Assessment and cultivation of total quality management organisational culture – an empirical investigation

Fu, Shih-Lung; Chou, Shou-Yan; Chen, Chi‐Kuang; Wang, Chi-Wei

doi:10.1080/14783363.2014.970760

Cited by 29 publications

(30 citation statements)

References 15 publications

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“…Several studies have confirmed a causal relationship between dimensions of TQM and performance of organizations (Kaynak, 2003, Powell, 1995, Terziovski et al, 1997, Samson and Terziovski, 1999, Boulter et al, 2013, Calvo-Mora et al, 2013, Calvo-Mora et al, 2015. However, about seventy percent of organizations fail to put TQM in practice (Fu et al, 2015). Therefore it is important to know the mechanisms through which TQM leads to continuous QI.…”

Section: Literature Overviewmentioning

confidence: 99%

The EFQM Model as a framework for total quality management in healthcare

Schoten

Blok

Spreeuwenberg

et al. 2016

International Journal of Operations &Amp; Production Management

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Purpose – To guide organizations toward total quality management (TQM), various models have been developed such as the European Foundation for Quality Management Excellence Model (EFQM Model). The purpose of this paper is to conduct a longitudinal investigation of whether the EFQM Model can serve as a framework for TQM in healthcare. Design/methodology/approach – Data on a national representative survey about quality management (QM) in the hospital population in the Netherlands were used to conduct this study. The survey had five measurement points between 1995 and 2011. Findings – The results of the study show that applying the EFQM Model in hospitals is related to improvement in organizational performance over time, a feedback loop in which hospitals use their results to further improve their organizational processes is established, and improvement is stronger when all the model’s elements are considered simultaneously. Practical implications – The results of the study can be applied by quality managers of healthcare institutions to achieve higher quality of care. Originality/value – Previous research on the relationship between the EFQM excellence model and TQM neglects two essential characteristics of the TQM philosophy, namely, the holistic perspective on QM and the presumed feedback loop of organizational performance that feeds a cycle of continuous quality improvement. The study provides new insights into the long-term benefits of applying the EFQM Model as a framework for TQM in healthcare.

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Section: Literature Overviewmentioning

confidence: 99%

The EFQM Model as a framework for total quality management in healthcare

Schoten

Blok

Spreeuwenberg

et al. 2016

International Journal of Operations &Amp; Production Management

View full text Add to dashboard Cite

show abstract

“…They also highlight that the successful implementation of TQM in different industries rely on values such as total participation based on proper education and training. This leads to team work, continuous improvement, corporate quality culture, customer focus, and a combination of management techniques under a quality management system (Fu et al 2015;Goh 2015;Mosadeghrad 2015).…”

Section: Research Trend In Tqm and Business Excellencementioning

confidence: 99%

Evolution and future of total quality management: management control and organisational learning

Dahlgaard

Reyes

Chen

et al. 2019

Total Quality Management & Business Excellence

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The competitive position achieved by the Japanese and Western industries during the 1970s to mid-1990s, and 1980s to mid-1990s, respectively, derived from understanding, implementing, and developing Total Quality Management (TQM) as a comprehensive management philosophy. Several research and/or company studies provided evidence of this development and its impact on leading companies' efficiency and effectiveness.Despite that, research on TQM seemed on the surface, after a boom from about 1990 to 1995, to have declined. However, one recent detailed study from 2013 concluded that TQM is now at a more mature stage where focuses have shifted from being initially on TQM to the methods, tools, techniques and core values which are needed to implement TQM and to build a quality and BE (Business Excellence) culture.This study is an extension of the 2013 study, where we extend the previous study on TQM publications to 2017, and further analyse more detailed not only which methods, tools and techniques are used, but also at what organisational level they are used -strategical, tactical or the operational level. We collect data on research about TQM and its methods, tools and techniques, and we analyse further the shift of focus from TQM as a comprehensive management theory/ philosophy to a focus on the TQM methods, tools and techniques to be used at various management levels of a company.We use two of management's basic functions -management control (MC) and organizational learning (OL) -to unveil the challenges faced by TQM and to help converting these challenges into new research opportunities to be jointly addressed by companies and research communities such as the Quality Management and Organisational Development (QMOD) Research Community.In light of the findings in this research it became clear that MC and OL are two sides of the same coin. MC can never be effectively implemented without OL, and OL needs to be supported by a comprehensive MC system.

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“…The emphasis is on the application of the TQM theories to manage and improve the various organisational aspects, so as to deliver a quality outcome i.e., a good or service to the end-user. Organisations use a multitude of TQM tools and techniques to continuously improve process outcomes [1]. TQM has evolved in different quality domains from the substantial contributions of Shewhart (Statistical Quality Control), Deming (Process Control Quality), Juran (Quality Management), Feigenbaum (Total Quality Control), Crosby (Quality Cost), Ishikawa (Preventive Quality), and Taguchi (Design Quality) [2][3][4].…”

Section: Introductionmentioning

confidence: 99%

Optimising Parameters for Expanded Polystyrene Based Pod Production Using Taguchi Method

et al. 2019

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Expanded polystyrene (EPS) is used in the building and construction industry for insulation and under flooring purposes. The objective of the study is to investigate the impact of the application of the total quality management (TQM) technique on the significant parameters of the pod production process in a New Zealand based EPS manufacturing facility. In this work, Taguchi’s L27 orthogonal array (OA) is considered for conducting experiments through three input parameters i.e., weight of untreated beads, batch duration, and temperature is investigated. Based on the results, the analyses are carried out while using statistical approaches, such as analysis of the means (ANOM) and analysis of variance (ANOVA). The results from confirmatory experiment indicate that, at optimal parameters setting (17 kg of untreated bead, 130 s of batch duration and 155 °F of temperature), a reasonably streamlined pod manufacturing process can be achieved for sustainable operations.

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Assessment and cultivation of total quality management organisational culture – an empirical investigation

Cited by 29 publications

References 15 publications

The EFQM Model as a framework for total quality management in healthcare

The EFQM Model as a framework for total quality management in healthcare

Evolution and future of total quality management: management control and organisational learning

Optimising Parameters for Expanded Polystyrene Based Pod Production Using Taguchi Method

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