002) Process management Jayaram, Ahire, and Dreyfus (2010) Customer focus and satisfaction Samson and Terziovski (1999), Supplier partnership Zu, Robbins, and Fredendall (2010) Training and learning Information/analysis/data Lakhal, Pasin, and Limam (2006) Rao, Solis, and Raghunathan (1999) International Journal of Production Research 11 'human resource management' and 'learning'. Top management as well as employees determine the culture and communication within the company.…”

“…The measurement instrument by Lau, Zhao, and Xiao (2004) includes teamwork, empowerment, reward systems and training aspects. Valmohammadi (2011) covers participation and employee satisfaction.…”

Global supply chains and social requirements: case studies of labour condition auditing in the People's Republic of China

“…Local characteristics are important to understand as even the more established quality management faces implementation challenges in Chinese companies (Lau et al, 2004;Li et al, 2003). Based on the experience of these case studies the same kinds of challenge are seen in establishing management commitment to social compliance.…”

Quality Management System and Practices

“…Literature investigation of TQM studies published between 1989 and 2000 by Sila and Ebrahimpour (2002) found 25 critical quality factors most commonly extracted from 76 studies. Lau, Zhao and Xiao (2004) found that firms that practice TQM have superior performance in leadership; strategic planning; customer and market focus; measurement, analysis, and knowledge management; human resource focus, process management, and business results.…”