Examination and comparison of the critical factors of total quality management (TQM) across countries

Sila, Ismail; Ebrahimpour, Maling

doi:10.1080/0020754021000022212

Cited by 227 publications

(202 citation statements)

References 94 publications

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“…Numerous other validation and replication studies have been conducted (for example Ahire, Golhar, and Waller 1996;Black and Porter 1996;Sohal and Terziovski 2000;Antony et al 2002;Tari 2005;Karuppusami and Gandhinathan 2006). In a meta-analysis of 76 articles from different countries, Sila and Ebrahimpour (2003) identify 18 universally applicable success factors for the implementation of TQM. Only a few studies have extended their scope beyond TQM, towards other bundles of lean practices such as JIT and 'supplier and customer integration' (Kaye and Anderson 1999;Chong, White, and Prybutok 2001;García, Rivera, and Iniesta 2013;García et al 2014;Marodin and Saurin 2015a).…”

Section: Success Factors For the Implementation Of Lean Practicesmentioning

confidence: 99%

“…These are key organisational issues that managers need to address to be able to implement lean practices. Examples of success factors are 'top management support' and 'a shared improvement vision' (Sila and Ebrahimpour 2003). However, the term 'success factor' may be misleading, as the mere presence of a factor does not automatically lead to more success (Woodside 2013).…”

Section: Introductionmentioning

confidence: 99%

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Implementing lean practices in manufacturing SMEs: testing ‘critical success factors’ using Necessary Condition Analysis

Knol

Slomp

Schouteten

et al. 2018

International Journal of Production Research

113

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Lean practices are known to increase operational performance. Previous research has identified critical success factors for implementing lean practices. This research aims to examine the extent to which success factors are critical for various degrees of lean practice implementation. Using multiple-respondent self-assessments from 33 Dutch manufacturing small and medium-sized enterprises (SMEs), we conducted a Necessary Condition Analysis. Our findings indicated that the criticality of success factors is progression dependent. In the initial stages of the lean journey, SMEs could improve their lean practices in a bottom-up manner through local factors such as a learning focus, improvement training and support congruence. When lean practices are more advanced, some company-wide factors must be present: top management support, a shared improvement vision and a supplier link. Our findings question the universality of success factors such as strategic involvement and indicate the need for a more dynamic model of lean implementation.

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Section: Success Factors For the Implementation Of Lean Practicesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Implementing lean practices in manufacturing SMEs: testing ‘critical success factors’ using Necessary Condition Analysis

Knol

Slomp

Schouteten

et al. 2018

International Journal of Production Research

113

View full text Add to dashboard Cite

show abstract

“…Furthermore, the importance of top management commitment to TQM, their promotion of TQM and their participation cannot be stressed highly enough (Ugboro and Obeng, 2000;Sila and Ebrahimpour, 2003;Prajogo and Sohal, 2004;Taylor and Wright, 2003). Ugboro and Obeng's (2000) study findings suggested a strong and active role for top management in creating an organisational culture that promotes total quality.…”

Section: Very Important Necessary Conditionsmentioning

confidence: 91%

An Empirical Investigation of the Channels that Facilitate a Total Quality Culture

Gallear

Ghobadian

2004

Total Quality Management & Business Excellence

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It is generally agreed that the culture of an organisation is a function of its values, beliefs and behavioural practices and that the influence of culture on an organisation is powerful and pervasive. There is also broad agreement that total quality management (TQM ) is a management paradigm that propagates certain values, behaviour and working methods. Moreover, that the successful introduction and practice of a total quality management approach requires close attention to, and more often than not modification of, organisational culture. Yet, culture is somewhat intangible, and regardless of the precise cultural aspirations, in order to change or maintain the desired culture an organisation needs a set of facilitating channels. These are mechanisms or necessary conditions that influence, mould and help sustain a desirable cultural orientation. This paper examines the channels that facilitate the development of a total quality culture based on the findings of an investigation of an international sample of organisations widely regarded as leading exponents of TQM.

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“…The increased globalization process and spreading of management concepts have resulted in increased diffusion of standardized models of organization (Meyer, 2002). There are different views in the literature relating to whether such concepts are universal or if a contingency approach is required (Sila & Ebrahimpour, 2003).…”

Section: Tpm Implementation and Transfer To A New Contextmentioning

confidence: 99%

“…A closely related issue is the overall tendency for implementation of standardized management concepts. The concept of Total Quality Management (TQM) has been thoroughly studied, but contextual factors have been largely been overlooked, and a perspective of universal application has dominated (Sila & Ebrahimpour, 2003). In addition, other concepts share the same challenges when being copied to different contexts.…”

Section: Introductionmentioning

confidence: 99%

A blueprint paradox

Rolfsen

2014

Journal of Quality in Maintenance Engineering

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Purpose – The purpose of this paper is to investigate if a manufacturing concept such as total productive maintenance (TPM) can be copied from one location to another. Design/methodology/approach – Qualitative data were gathered from a single case. This includes interviews, participatory observation and document collection. Findings – The authors present a company with an intention to make a pure copy from one location to another, and with identical technology, production equipment, owners, customers and products, the conditions for copying should thus be as sufficient as possible. However, several minor adjustments led to a translated version showing better results than the original. Research limitations/implications – The paper provides a deep understanding of a unique case, but should be supplemented with more data in order to reach general conclusions. The main theoretical contribution is to develop an understanding of translation processes different from copying concepts by expanding models of change and transfer from a purely planned perspective to explaining success through the unplanned change of organizational vehicles better fit to the intended tools and techniques. Practical implications – Many companies struggle with implementing total productive maintenance, and implementation and translation aspects are lacking in the literature. The paper provides an understanding on how TPM-practice was changed and adjusted when travelling from one location to another within the same company. Originality/value – Few case studies on TPM and implementation have been described. The authors show in detail how minor adjustments led to wider changes, arguing that a pure copy is not possible. By including institutional theory focusing on translation, new insight on implementation of TPM is provided.

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Examination and comparison of the critical factors of total quality management (TQM) across countries

Cited by 227 publications

References 94 publications

Implementing lean practices in manufacturing SMEs: testing ‘critical success factors’ using Necessary Condition Analysis

Implementing lean practices in manufacturing SMEs: testing ‘critical success factors’ using Necessary Condition Analysis

An Empirical Investigation of the Channels that Facilitate a Total Quality Culture

A blueprint paradox

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