Impact of Implementation of Total Quality Management: An Assessment of the Saudi Industry

Abd-Elwahed, Mohamed S.; Elbaz, M

doi:10.7166/29-1-1902

Cited by 11 publications

(9 citation statements)

References 32 publications

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“…Total quality management focuses on exceeding customers' expectations, identifying problems, building commitment, and promoting open decision-making among workers (Cherrafi et al 2016;Slack & Singh 2020). Besides, Abd-Elwahed and El-Baz (2018) found TQM to correlate with lean culture positively.…”

Section: Total Quality Managementmentioning

confidence: 99%

Lean practices and supply-chain competitiveness in the steel industry in Gauteng, South Africa

Khoza

Mafini²,

Loury-Okoumba³

2022

SAJEMS

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Background: The steel industry in South Africa suffered significantly when imported steel took over the market and collapsed big players in the industry in the last decade. The industry requires new business models and paradigms to improve its supply-chain strategies and adopt international standards such as lean supply-chain management practices to become competitive.Aim: In the study the relationships are investigated between lean supply-chain management practices, lean culture, and supply-chain competitiveness in the steel industry in Gauteng Province.Setting: The study was conducted in the steel manufacturing industry in the Gauteng Province, South Africa.Methods: In the study a quantitative method involving 265 supply-chain and operations managers and practitioners was employed. The Statistical Packages for Social Sciences (SPSS version 27.0) was used to analyse the data in which correlations and regression analysis were employed to test the research hypotheses.Results: The results of the study showed that four lean practices, namely Just in Time, Total Quality Management, Strategic Partnerships and Waste Elimination, all predict the establishment of a lean culture. However, Human Resource Management was statistically insignificant. The results further showed that a lean culture predicts competitiveness in the steel supply chain.Conclusion: The adoption of lean supply chain management in the steel industry is an essential contributor to its success.

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Section: Total Quality Managementmentioning

confidence: 99%

Lean practices and supply-chain competitiveness in the steel industry in Gauteng, South Africa

Khoza

Mafini²,

Loury-Okoumba³

2022

SAJEMS

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“…In this way, the production system becomes more dynamic with the development of products and services of high conformity [21]. According to the management philosophy based on the dimensions of quality, the effectiveness in satisfying internal and external customers occurs in parallel, that is, there cannot be satisfied external customers without the organization's internal customers also being satisfied [9,8,20].…”

Section: Quality Management and Process Simulationmentioning

confidence: 99%

“…Service processes' automation in the supermarket chain appears as a response to the optimization of quality standards and customer satisfaction [7]. Regarding this, quality management is responsible for incorporating a new form of management based on innovative concepts and techniques to the reality of organizations [8][9][10]. Among the contributions of the area, there are the Process Management and the Routine Management [11].…”

Section: Introductionmentioning

confidence: 99%

“…Among the contributions of the area, there are the Process Management and the Routine Management [11]. Process Management enables the analysis of an organization in an interconnected way, where work is dictated by the processes that compose it, in this way, activities come to be considered as vital parts for quality assurance as a whole [11,9].…”

Section: Introductionmentioning

confidence: 99%

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The cashier service macroprocess analysis in a supermarket organization: a quality management and simulation case study

Melo

Peixoto

Barbosa

et al. 2022

DYNA

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This paper aimed to optimize the cashier service macroprocess in a supermarket located in the Alto Paranaiba. Decision-making tools were applied, such as brainstorming, process mapping, Ishikawa diagram and PDCA cycle. The simulation type was based on the M/M/1 model, in the context of Queuing Theory. Thus, factors such as customer satisfaction and increased productivity were sought through systematic control and continuous improvement of the cashiers' service macroprocess. Finally, the alignment carried out between the PDCA cycle and the Routine Management brought an effective contribution, represented by the standardization of the macroprocess, by the construction of Standard Operating Procedures (SOPs).

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“…Quality includes efficiency and effectiveness both, where efficiency means: the optimal use of available resources in order to obtain good results, and effectiveness, in its simplest sense, means reaching goals (Abd-Elwahed & El-Baz, 2018). The justification behind concern for the education quality is that the product of educational institutions is considered the most valuable product in all societies (Ezeani & Ibijola, 2017).…”

Section: Introductionmentioning

confidence: 99%

Obstacles of TQM Implementation in Saudi Universities: An Empirical Study

AlOqlah

2021

Acad. J. Interdiscip. Stud.

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This study aims to identify the obstacles to the application of total quality management at the Saudi University from the faculty members' point of view and to identify the significance of statistical differences in the obstacles to the application of total quality management in Saudi universities from the viewpoint of faculty members according to the variables of gender, academic rank, and college. To achieve the study objectives, the researcher used the descriptive design and quantitative approach, depending on the questionnaire as the main instrument for collecting study data. The study was applied to a sample consisting of (350) faculty members at Imam Abdulrahman bin Faisal University, who were selected randomly, the number of questionnaires valid for analysis (277) questionnaires. Among the most prominent results of this study showed that top management obstacles, human resources obstacles, student’s obstacles, financial resources, educational technology obstacles, community service obstacles, obstacles to scientific research, organizational culture obstacles, and educational curriculum obstacles are affecting on implementation of TQM at Imam Abdulrahman bin Faisal University from point of view faculty members. The results showed the top management obstacles came in the first rank among the obstacles that affect TQM implementation, followed by student’s obstacles, while financial resources obstacles and human resources obstacles come in the last obstacles affect TQM implementation at Imam Abdulrahman bin Faisal University from point of view faculty members. Also, the results showed there are no significant statistical differences in the obstacles to the application of total quality management according to the variables of gender, academic rank, and college. Received: 4 March 2021 / Accepted: 6 May 2021 / Published: 8 July 2021

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Impact of Implementation of Total Quality Management: An Assessment of the Saudi Industry

Cited by 11 publications

References 32 publications

Lean practices and supply-chain competitiveness in the steel industry in Gauteng, South Africa

Lean practices and supply-chain competitiveness in the steel industry in Gauteng, South Africa

The cashier service macroprocess analysis in a supermarket organization: a quality management and simulation case study

Obstacles of TQM Implementation in Saudi Universities: An Empirical Study

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