Implementation of TQM in China and Organisation Performance: An Empirical Investigation

Yusuf, Yahaya; Gunasekaran, Angappa; Guo, Dan

doi:10.1080/14783360701239982

Cited by 145 publications

(156 citation statements)

References 14 publications

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“…Therefore, when the researcher carries out relevant research, constructs are not the same (Agus, 2004;Palo & Padhi, 2006;Pieranunzi, 2001;Temtime, 2003;Yusuf, Gunasekaran, & Dan, 2007). After looking into and coordinating said researches from the perspective of TQM, this research determines to adopt the literary composition surface with higher commonality and to correspond to high-tech industries by comprehensive analysis considering the following dimensions: senior management leadership; supplier partnership; customerdriven improvement; and continuous improvement as four core principles of TQM.…”

Section: Total Quality Managementmentioning

confidence: 96%

The study of the antecedent factors of organisational commitment for high-tech industries in Taiwan

Chih

Yuan

2009

Total Quality Management & Business Excellence

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This research investigates the relationship between leadership style, total quality management and organisational commitment, as well as the strength of their manifest indicator. Based on recent literatures, this research uses structural equation modelling to develop a framework. Using data collected from 376 total quality management participants in high-tech industries, the empirical results indicate a strong and positive relationship between leadership style, total quality management, and organisational commitment. Moreover, the findings suggest that transformational leadership is better than transactional leadership in leadership style. Furthermore, the importance of total quality management implementation followed by continuous improvement, top management role, customer focus and teamwork; and effort commitment is the most factor of organisational commitment. Finally, total quality management mediates the effects of leadership style on organisational commitment.

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Section: Total Quality Managementmentioning

confidence: 96%

The study of the antecedent factors of organisational commitment for high-tech industries in Taiwan

Chih

Yuan

2009

Total Quality Management & Business Excellence

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“…This suggests that although TQM has been more widely implemented than TQEM, e.g. out of the 119 companies that participated in the study 66% (n= 78) had implemented TQM and only 35% (n=41) had adopted TQEM, the implementation of the second may also increase in the future due to the wide acceptance of TQM in China (Yusuf et al, 2007). Figure 4 presents the (a) main drivers which motivated the Chine manufacturing companies that participated in the study to implement TQEM, (b) the results they obtained from such implementation, and (c) the main challenges they faced during the TQEM's deployment.…”

Section: Tqm and Implementation Of Tqemmentioning

confidence: 99%

“…In the case of TQM, Yusuf et al (2007) found that its implementation in China has been extensive. Although it would be too adventurous to conclude that TQEM has been more widely implemented than lean manufacturing and six sigma in the Chinese manufacturing sector, this evidence may suggest that this could be the case.…”

Section: Tqem Adoptionmentioning

confidence: 99%

“…Considering that the TQEM's predecessor (i.e. TQM) has been widely implemented in China and it has provided the expected results (Yusuf et al, 2007), a higher awareness of TQEM in China would have probably been expected. When comparing the awareness of TQEM to other quality and operations improvement approaches, its growth also seems to be more limited.…”

Section: Tqem Awarenessmentioning

confidence: 99%

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Total quality environmental management: adoption status in the Chinese manufacturing sector

Garza‐Reyes

Kumar

et al. 2018

TQM

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Methodology/design/approach -A survey-based exploratory study was conducted based on 119 Chinese manufacturing companies and the data obtained was analysed using a combination of descriptive and inferential statistics. Findings -The results revealed that in general, there is less awareness of TQEM in the Chinese manufacturing sector than other environmental and quality/operations improvement approaches such as green supply chain management, reverse logistics, ISO 9000, Six Sigma and lean six sigma. Thus, its degree of implementation is also lower than these approaches as well as ISO 14001. The results also indicate that although a company's size is not associated to the implementation of TQEM, it is mainly large organisations and those that have adopted TQM those which will be mainly aware and have implemented TQEM. The study also reveal the drivers, results and challenges of TQEM implementation. Originality/value -The paper extends the currently limited knowledge on TQEM, and its results are beneficial for managers who aim at effectively adopting TQEM to simultaneously improve the environmental, operational and financial performance of their organisations. The paper can also motivate organisations not currently embarked on the "green wagon" to contemplate the benefits that implementing TQEM, or any other environmental management approach, may bring to their operations and business.

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“…In a highly competitive market place service is becoming increasingly generic. Customers see total service quality as the principal differentiator, Therefore the key to survival is to be able deliver high quality service efficiently and with the agility to respond to changing market needs and emerging market niches (Yusuf, Gunasekaran, & Dan, 2007 These principles recraft traditional lean thinking principles and make them more applicable to a service context.…”

Section: Lean In Servicementioning

confidence: 99%

Application of Lean to Hotel's Operations Raising housekeeping productivityty

Manaf¹

2016

Proceedings of the Asia Tourism Forum. 2016 - The 12th Biennial Conference of Hospitality and Tourism Industry in Asia

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--The hospitality sector in Singapore is facing a very tight labour market due to a combination of factors, namely, increasing youth aspiration, better educated workforce and the national labour policies on foreign workers. The hotel sector is particularly affected, especially the housekeeping department. Hotels in Singapore are now exploring ways to raise their housekeeping productivity, so as to be able to meet operational requirements albeit the smaller number of staff. Therefore, the aim of this applied research study was to explore the applicability of Lean, which has been successful in manufacturing, to hotel's operations, particularly the housekeeping operations. Lean Management was therefore used to improve the productivity of the hotel housekeeping operations. A DMAIC (Define, Measure, Analyse, Improve and Control) approach, which is commonly used in Lean project, was adopted for this project. The data was analysed using Lean analysis tools and revealed the following:1. Non-value added activities, that is, those that are not directly related to cleaning (processing) the room, account for as much as 44% or 211.2 minutes of the room attendant's 8-hour work shift. 2. The cause and effect and waste analysis of the non-value added activities indicated that transportation and motion type wastes account for 18% of the non-value added activities while process design and inventory and supply management account for 26%. 3. Room attendants' job scope design that requires room attendants to be responsible for guest laundry causes them to lose up to 54 minutes each time there is a guest laundry request.Improvement was focused on waste elimination. A houseman role was introduced to relieve the room attendants of the non-value added activities they currently perform. In addition, the housekeeping department implemented basic 5S to organize its back of the house, specifically the floor pantries. Regular department briefings were also moved to non-critical operation period and kept succinct.The post implementation measurement indicated that the streamlined processes freed 85 minutes of the room attendant time per shift. This enabled room attendant's daily room output to be raised from 15 rooms per shift to 18 rooms per shift which represent a 20% increase in output without incurring any additional hours.In conclusion, this study provided evidence that Lean can be applied to hotel operations and can have a significant impact on work outcome. By redesigning work processes and systems to be leaner, a 20% increase in daily work outputs was possible. To drive output and efficiency event further, hotels should also explore automating some of their labor intensive process through the use of Information and Communication technology, smart devices, Radio Frequency Identification devices (RFID) and robotics.

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Implementation of TQM in China and Organisation Performance: An Empirical Investigation

Cited by 145 publications

References 14 publications

The study of the antecedent factors of organisational commitment for high-tech industries in Taiwan

The study of the antecedent factors of organisational commitment for high-tech industries in Taiwan

Total quality environmental management: adoption status in the Chinese manufacturing sector

Application of Lean to Hotel's Operations Raising housekeeping productivityty

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