Testing the readiness of an organisational culture profile to a TQM implementation

Tenji, Tibor; Foley, Andrea

doi:10.1108/tqm-01-2018-0002

Cited by 17 publications

(18 citation statements)

References 45 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Additionally, Gurumurthy et al, (2014) in a research they conducted on organisational readiness for change to lean in manufacturing SME concluded that leadership, supplier and customer relation and employees but neglect the important role of organisational culture in their research. Moreover, organisational culture readiness to quality improvement initiatives was studied by Tenji & Foley, (2019) recently in a production facility in central Europe, the study though emphasizes on the need to assess culture prior quality improvement deployment it neglected other readiness factors that are also crucial like; process management, planning and control, customer and supplier relations.…”

Section: Research Gap On Lean Readiness Factors and Organizational Rementioning

confidence: 99%

“…These readiness factors include; process management, planning and control, leadership, commitment, employee involvement, supplier relation and customer relation (Al-Najem et al, 2013; Uluskan et al, 2018). Also, it is suggested further by other scholars' that such readiness factors or pre-lean conditions should be related to organisational readiness for change so as to ascertain their relationships to see whether they have not just the basic foundation, but also, the willingness and readiness to accept the change that comes with lean manufacturing deployment in their businesses (Pearce, 2019;Tenji & Foley, 2019).…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Lean Readiness Factors and Organizational Readiness for Change in Manufacturing Smes: The Role of Organizational Culture

2020

jcr

View full text Add to dashboard Cite

Implementation of lean in manufacturing small and medium enterprises (SMEs) remains a serious challenge as many SMEs have failed at an early stage of lean deployment. Previous findings have concluded that manufacturing SMEs a lagging behind in terms implementing lean manufacturing and reaping its full benefits due to lack of effective lean pre-implementation framework to assess and SMEs readiness for change before deploying lean manufacturing. Similarly, there is a lack of lean manufacturing buy-in and low level of implementation among manufacturing SMEs remains in Nigeria. Coupled with the fact that research on lean manufacturing within SMEs is still a dearth in Nigeria and other developing countries at large. This study, therefore, proposes an effective framework for assessing lean readiness factors to organizational readiness for change with organisational culture as a mediator prior lean deployment among manufacturing SMEs in Nigeria. The aim of the study is to evaluate lean readiness factors that include; leadership, commitment, employee involvement, planning & control, process management, supplier relations and customer relations to organizational readiness to change to lean so as to evaluate whether manufacturing SMEs have the prerequisite quality practices, organizational culture and foundation needed to deploy lean. The study is based on a conceptual review of published literatures from various scholarly articles and reputable publications. The proposed lean readiness framework will serve as a comprehensive model for assessing manufacturing SMEs related quality practices prior lean deployment in order to be successful during full lean implementation. It will also be of great importance to both SMEs, researchers, governments and agencies towards promoting better quality practices in manufacturing SMEs.

show abstract

Section: Research Gap On Lean Readiness Factors and Organizational Rementioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Lean Readiness Factors and Organizational Readiness for Change in Manufacturing Smes: The Role of Organizational Culture

2020

jcr

View full text Add to dashboard Cite

show abstract

“…The current issue and full text archive of this journal is available on Emerald Insight at: https://www.emerald.com/insight/1754-2731.htm (Claver et al, 2003), evolving (Zairi, 2008) and alive (Douglas, 2008). Insightful works on TQM implementation at the organizational level are increasingly emerging (G omez et al, 2017;G omez-L opez et al, 2016;Koval et al, 2018;Sila, 2020;Tenji and Foley, 2019). However, studies on TQM implementation at the individual level are hard to come by.…”

Section: Introductionmentioning

confidence: 99%

“…The Japanese Kaizen is however, different from the later and more holistic western TQM concept (Carnerud et al, 2018). TQM studies have focused on the organizational level (Shafiq et al, 2019;Tenji and Foley, 2019). Notably, aspects of the organization such as leadership (Chen et al, 2020;Kumar and Sharma, 2017), employee involvement (Haffar et al, 2019;Jurburg et al, 2017) and customer focus (Koval et al, 2018).…”

Section: Introductionmentioning

confidence: 99%

Autobiographical internal dialogue on TQM

Babatunde

2020

TQM

View full text Add to dashboard Cite

PurposeTo present the internal dialogue of a TQM practitioner using the conceptual lens of reflective practice.Design/methodology/approachThis study used a pragmatic philosophical approach to collect qualitative critical reflection data and quantitative career construction data from stratified and purposively sampled respondents, using structured questionnaires. The qualitative data were analyzed through reconstruction, while the quantitative data were analyzed through co-construction using the percentage agreement value and Wilcoxon–Mann Whitney test.FindingsFive questions were found to be valuable for steering the internal dialogue for critical reflection, thus recommended as a must-have in a TQM practitioner's toolkit. This study found the career adapt–abilities scale to be a valuable tool for assessing the career construction of a TQM practitioner. This was supported by a 64% agreement and non-significant difference between the two groups of raters used, p < 0.05 (U = 3356.5, W = 7451.5, Z = 1.9826), two-tailed.Research limitations/implicationsThe pragmatic philosophical stance used in this study lends it to a certain level of subjectivity. However, the inputs from the three other participants neutralize the subjectivity. Most notably, this study is not about consensus-seeking but rather verifiable/testable self-reflection.Practical implicationsThe theory-informed results presented in this study are useful for the continuing professional development of TQM practitioners.Originality/valueThis study provides insights for applying an individual-level self-assessment tool for TQM implementation.

show abstract

“…The success of TQM does not only depend on adopting the TQM attributes, but it is also dependent on complementary factors unrelated to TQM, yet more difficult to adopt than TQM itself. A corporate culture receptive to change, leadership, and motivation for improvement appear to be inevitable (Abdul, 2019;Tenji & Foley, 2019). The development quality system through applying TQM (Total Quality Management) comprises effective strategy, staff development, the introduction of instructions for product and service quality improvement and enhancing the business processes (Miterva et al, 2019).…”

mentioning

confidence: 99%

The impact of the innovative Total Quality Management tool in small and medium-sized enterprises

Gallo

Balogová

Tomčíková

et al. 2019

MMI

View full text Add to dashboard Cite

he present paper falling into the field of innovative management tools explores using the Total Quality Management (TQM) tool in the SME sector in Slovakia, attempting to identify barriers to the use of this tool in the given segment. TQM can be ranked among the innovative management tools that are under investigation and in our contribution, we want to bring a new overview of the use of this tool. Our research was based on foreign research in which the TQM management tool is at the forefront of use. On the other hand, we know from the research conducted so far on management tools in our business environment that the use of innovative tools is relatively low. The present research is based on the formulated hypotheses verified using statistical methods, namely the chi-square test of independence. In this research, we worked with hypotheses arguing that there are statistically significant relationships between the lack of personnel and financial resources on the one hand and the use of the innovative TQM management tool on the other hand. These relationships were statistically proved because in both examined hypotheses the expected value of p was lower than 0.05. We can, therefore, conclude that the lack of financial resources and the lack of skilled labour are among the important barriers to the use of TQM. In the determination of the third hypothesis, we assumed that managers could not agree on the establishment of TQM. This fact can, therefore, contribute to its relatively low use in our business environment. We also consider the incongruity of managers´ ideas as a barrier that may have an impact on the use of TQM, and these dependencies were examined by the Chi-square independence test. In verifying this hypothesis, the p-value was calculated to be p˃0.05 proving that this factor has no effect on the use of TQM and there is no dependency between these variables. In the present paper, we also focus on juxtaposing the present investigation with the research conducted to date in the field of innovative management tools. The present research is aimed at identifying barriers to the use of this management tool in an SME environment and at presenting TQM as a modern innovative instrument to be used by companies to manage and measure their performance. By using TQM, the company can align the financial and non-financial factors together and thus increase its competitiveness and meet the expectations of investors and other stakeholders. Keywords: Total Quality Management, innovative management tools, small and medium enterprises, performance.

show abstract

Testing the readiness of an organisational culture profile to a TQM implementation

Cited by 17 publications

References 45 publications

Lean Readiness Factors and Organizational Readiness for Change in Manufacturing Smes: The Role of Organizational Culture

Lean Readiness Factors and Organizational Readiness for Change in Manufacturing Smes: The Role of Organizational Culture

Autobiographical internal dialogue on TQM

The impact of the innovative Total Quality Management tool in small and medium-sized enterprises

Contact Info

Product

Resources

About